For many early-careerists, the Administrative Fellowship is viewed as a one-to-two-year crash course in hospital operations.1 But for Jeffrey Butler, it was the launching pad for a 17-year ascent to the top of one of the nation’s premier health systems. Starting as an Administrative Fellow at UCLA Health in 2008, Jeff has navigated the complex landscape of academic medicine to become the Chief of Operations for the Community Clinic Network, where he now oversees more than 280 clinics, 5,500 employees, and a budget exceeding $1.5 billion.
In this episode, we sit down with Jeff—now a dedicated preceptor himself—to discuss the evolution of healthcare leadership. We move beyond the resume to explore the mindset required to thrive in such a high-stakes environment. As Jeff reveals, the secret to longevity and innovation in healthcare isn’t just about mastering spreadsheets; it’s about maintaining a spirit of “continuous discovery” both inside the boardroom and out in the vibrant city of Los Angeles.
A dynamic city acts as a “secondary classroom,” preventing burnout and fostering the cultural agility required to lead diverse patient populations.
When choosing a fellowship, applicants often weigh prestige against geography. Jeff’s career trajectory proves that at UCLA, you don’t have to choose. The sheer variety of Los Angeles has kept him engaged for nearly two decades, fueling a career that has spanned everything from Radiation Oncology to the massive expansion of the Primary Care Network. Jeff emphasizes that the diversity of the environment is a critical tool for resilience. Even after 17 years, the capacity for surprise remains high, which mirrors the ever-changing nature of healthcare operations.
Jeff notes, “My favorite thing is 17 years in, I am still discovering this city… It’s so interesting and so varied.” This sentiment is more than just appreciation for a city; it is the hallmark of a leader who refuses to stagnate.
Absolutely; leaders who actively explore their environment are more likely to pioneer innovative care models, such as retail clinics and integrated behavioral health services.
Jeff’s approach to his personal time—constantly seeking the unknown—directly correlates to his strategic successes. During his tenure, he has played a pivotal role in advancing innovative delivery models, including UCLA Health’s mall-based retail clinics and the expansion of mental health services through the Behavioral Health Associates program. These are not the ideas of a leader who stays inside the hospital walls:
When discussing his weekend plans, Jeff illustrates this enthusiasm for the unknown: “On Sunday night, I’m going this to this event at this museum with that I’ve never even heard of… I’m like, I, it’s amazing.”
For fellows, this is a crucial lesson. The transition from student to executive requires a willingness to venture into the unknown. Whether navigating a complex $1.5B budget or exploring a new neighborhood, the skill set is the same: curiosity, adaptability, and the confidence to say, “It’s so much to discover that you can never… fully know it, which I love about it.”
A mentor who has “walked the path” provides invaluable context, bridging the gap between theoretical coursework and the political realities of a massive academic health system.
Jeff is uniquely positioned to mentor because he was in the fellow’s seat in 2008. He understands the pressure of the role and the intricacies of navigating a career at UCLA Health. Host Vrushangi Shah, MHA, reflects on this connection, noting, “I know that this, um, this episode is very special to me… being that you’re my mentor.” A mentor with Jeff’s experience helps the fellow:
UCLA Health offers an unmatched combination of scale, prestige, and lifestyle, allowing fellows to train in a top-4 national health system without sacrificing personal well-being.
Candidates often fear that choosing a high-intensity fellowship means pausing their personal lives. Jeff argues that at UCLA, the environment supports the professional. The integration of a top-tier academic medical center within a world-class city creates a magnetic pull for top talent.
Jeff sums it up succinctly: “Absolutely LA and UCLA are the places to be.”
With a network that includes four hospitals and over 280 clinics, the operational playground for a fellow is vast.4 You might be working on a project for the Community Clinic Network one day and strategizing for Radiation Oncology the next. This scale, combined with the vibrant backdrop of Los Angeles, ensures that fellows are constantly growing, both as executives and as individuals.
Treat your curiosity as a professional asset. Jeff Butler didn’t become a Chief of Operations by doing the same thing every day. He embraced “continuous discovery.”
Next Step: In your current role or studies, identify one “museum you’ve never heard of”—metaphorically speaking. Is there a department, a technology, or a community partnership you know nothing about? Schedule a 30-minute coffee chat or site visit this week to learn about it. That habit of exploration is the seed of strategic innovation.
Want to reach healthcare executives and decision-makers? Join industry leaders like HealthMap Solutions on our podcast.
Become a GuestDiscover related content across the AJHCS ecosystem
Articles on the same topic in AJHCS
This article argues that today’s healthcare challenges—burnout, disparities, and AI integration—require a new kind of leadership that goes beyond traditional management. It proposes an integrated framework combining structured problem-solving (MAEM), modern competency-based education through micro-credentials (4Es), and character-driven leadership grounded in courage, discipline, justice, wisdom, and humility. The core message is that healthcare transformation is not just technical but systemic and ethical—requiring leaders who can redesign systems, guide responsible AI use, and intentionally improve health outcomes and equity.
ArticleThe article argues that AI’s real impact in healthcare depends less on the technology itself and more on how it is governed. Strong oversight, leadership understanding, and coordinated systems are essential to ensure AI improves outcomes rather than creates new risks.
