London·Q&A

Meet the hospital CEO recruited to run the London Health Science Centre

David Musyj, Windsor Regional Hospital's president, has  temporarily taken the helm at London Health Sciences Centre. Musyj started in the role as acting CEO this past Thursday and spoke to Afternoo Drive Host Matt Allen.

The role is temporary while CEO Jackie Schleifer Taylor's leave of absence continues

David Musyj, CEO of Windsor Regional Hospital, took on the role of acting CEO at the London Health Sciences Centre on May 23, 2024.
David Musyj, CEO of Windsor Regional Hospital, took on the role of acting CEO at the London Health Sciences Centre on May 23, 2024. (Dan Taekema/CBC News)

Big changes have come to London and Windsor hospitals. David Musyj, Windsor Regional Hospital's president, has  temporarily taken the helm at London Health Sciences Centre. Musyj started in the role as acting CEO this past Thursday.

Here's his conversation with CBC Afternoon Drive Host Matt Allen. The interview has been edited for clarity and brevity. 


Matt Allen: What do you anticipate heading into this new job?

David Musyj: I was asked by the London Health Sciences Centre Board of Directors and the Windsor Regional Hospital Board of Directors to come in and provide some stability, and hopefully I can add to the already existing strength of London Health Sciences Centre as we move through the upcoming days and months.

MA: So we're one hundred per cent clear, you were recruited or did you apply for it?

DM: No, I definitely didn't apply for it. I was called and I was asked if I was interested in doing this. And you've got to take a step back Matt. We're only as strong as the system as a whole, and London Health Sciences Centre plays such a critical role in the healthcare system of not only Ontario, but all of Canada. I needed to do this out of respect for the system and trying to help out the system. And I'm honoured I was asked.

MA: Why is it that your expertise is needed at LHSC right now?

DM: Well I guess, there's only a handful of us. I'm one of the longest serving president-CEOs of a hospital in Ontario right now. So hopefully I can provide that stability and provide that leadership, the background with respect to going through turbulent times. Trust me, I've had them through my 17 years as a CEO.

I've worked with the people at the London Health Science Centre and I know they're very strong. And if I can be part of that team and help be a  part of leading that team, and we can continue advancing the strength of London Health Sciences Centre, then I'm all for it.

The London Health Sciences Centre's Victoria Hospital and Children's Hospital in London, Ont.
The London Health Sciences Centre's Victoria Hospital and Children's Hospital in London, Ont. (Dave Chidley/CBC)

MA: How do you plan to balance this new role with the responsibilities that you will continue to have in Windsor? 

DM: So replacing me in Windsor is my current Chief Operating Officer, Chief Nursing Executive, Karen Riddell. She's been in the healthcare system as long as I have been. She has extensive background, and there is a very strong bench strength at Windsor Regional. What I am staying involved with is the new hospital construction

MA: As you arrive here in London, what's your plan for meeting and consulting with staff at LHSC to learn their concerns and issues?

DM: Yeah, I'm definitely not coming in with some script or some pre-written agenda. There's always speculation that somehow, you know, the government gave me a script. No one gave me a script. They asked me to come in as acting president and CEO. So before I even technically start officially tomorrow, I've been here for a couple days and I'm already setting up meetings.

The first part is to listen. And I'm going to be setting up over 100 meetings with internal and external stakeholders. And I'm going to be asking them five questions. They're pretty simple questions, but they're thought provoking questions. They're as follows:

  • 1. What's London Health Sciences Centre doing well? 
  • 2 What aren't they doing so well?
  • 3. What should LHSC start doing?
  • 4. What should it stop doing?
  • 5. Any general advice for me?

I find in my history as president and CEO, getting those answers from a broad range of stakeholders, frontline staff, unionized staff, unionized leaders, bringing it together and sharing it back, it gives you a good idea of what's going on in an organization. And it helps me work with the individuals to try to solve some of the problems that they've identified, or enhance the strengths that are identified as well.