Q: What inspired Dave Gardner’s career path, and how did he transition into healthcare administration?
Dave’s path to healthcare administration was anything but linear. Originally, he planned to become a veterinarian, drawn to the University of Missouri for its renowned animal science program. “I was going to the farm every week,” he recalls, but by the end of sophomore year, he realized the applied sciences weren’t his strength.
That pivotal realization set him on a path of exploration. “I had never even heard of healthcare administration. It was always just doctors and nurses,” Dave admits. After conducting informational interviews across campus, he found his place in the School of Health Professions, where a supportive advisor and a required internship opened his eyes to the field.
Key steps in Dave’s transition:
Exploring new academic departments through informational interviews
Engaging deeply as a student ambassador and panel lead
Completing a pivotal internship at the University of Missouri Health Care, which led to further opportunities, including working with the Director of Diversity, Equity, and Inclusion (DEI)
This openness to new experiences—and a willingness to seek out mentors—became foundational to his career. “Just being supported in that realm and the exposure I was able to get from different people I networked with—that is excellent,” he shares.
Q: What drew Dave to focus on health equity, and how does it shape his work?
Health equity isn’t a buzzword for Dave—it’s personal. Growing up on Chicago’s Southside, he saw firsthand the impact of health illiteracy, unaffordable medications, and food deserts. “People not health literate at all, not understand when to take their medication, not being able to afford medication, growing up in a food desert—things like that really push me to want to do that work and open those doors for other people.”
At both MU Health Care and Children’s Mercy, Dave’s roles frequently connected him with DEI leaders and initiatives. He emphasizes, “One of the biggest draws for me to be in healthcare is the ability to really change things at a systematic level.”
Children’s Mercy’s commitment to health equity was a significant factor in his fellowship choice. “We actually do have a chief equity and inclusion officer, Michelle Wiese, and she’s been an excellent mentor to me since I’ve been at the organization.”
Why it matters: Dave’s story is a real-world answer to the growing need for healthcare organizations to address social determinants and institutional inequities—something increasingly recognized by national bodies like the AHA and ACHE as essential to healthcare leadership.
Q: How does the Children's Mercy Kansas City Administrative Fellowship stand out?
Dave applied to five different fellowship programs but felt a strong alignment with Children’s Mercy’s values and process. “The process with their previous fellow recruiting was very strong—she really showed the values they have and exhibited so much kindness throughout the process,” he says.
Unique aspects of the Children's Mercy Fellowship:
Direct involvement of past and current fellows in the recruitment process
Strong mentorship, including support from the VP of Support Services and the COO
Organizational commitment to inclusion and diversity, both in leadership and programming
30-year track record with strong fellow retention—six previous fellows currently work at the hospital
The fellowship is a one-year program, featuring rotations across multiple departments and opportunities for hands-on project work at every level of the organization. “I think it’s really an all-encompassing experience and it’s one of a kind for sure. The growth I’ve been able to see in myself both personally and professionally since starting has been amazing.”
Q: What opportunities and challenges define the fellowship experience, and how does it shape future leaders?
Children’s Mercy provides fellows with exceptional exposure to both frontline care and the executive suite. Dave describes, “It’s an all-encompassing experience…from our front lines to time with the C-Suite level executives. I can understand why fellowships are competitive to get because it is a great experience.”
Rotational structure: Fellows engage with various departments, including clinical, operations, and community impact.
Mentorship: Direct preceptors from hospital leadership; executive sponsorship by the COO.
Project-based learning: Opportunities to contribute to strategic initiatives, community health programs, and DEI efforts.
Professional development: Participation in panels, networking, and alumni engagement.
Dave’s advice for incoming fellows? “Sell your transferable skills. Even going into the application and interviews, I didn’t have that much hands-on experience compared to maybe some other applicants. Being able to talk about my soft skills—emotional intelligence, communication—was huge.”
He also emphasizes the program’s collaborative culture: “Having preceptors that have been at the organization for quite some time and understand the politics of it…that’s made the program more valuable.”
Q: How does Kansas City compare to larger metros for young professionals?
Kansas City has been a pleasant surprise for Dave. “It’s a great city for young professionals right now—I feel like it’s growing a lot. Two back-to-back Super Bowls, hosting the World Cup here soon… I think I’ve really adjusted well to Kansas City.”
