Schuyler Hospital Leadership
President / Chief Financial Officer
Schuyler Hospital has played a role in Rebecca Gould’s life since she was born there in 1978, worked summer jobs at the hospital when she attended Watkins Glen High School, and started her career there as a data entry clerk in 2000. Today, she’s President and Chief Financial Officer of the hospital.
With its 421 employees who care for about 69,000 independent patient’s visits to the hospital each year, she manages the largest employer in Schuyler County. She is also a member of the Senior Leadership Team of the Cayuga Health System that includes Schuyler Hospital and the Cayuga Medical Center and is an ex officio member of Cayuga Health System’s Board of Directors.
Becky, as she is known in the hospital, has deep roots in her community. Her family has been in Beaver Dams for three generations. She lives about 6 miles from Schuyler Hospital with her husband, Robby, and sons, Brandon Gould and Tyler Hall in the house her grandfather purchased. She takes to heart important life lessons her parents taught her: Always be 10 minutes early. Ask for more work to do when you’ve finished your own work. Try new things.
She followed the advice through summer jobs on the hospital’s switchboard, billing, and human relations departments to her full-time jobs in accounts payable and payroll, and later as the finance supervisor. Along the way, Tracy Gates, who was the hospital’s chief financial officer and now Vice President and Chief Operating Officer of Cayuga Health System and Cayuga Medical Center, encouraged Becky to take college courses. She earned a bachelor’s degree in accounting and a master’s degree in business management from SUNY Empire State College.
Becky credits her college studies and the mentoring she received from Tracy Gates and her successor CFO, Amy Castle, for helping her to become Schuyler Hospital’s chief financial officer in 2017.
“Tracy helped me develop my people skills, to be self-aware, to see things from other people’s perspectives, and to be open to input from others,” Becky says. “She taught me to see the big picture, and how everyone at the hospital has an important role in caring for our patients.”
Becky says she still follows Tracy’s practice of sending thank-you notes to employees for excellent work and using staff meeting to recognize staff achievements.
Expertise in managing the hospital’s finances and strategic planning were among the top take-aways Becky says she learned from Amy Castle, who left the hospital in 2017 to become the business controller at Corning Inc.
“She helped me with problem-solving, I learned to analyze situations and determine what the best move might be for Schuyler Hospital, its employees, and the community,” Becky says.
Jim Watson, who retired in early 2020 as the hospital’s top executive, was another leader whose openness to the community and hospital staff influenced Becky.
“His authenticity was inspiring. He had reached his goal of doing a job he loved and loved the people he worked with. He was a humble man and an excellent role model,” Becky says.
Nimble management skills, versatility, and genuine concern for others are among the key qualities needed to lead Schuyler Hospital, one of 18 New York critical access hospitals that have fewer than 25 in-patient beds. Common challenges for these small, rural hospitals are recruiting new practitioners, continually reinventing efficiency, and staying abreast of regulations and reimbursement rules, Becky says.
“Schuyler Hospital employees wear many hats and have a keen understanding of the hospital and the community. Small hospital staffs have to be lean and efficient in offering patient care,” Becky says. “Our affiliation with Cayuga Medical Center in 2014 allowed us to add a range of specialty services including cardiology, ear, nose and throat care, gastroenterology, general surgery, gynecology, orthopedics, oncology, and wound care that could not have been sustained by Schuyler Hospital alone.”
That same collaboration effort that has helped Schuyler Hospital grow is a key part of the hospital’s community involvement with schools, county public health and economic development. Becky is on the board of the Schuyler County Partnership for Economic Development, its treasurer and finance committee chair. The group’s projects include the Downtown Watkins Glen Redevelopment Initiative that received a $10 million state economic development grant in 2017, the Schuyler County Business Park, wine and arts trail tourism development and the Montour Falls Business Campus on the site of the former Shepard Niles facility.
When relaxing Becky enjoys being outdoors in the Finger Lakes where she hikes and cycles with her family, dining in local restaurants, and taking an occasional family vacation to the beach at Ocean City, Md.
Executive Director, Clinical and Nursing Operations
With over 25 years of nursing practice at Schuyler Hospital, Deb remains incredibly proud of the knowledgeable, caring and compassionate nurses she is honored to work with.
Executive Director, Community / Public Relations
With over 20 years of marketing and public relations experience, Michelle enjoys doing her part to help others and give back to the community by working at Schuyler Hospital.
Dr. Michael Eisman
Medical Director, Seneca View Skilled Nursing Facility
Retired from his medical practice, Dr. Eisman is well-respected and brings his breadth of knowledge and even temperament to his role as Medical Director for Seneca View Skilled Nursing Facility.
Dr. David Evelyn
Director, Medical Staff
VP of Medical Affairs, Cayuga Health
Executive Director, Outpatient and Support Services
Matt has 20+ years of management experience in hospital and health system, with expertise in physician practice management, business development and hospital operations and a passion for improving community access to high quality healthcare services.
Executive Director, Long-Term Care Services
Nursing Home Administrator
Patrick brings more than 25 years of experience in long term care with a combination of financial management and operations, focusing support on the residents, and those who care for them.