Leadership Spotlight: Ken Hofgesang
Welcome to RELI Group’s Leadership Spotlight series! In this series, we’ll delve into the background, passions and philosophies of some of Team RELI’s best and brightest minds. Each post includes the same five questions, offering a comprehensive glimpse into the folks that make RELI great.
In today’s Leadership Spotlight, get to know Ken Hofgesang, RELI Group’s Vice President of Health. Ken brings more than 20 years of experience in account and project management, business development, and executive leadership, focused on cost control, new operation setup, automated solutions, and innovative technology infusion. Prior to joining RELI Group, Ken served as the Vice President of the Health and Human Services account at Science Applications International Corporation (SAIC). His career at SAIC began in 2004 as a Software Application Engineer and progressed through several program manager, senior program manager and director roles. Prior to his time at SAIC, Ken served as a Software and Business Developer for VillageWorks Communications.
Can you share a pivotal moment in your career that influenced your path in public sector contracting?
Eight years ago, I was involved in a multi-billion-dollar IT contract for the Defense Health Agency with significant impact on Medical Treatment Facility function and Healthcare delivery to the warfighter. Despite indications that it was all but a sure thing, we lost the contract when another contractor underbid us significantly. This crushing experience was pivotal for me, as it made me realize the importance of validating information from multiple sources and asking hard questions of both my team and myself. This moment gave me a renewed purpose and driving focus, emphasizing the need to truly understand and visualize the mission.
What drives your passion for working in government contracting?
My passion for government contracting is driven by the mission, particularly in the health-related space. The work across the Agencies of the Department of Health & Human Services (HHS) and the services it provides to the American public is something I deeply value. With personal connections to the mission and research advances provided by the National Cancer Institute and the National Heart Lung and Blood Institute, I am committed to working in the public health space. I believe that as contractors, we have the ability to drive change and be nimble. I like to envision how our programs impact relatives, friends and neighbors. The potential for impactful change and the vital work of HHS continue to fuel my passion.
How do you approach leadership and team-building?
I believe in servant leadership, leading by example and setting the tone. I value teams where everyone brings unique aspects to the table. By having an open mind and incorporating the attributes of each team member, I strive to foster a strong team bond. This approach, developed through years of mentorship, provides the grounds for a cohesive team that can rely on each other to accomplish hard tasks. My leadership style is grounded in being down in the trenches with my team rather than directing from afar.
What innovations or trends in the public sector excite you the most?
One area that I am particularly excited about is the idea of a true universal electronic health record (EHR). I love the idea of an EHR that can be with each citizen from cradle to grave, improving healthcare delivery and offering significant cost savings and error reduction. With the data and systems already in place in the military, I believe that standardizing and establishing centralized repositories on the civilian side will enable providers to have a full picture of a patient’s medical history, leading to more informed diagnosis and treatment. This innovation has the potential to revolutionize healthcare delivery while creating significant cost savings.
Can you discuss a project or initiative you’re particularly proud of?
One project I am particularly proud of is a software development project that I was part of at the National Institute of Mental Health. Our team was tasked with developing a system for a multi-step review process to assess how a Principal Investigator’s research was progressing. We delivered this system over 12 months. When completed, NIMH Leadership had a tool that provided a gauge for return on investment and could conduct and coordinate the annual reviews of principal investigators and the research their labs conducted. Up to that point, there had not been a system that conducted or recorded reviews of a principal investigator’s work.
