Executive leader to replace Denis Stratford, who is retiring

Rachelle Mainard, JD, MBA, CRA, an executive leader at the University of Texas Medical Branch, has been named Chief of Operations and Strategy (COO) for the MGH Institute of Health Professions. She succeeds Denis Stratford, who is retiring from the chief operating officer role after 25 years of service to the Institute. 

The hiring reunites Mainard and President Deborah Jones, who worked together for six years at the University of Texas Medical Branch (UTMB). 

“As a strategic leader, Rachelle has the innate ability to innovate then integrate,” said Jones. “She is one of the most accomplished strategic thinkers I’ve had the pleasure of working with. As we approach monumental change, Rachelle will play an integral role in all aspects of our closer integration with Mass General Brigham.” 

A business major at Samford University, Mainard earned her law degree from the University of Alabama then her Executive MBA with a Healthcare Concentration from Case Western Reserve University. 

“Having the opportunity to serve as Chief Operating and Strategy Officer of the MGH Institute of Health Professions is a true privilege,” said Mainard. “This is an incredibly exciting moment for the Institute, with a strong foundation of accomplishment and tremendous opportunity ahead.”

Mainard has worked at UTMB for six years in leadership roles. For the past three years, she has served as the associate vice president for strategic, academic and clinical integration, where she developed and implemented comprehensive integration strategies. For three years before this position, Mainard was the executive administrator for UTMB’s Schools of Health Professions, Nursing, and Public and Population Health. In this role, she oversaw all three schools, with more than 300 employees, and a $66 million annual budget. 

“One thing  that separates me from other executive leaders is the ability to translate strategy into action,” said Mainard, who will also serve as Chief of Staff for Jones. “That means translating the President’s vision into a clear strategy—and then ensuring that strategy moves from concept to execution. My role is to help operationalize that vision in ways that produce tangible outcomes for the Institute, its students, faculty, staff, and partners.”

Mainard plans a listening tour of the MGH Institute to meet its people and understand its processes but already, she sees opportunities where she can have an impact. 

Closer integration with Mass General Brigham

  • “We want the IHP to be the first place MGB and our clinical partners think of when they are looking for the next generation of health professionals,” said Mainard. “In many ways, we have the opportunity to be the WooSox to the Red Sox—a trusted pipeline of talent that is prepared, connected, and ready to meet workforce needs. When our partners have a vacancy, an emerging need, or an opportunity to strengthen care delivery, we want them to come to the IHP first.”

Changing academic environment 

  • “Funding models are changing, student loan regulations are evolving, and institutions like the IHP must be prepared for what comes next,” said Mainard. “That means anticipating change, making thoughtful strategic decisions, and positioning the Institute to remain strong, responsive, and successful in the future.”

Increasing visibility 

  • “We want to strengthen the IHP’s visibility within Mass General Brigham, across our clinical partnerships, and on a broader national and global stage,” said Mainard. “The Institute has a powerful story to tell, and our goal is to be recognized as a premier destination for exceptional health professions education.”

Mainard’s career has been shaped by a deep appreciation for the unique role academic medical centers play in advancing patient care, education, and innovation. “From that point forward, I was drawn to academic medical centers and the power of their mission,” said Mainard. “I love being part of work that connects medicine, education, and the preparation of future health care professionals.”

Among the experiences in Mainard’s 20-plus year career was as grants and contracts director with The Geneva Foundation, a non-profit whose mission is advancing military medical research. 

Mainard is still connected to military medical research by serving on the board of The  Metis Foundation, a San Antonio based nonprofit organization that supports military medical research. Working at the MGH Institute is a tangential extension. 

For Mainard, the IHP’s location in the Charlestown Navy Yard also carries personal meaning. 

“I have a deep connection to the military, so it is especially exciting to join an institution located in the Navy Yard,” said Mainard. “I love the connection to history and service, and being near the USS Constitution makes the setting feel even more meaningful.”

Mainard officially begins June 15; Stratford will retire on June 30 but stay on as a consultant through the end of the year. 

“This is an exciting chapter, and I can’t wait to get started,” beamed Mainard. 

Her former colleague feels the same way. 

“Rachelle oversaw very impressive and impactful strategic initiatives at UTMB,” noted Jones, “and I have no doubt she will do the same here.”