Thought Leader, New Marketplace

Emme L. Deland, MBA

Senior Vice President and Chief Strategy Officer
NewYork–Presbyterian Hospital

Emme Deland, MBA, is Senior Vice President and Chief Strategy Officer for NewYork–Presbyterian. NYP is a $6B academic health center with 3,200 beds. NYP is affiliated with Weill Cornell Medical School and Columbia University’s College of Physicians and Surgeons. Emme is responsible for developing clinical and corporate strategies for the enterprise, collaborating with the Center for Innovation to identify and evaluate new technology, and directing NYP’s venture fund. She serves on the Board of the NewYork–Presbyterian Health Policy Center.

Emme joined NewYork–Presbyterian in 2000. Previously, she worked at Mount Sinai Medical Center and the Brigham and Women’s Hospital in Boston. Prior to joining the health care field, she was an international banker at Chemical Bank. Emme graduated magna cum laude from Harvard College with a Bachelor of Arts in East Asian Studies and obtained her MBA from Columbia University. She is a Director of the Kornfeld and Zeitz Foundations and a board member of Library of America, American Memorial Hospital in Rheims, France, Orchestra of St. Luke’s, Helsinn Therapeutics (US) Inc., Columbia Business School’s Healthcare and Pharmaceutical Management (HPM) Program Advisory Board, and the Enterprise Community Partnership’s Enterprise Health Advisory Council. Emme is a fellow of New York Academy of Medicine.

Deland04 New York Presbyterian Talk Still

New Marketplace
New Risk, New Business Models

E Pluribus Unum for Health Care

How can we leverage the many to provide wonderful one standard of care?

What Should Today’s Med Students Know About New Care Models? Panel Clip Still

New Marketplace
New Risk, New Business Models

What Should Today’s Med Students Know?

Are new care and payment models leaving medical students in the dust?

Orchestrating Better Coordinated Care Panel Clip Still

New Marketplace
New Risk, New Business Models

The Music of Medicine: Orchestrating Better Care

Orchestras practice for years before they become the very best. Health care organizations are asking for our patience while they follow suit.

New Marketplace
New Risk, New Business Models

Value-Based Care Will Persist

Much is now uncertain for health care reform, but the cost and quality pressures that have long faced providers, payers, and patients remain a serious issue.

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