In Southern Arizona, Tucson, Ariz.-based TMC Health is betting on speed, strategy and deep community roots to thrive in a competitive market with larger regional and national health systems looking to grow.
For Bradley Hipp, vice president and CFO of Tucson Medical Center, the edge isn’t just in capital or scale — it’s in culture. While national players including Banner Health and Tenet Healthcare are dominant market players with sprawling networks and big budgets, TMC Health leans into its independence, making nimble moves and staying rooted in the community it’s served for more than 80 years.
Mr. Hipp joined TMC Health as vice president and CFO in October, overseeing financial operations for Tucson Medical Center, TMC-Rincon, TMCOne, Northern Cochise Community Hospital and Benson Hospital. He previously served as CFO for Banner University Medicine Tucson and vice president of finance for Loyola Medicine in Maywood, Ill.
Independent — and intentionally different
“One thing I came to realize early in my career — in my first job right out of college — was just how important the connection is between a hospital and its community. That job was at Edward Hospital in Naperville, Illinois,” Mr. Hipp told Becker’s.
“What struck me was the loyalty that exists between a city and its hospital — and vice versa. I used to drive by TMC twice a day and would think, ‘You know what, I want to get back to that,’” he said. “Tucson is a great community, and I think that’s really the secret sauce.”
Mr. Hipp argues that people are incredibly loyal to those that provide a great product or service, treat them well, meet them where they are and go the extra mile.
“Customer service really matters, and that’s something we do incredibly well here,” he said. “Having worked for several health systems, I know that kind of culture — that loyalty — you can’t buy it or manufacture it. You either have it or you don’t. And I believe that’s what continues to boost TMC’s position in the market.”
Moving faster, growing smarter
A key differentiator for TMC, according to Mr. Hipp, is the agility that comes with being an independent system.
“One of our big differentiators is the fact that we’re an independent system. That gives us the ability to move more nimbly than a large organization,” he said. “When I was at Banner, getting a project moving could take a year or more — even just to get in front of the right people. At TMC, you’re at the table with the decision-makers. Things move faster. We can act quickly and efficiently when opportunities arise.”
That nimbleness is informing the system’s current focus areas: expanding its physician group, TMC One; targeting high-growth ZIP codes across Tucson; and optimizing service lines such as oncology, neurology, cardiac and women’s services.
“There are still areas that are underpenetrated, and we see real opportunity there,” Mr. Hipp said. “Tucson is not only growing — with people moving here from California and other places — but it’s also aging. That combination presents a strong case for strategic expansion.”
At the same time, the TMC is refining its service mix.
“With the pressures we’re facing, we need to deepen our specialization in those [core] areas to grow referrals and maintain financial strength,” he said. “That means concentrating investment in these core, profitable service lines, while also rationalizing or selectively investing in low-volume, high-cost services — so we can continue funding the care our community truly needs and relies on us for.”
Investing in the future
Although Mr. Hipp has only been with TMC Health for eight months, he says he has never felt more energized about the road ahead — despite external challenges outside the system’s control.
“Our goal is to be the leader in this region, and we’ve already taken pivotal steps, such as acquiring Arizona Oncology,” he said. “We’re at a pivotal moment where we have both smart financial and operational leadership in place. That allows us to expand access, improve outcomes, and build a healthier, more sustainable community.”
TMC Health is looking at the future through three main lenses:
1. Unlocking growth through strategic expansion. “We’re shifting care closer to patients, building out oncology services with TMC Health Oncology, pursuing ASC partnerships, and enhancing referral optimization across Southern Arizona,” Mr. Hipp said. “That includes digital front doors and access improvements. Growth like this helps preserve margin and expand market share — all without requiring heavy capital investment.”
2. Using data and AI to drive margin improvement. Hospital financial leaders have partnered with a vendor to implement AI-driven automation for prior authorizations — a key step in streamlining workflows and reducing administrative burdens. “This shift from reactive to proactive is key — and it applies to payer performance, denial trends and reducing clinical variation,” Mr. Hipp said.
3. Reimagining the workforce. “Labor remains a challenge, but we see it as an innovation opportunity. Flexible schedules, virtual nursing and remote work in areas like finance and revenue cycle are helping us redesign how we operate. We’re also investing in career development,” Mr. Hipp said. One recent example is the health system rolling out an enterprise-wide Healthcare Financial Management Association subscription so any employee can join, pursue certifications and grow professionally at their own pace.
“I truly believe the systems that rethink workforce strategy — and invest in their people — will be the ones that lead, both culturally and financially,” he added.
At a time when many community hospitals are merging or being absorbed by larger systems, Mr. Hipp believes TMC’s independence and deep local roots are what set it apart.
“We’ve earned the trust of this community — we don’t take that for granted,” he said. “We wake up every day thankful for it, and we use it. It’s not just about volume — it’s about building a system that’s scalable, efficient and aligned with the future of healthcare delivery in Southern Arizona.”
