EMHS

Timothy J. Dentry, MBA

Senior Vice President, Chief Operating Officer


Function in the System
As senior vice president and chief operating officer, Timothy (Tim) is responsible for the administrative direction, evaluation, and coordination of EMHS and its member organizations, ensuring system operations are in alignment with EMHS’ overall goals, objectives, and values.   

The Road to Here
Dentry received his Master’s in Business Administration in 1983, bachelor of science degree in Medical Technology in 1978, both from Loyola University in Maryland and completed a Yale University Fellowship in International Health (the Ethiopia Hospital Management Initiative, sponsored by the Clinton Foundation).   

Dentry is a healthcare executive with 30 plus years of management experience. Over the last decade, he has transitioned his focus to international health delivery improvement, with U.S. educational institution backing from Yale University and Johns Hopkins Medicine. Dentry has also served as vice president of Global Services and managing director for Johns Hopkins International, in Baltimore, Maryland; executive director of the Ethiopia Ministry of Health initiative; and executive vice president for Mercy Medical Center in Baltimore. Since 2008, Dentry has served in regional and global capacities, focusing on human capital development, creation and expansion of services, and efficiency gains in light of economic and service demands. Tim joined the Home Office leadership team in December, 2016 from his most recent role as chief executive officer of Tawam Hospital in Abu Dhabi, United Arab Emirates, managed by Johns Hopkins Medicine International.

Guiding Principle
“I believe as things become more complicated, the more we need to simplify priorities, communications, and decisiveness of action. To be prepared for industry changes in the future, health systems need to have an infrastructure that is exceptional at the fundamentals: quality, staff and patient safety, careful stewardship of resources, creative ways to improve patient access, and proper coordination of care.”

What He is Trying to Do
“Through working closely with our hospitals and other member organizations, as well as with partners and communities throughout Maine, we will ensure our services are patient centered; that we, as a system, are always improving and reevaluating how we do things; and that we build on the good we already have as we transform EMHS into the delivery system we all envision.”
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