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HARTFORDBUSINESS.COM | JUNE 29, 2026 25 POWE R 25 | HE ALTHCARE V incent G. Capece Jr. has led Middlesex Health as president and CEO, drawing on more than three decades of healthcare leadership experience. Since joining the organization in 1998, he has served in several senior leadership roles, including chief operating officer, senior vice president of finance and opera- tions and chief financial officer. Under his leadership, recent milestones in- clude Middlesex Hospital earning its 12th consecutive Leapfrog Grade A for patient safety and its sixth consecutive Magnet nursing designation. The health system has also expanded outpatient access through a new medical office building in Cromwell and facility upgrades in Middle- town and Westbrook. Looking ahead, Capece said workforce shortages, clinician burnout and continued financial pressures remain major challeng- es as demand for care rises. He also sees opportunity in artificial intelligence, digital health data and other emerging technolo- gies that could improve efficiency, access and patient outcomes. If you could change one thing in the healthcare industry, what would it be? If I could change one thing, it would be full alignment among payers, providers and patients. Today's system is fragmented, with competing priorities. While complex to fix, the shift toward value-based care offers hope for better coordination, shared goals and a more effective, patient-cen- tered healthcare system. Vincent G. Capece Jr. President & CEO Middlesex Health Employees: 3,919 Education: Bachelor's degree in ac- counting, University of Connecticut; MBA, University of Connecticut J ennifer Jackson has served as CEO of the Connecticut Hospital Association and its affiliated organizations since 2000, overseeing advocacy, policy develop- ment, quality improvement, patient safety, community health and education initiatives. She previously served as the organiza- tion's general counsel and vice president of clinical services, overseeing legal and regulatory advocacy. Before joining CHA in 1988, she held nursing and nursing administration roles, including positions at the Hospital of St. Raphael. Over the past year, Jackson said the Connecticut Hospital Association helped advance hospital tax reform aimed at im- proving Medicaid funding for Connecticut hospitals and health systems. The organi- zation also continued efforts to streamline the state's certificate of need process and advanced initiatives related to quality, patient safety, workforce development, ma- ternal health and healthcare innovation. Looking ahead, Jackson said hospitals face continued financial pressures from Medicaid underpayment, labor and phar- maceutical costs, inflation and workforce shortages, along with concerns that federal policy changes could increase the number of uninsured patients and uncom- pensated care. If you could change one thing in the healthcare industry, what would it be? Continuing to strengthen and stabilize Medicaid funding to better support patients, hospitals and the healthcare workforce. While important progress has been made, ongoing investment is essen- tial to preserving access to care, reducing financial strain across the healthcare de- livery system, and ensuring hospitals can continue serving their communities and investing in critical services, innovation and workforce development. Jennifer Jackson CEO Connecticut Hospital Association Employees: 60 Education: Bachelor's degree in nursing, University of Delaware; MBA, University of New Haven; JD, University of Connecticut School of Law J ennifer Good is co-founder and CEO of New Haven-based Trevi Therapeu- tics and has more than 25 years of experience in the biotechnology industry. She has led companies through multiple stages of growth, including clinical devel- opment, regulatory approval and public market financing. Good has helped secure approximate- ly $1 billion in funding through angel investments, initial public offerings and follow-on equity offerings. Prior to Trevi, she helped lead Penwest Pharmaceuticals through Food and Drug Administration approval and its eventual sale. Over the past year, Trevi reported positive clinical trial results for its drug candidate targeting idiopathic pulmonary fibrosis-re- lated chronic cough and refractory chronic cough, with the company saying the ther- apy demonstrated statistically significant results and a favorable safety profile. Trevi also raised approximately $300 mil- lion to advance its development programs into late-stage trials. Good said the com- pany's biggest challenge over the next two years will be executing large global clinical trials involving more than 600 patients across multiple countries. If you could change one thing in the healthcare industry, what would it be? I believe it is vital to recognize the U.S. ecosystem as the primary engine for glob- al medical innovation. We should maintain an environment that supports the immense investment required for high-risk research. Protecting our leadership in biotech is a strategic priority, ensuring patients every- where have access to tomorrow's cures. Jennifer Good CEO & Co-Founder Trevi Therapeutics Employees: 45 Education: Bachelor's degree in business with a concentration in ac- counting, Pacific Lutheran University K urt A. Barwis has served as pres- ident and CEO of Bristol Health since 2006, leading the inde- pendent health system through a period of significant change in Connecticut's healthcare industry. Kurt Barwis President & CEO Bristol Health Employees: 1,700 Education: Bachelor's degree in business administration, University of Pennsylvania; MBA, La Salle University Over the past year, Barwis oversaw Bristol Health's efforts to join the UConn Health Community System, signing a letter of intent that could eventually make Bristol Health part of UConn Health's expanding hospital network. The proposed affiliation comes as many independent hospitals face financial and operational challenges amid a rapidly changing healthcare landscape. Barwis was also named a 2026 Baldrige Foundation Award recipient for leadership excellence. He has held numerous health- care leadership roles throughout his career and currently serves on the board of trust- ees of the American Hospital Association. He has also been a member of Connecti- cut's Healthcare Cabinet since 2016. Looking ahead, Barwis said healthcare providers continue to face pressures from declining reimbursement rates, rising costs and affordability challenges affecting patients, while partnerships and affiliations are becoming increasingly important for independent hospitals. What is one change that would make Connecticut more competitive economically? Affordability is the key issue for both early careerists and retirees.