In Profile: ARAMARK President Remembers His BMET Roots
Brian Poplin joined ARAMARK Healthcare
Technologies in 1994 as a biomedical equipment
technician (BMET). He quickly climbed the corporate
ladder, becoming president of ARAMARK
Healthcare Technologies—the largest independent
service organization in the country. In this issue of
AAMI News, Poplin gives advice on how BMETs
can advance in their careers, and describes how
being a BMET shapes his leadership style.
How did you climb the ladder at ARAMARK to become the president?
I joined the organization right out of the Air Force, where I was a BMET.
I think what helped me was my willingness to take on new challenges. I was prepared for any opportunity, and when one presented itself, I didn’t pass it up.
What tips do you have for BMETs who want to move up the corporate ladder?
My advice would be two-fold. The first is over-invest in your education, whether it is technical, business, or scientific education. Preparing yourself from an educational standpoint is something no one can take away from you.
The second piece is a willingness to try new things. For example, as a BMET, I sought out imaging service training to expand my technical skill and potential for advancement. The willingness to embrace new expectations is critical for folks who want to advance.
How does being a BMET influence your leadership style and strategy for ARAMARK?
My ability to troubleshoot has helped a great deal. I can look at complex situations and break them down, much like you troubleshoot a piece of equipment. The ability to take those steps helps as you move into a senior position.
As far as my strategy, having come up through the business I understand the challenges that our technical staff faces day in and day out. This helps me make sure the staff has the tools and resources to help hospitals use technology effectively.
What’s been the most significant change in the healthcare technology management profession since your first entered it?
I would say the shift from tactical equipment repair and preventive maintenance to systems thinking. This includes thinking about how medical devices and healthcare systems work together.
What’s the biggest change or challenge that you see on the horizon?
The health care industry is in a tremendous time of change. I think a part of that really centers on our people. We have to train and develop our technical teams for a different skill set than just fixing equipment. That is one of our biggest challenges.
 |
|
| Brian Poplin runs during a 2009 race in Kingsport, TN. He has competed in 10 marathons. |
How is ARAMARK addressing the integration of medical technologies and networks?
We have been focusing on this for several years. We led the industry in our relationships with hospital chief information officers, and have multiple publications on the integration of medical and information technologies. We are addressing it head on, and I think it is a big part of the future of the profession.
There’s been a long-standing debate about service/support and service manuals between manufacturers and hospital departments. How do you see the question of service and support playing out over the long haul?
The healthcare environment is going to be forced to improve
quality and reduce costs, and the real opportunity for hospital-based
service staff is to help lower costs. Any time that resources
are not made available to those teams, it contributes to the rapidly
increasing cost of healthcare.
AAMI News: November 2012, Vol. 47, No. 11