A Global Conversation with Gregory E. Deavens

Gregory E. Deavens is the former President and CEO of Independence Health Group and the 2025 recipient of the Globy Award for Corporate Leadership from the Global Philadelphia Association. With a career that spans public accounting, financial leadership, and healthcare, he has become a widely respected voice on organizational stewardship, health equity, and community engagement. His work reflects a deep commitment to the long-term vitality of Philadelphia and to the people and institutions that shape the region.

Across his tenure, Deavens has championed collaboration—among global partners, across sectors, and within local neighborhoods—as the key to unlocking economic mobility, innovation, and better health outcomes. His perspective blends global experience with a grounded understanding of Philadelphia’s assets, challenges, and extraordinary potential. The following conversation explores the path that led him to leadership, the opportunities he sees for Philadelphia, and the priorities he plans to champion in the next chapter of his life and career.

You’ve worked across finance, accounting, and eventually healthcare leadership, which is where you’ve landed today. When you look back, can you talk about some of the key moments or decisions that really set you on the path to becoming the CEO of Independence Health Group?

Gregory E. Deavens: Yes, first of all, I appreciate the recognition and the opportunity to speak with you today. As I think about my career, starting in public accounting was foundational. It exposed me to several types of businesses, industries, operating models, and organizational structures. It’s a terrific way to learn about business.

During my time at Price Waterhouse (now PricewaterhouseCoopers), I had the chance to work in another country—I lived and worked in London, England for a couple of years. That experience broadened my perspective and made me even more inquisitive about business and strategy. I think that inquisitiveness and curiosity — along with business acumen, global perspective, operational focus, and the ability to collaborate across a company and work effectively with boards—contributed to my having the opportunity to assume the role of president and CEO here at Independence. All those skills were critically important.

What originally brought you to Philadelphia, especially after spending time in other major cities around the world? What made you decide to build a foundation here, both personally and professionally?

GD: I came to Philadelphia in 2017 to take on the role of Chief Financial Officer at Independence. I was excited because I had spent time here earlier in my career, once while working on an acquisition opportunity at GE Capital, and later when I worked at CIGNA heading up investor relations. At that time, I didn’t live here full-time; I commuted while my family stayed in Connecticut, but I developed a great fondness for the city.

When the opportunity at Independence came up, it was appealing to think about working and living in Philadelphia. I’ve always been more of a big-city person, and since we were empty nesters, living in the city was a real option. It’s a vibrant place—walkable, full of history, close to landmarks like the Liberty Bell, Independence Hall, and the National Constitution Center, plus great sports venues and an amazing restaurant scene. It has been a wonderful experience, and I’ve grown to love the city for its people, amenities and neighborhood feel.

You’ve spoken about Philadelphia as a place with untapped potential. Could you elaborate on that and some of the opportunities that could strengthen the city and help it continue to grow?

GD: Absolutely. The more I have learned about the city, its neighborhoods, and its economic landscape, the more it became clear that Philadelphia has tremendous untapped potential. We have an opportunity to increase upward economic mobility by getting more people into apprenticeship programs and ultimately into good-paying jobs. There are opportunities to grow new businesses, both domestic and global, whether they relocate, start or expand here.

Our transportation assets are strong: a bustling airport, regional ports, strategic placement on the East Coast between New York and D.C., relative affordability versus other markets, and proximity to major interstate highways. Then there is our network of colleges and universities that attract people from all over the world—we have the potential to retain more of that talent and build the workforce of the future.

Entrepreneurship is another area with significant opportunity. Students can take ideas developed in college and turn them into viable businesses that create regional jobs. And looking ahead to 2026—with NCAA tournament games, the PGA Championship, FIFA World Cup matches, and the nation’s 250th anniversary—it will be an incredible year for this region. We will have the eyes of the world on us, and if we do things right, we can create lasting economic mobility for the people who live here.

How has Philadelphia itself influenced your leadership style?

GD: My leadership style is grounded in transparency, a commitment to diversity, a genuine interest in people and talent development, and an appreciation for the importance of civic engagement. Companies with a meaningful presence in a community have an obligation to help that community thrive.

Philadelphia has been welcoming to me and my family, and people here value having different voices and perspectives at the table. Some of the work we have done around health equity and economic equity has implications beyond this city, across the country and even globally. Our approach to collaborating with health systems and educational institutions on care delivery and clinician training is something that can be exported anywhere in the world. My international experiences have reinforced that insight.

You have worked internationally in the UK, Canada, Mexico, France, Germany, Austria, