Impact Starts Here: Nurses in Governance

Brad Phillips, DNP, MBA, CRNA, NEA-BC, FACHE, CHFP, CPHQ Vice Chair of Advanced Practice and Allied Health Professionals and Chief CRNA at MD Anderson Cancer Center, shares how his nursing and advanced practice leadership journey has shaped his impact in healthcare governance. Drawing on his experience overseeing complex clinical teams and serving on the Board of Directors for the American Society of Enhanced Recovery, Phillips reflects on the value nurses bring to boardrooms and why their voices must be central to decisions about safety, strategy, and long-term sustainability.

Tell us about your role and the work you do.

I serve as the Vice Chair of Advanced Practice and Allied Health Professionals and Chief CRNA at MD Anderson Cancer Center, the nation’s leading cancer care institution. I oversee a large anesthesia team and work across disciplines to deliver safe, efficient, and compassionate care for patients with complex cancer diagnoses. My leadership focus is on building resilient, high‑reliability teams through emotionally intelligent leadership. I’m particularly interested in how emerging technologies and human‑centered leadership can work together to improve outcomes and shape the future of healthcare.

What is your connection to board service?

I currently serve on the Board of Directors for the American Society of Enhanced Recovery, collaborating with multidisciplinary leaders to advance evidence‑based perioperative care nationally and globally. Board service allows me to influence healthcare beyond a single organization and help shape systems of care. Nurses are still underrepresented in governance spaces, yet their perspective is essential. I’ve seen firsthand how nurse leaders bring critical clinical insight and operational awareness to board‑level decision making.

How do nurses become connected to board opportunities?

Board opportunities grow from intentional visibility, meaningful contribution, and trusted relationships. Engagement in professional organizations, publishing, presenting, and contributing to high‑impact initiatives builds credibility and reach. Mentorship and sponsorship are also critical—leaders who understand your value can advocate for your inclusion. Nurses should be clear about the unique perspective they bring and seek opportunities that align with both their expertise and long‑term vision for impact.

How has your nursing experience helped you in the boardroom?

Nursing and CRNA practice trains you to navigate complexity while keeping human impact front and center. Nurses develop strong situational awareness, risk anticipation, and advocacy skills that translate directly to governance. In board discussions around enhanced recovery pathways, I’ve helped connect evidence‑based recommendations to frontline realities, ensuring decisions are not only sound but also implementable.

What was the hardest adjustment to board service?

The most challenging shift is moving from execution to governance. Healthcare leaders are accustomed to acting quickly and solving problems directly. In the boardroom, your role is to provide strategic direction, oversight, and accountability without stepping into operations. The time horizon is longer, with emphasis on sustainability, long‑term value, and organizational positioning. It requires patience, discipline, and the ability to influence without direct control.

What impact do nurses have when they serve on boards?

The impact is significant and often underestimated. Nurses bring a system‑level understanding of care delivery combined with deep commitment to patient experience, safety, and team dynamics. Their perspective grounds strategy in reality and elevates conversations about culture, trust, and psychological safety—key drivers of performance and outcomes. If healthcare boards are serious about safety, results, and sustainability, nurses cannot be optional voices. They must be central to governance.