Compared to Chicago, the smaller size of Kansas City allows for greater professional impact and community visibility. “The impact that I’m able to make can be seen a little bit further as you think about that just size. It’s a nice mix between a large city like Chicago and a college town like Columbia.”
Why this matters: For many early-career healthcare professionals, location influences not just lifestyle but also career growth, network development, and opportunities to drive change. Kansas City’s blend of big-city opportunity and community feel is a strong selling point.
Q: What community health initiatives set Children’s Mercy apart?
Children’s Mercy is deeply invested in community impact, which is a core focus of the administrative fellowship. “Children’s Mercy is definitely a gem in the community,” Dave explains. The hospital’s projects go well beyond clinical care:
Social workers and mental health professionals in schools: “A lot of the work they’re doing, like putting social workers in schools and partnering with school districts to put mental healthcare professionals there as well—to just start to be proactive—is really important right now with the youth, because it is a mental health crisis.”
Illuminate Plan: An innovative strategic plan addressing mental health and youth development.
National collaborative efforts: Children’s Mercy participates in the School-Friendly Health System initiative, partnering with other children’s hospitals and leading external needs assessments.
Dave also mentions ongoing work to address historic inequities: “The redlining was something that was pretty serious out here as the city was being developed, so we’re looking more into that and learning… and being inclusive in the research that we do at the Children’s Mercy Research Institute.”
Q: How does the environment at a children’s hospital differ from general hospitals?
Dave’s first experience at a children’s hospital was both eye-opening and inspiring. “Even when I came for a site visit, it was just like eye opening being inside of the children’s hospital and just feeling the energy in there—it’s completely different.” He highlights how the unique needs and innocence of pediatric patients infuse a sense of mission and connection throughout the organization.
“They’re not choosing to be there; they didn’t do this to themselves. So really just helping defend their potential and help them grow into the amazing people they’re meant to be… the energy from the employees has been great.”
He also participated in rotations with the child life team, experiencing firsthand the difference in environment and culture. “People are a lot more connected to their work and really care about what they have going on, whether that’s our frontline staff or our C-Suite.” This atmosphere has convinced Dave that pediatrics is where he wants to build his career.
Q: How can emerging leaders succeed in fellowships and early-career roles?
Dave’s advice is refreshingly honest and grounded in experience:
Leverage soft skills: “Selling my transferable skills was huge… emotional intelligence, communication skills—sometimes we undermine those things, but they’re extremely important.”
Be genuine: “Just be genuine and be yourself. That’ll take you really far.”
Build your network: Dave credits mentors and supportive networks for much of his growth. “If you’re able to show that to people, they’re more than willing to give you a helping hand.”
Stay open to learning: Even as an introvert, Dave leaned into networking and new opportunities, including sitting on fellowship panels to help future applicants.
He underscores the importance of choosing a program that fits your values: “You’re getting interviewed during the job interview, but you’re also interviewing the leaders that you’ll be working with and the people in that organization to see if you’re going to be a good fit because you want to be happy where you are.”
Q: What career growth and representation opportunities exist within the fellowship?
The Children’s Mercy fellowship is designed for growth and inclusivity:
Direct mentorship from experienced leaders: “My direct preceptor is one of our VPs, and our COO is our executive sponsor for the program.”
Robust feedback and personal support: “They’ve just been extremely supportive and I can’t thank them enough on just how they’ve pushed me to continue to grow.”
Commitment to diversity: Dave is the first African-American male fellow in the program’s 30-year history. “I feel like that’s just another one of those pieces of saying, okay, let’s break into the field. It’s important that we value everybody and we show that by the decisions we make as an organization.”
Retention is high—many fellows stay on in full-time roles, creating a virtuous cycle of leadership development and community impact.
Q: What are Dave’s aspirations after the fellowship?
With a few months left, Dave has his sights set on community impact roles within the organization. “One area that really sticks out to me is the Office of Community Impact… I see myself prospering there, engaging with stakeholders, utilizing my skills, and really helping push the organization in the right direction with the partnerships we form.”
He’s also giving back—mentoring others, serving as a “Big” in Big Brothers Big Sisters, and sitting on their young professionals board. “Just getting involved in that manner and opening doors for other people as well.”
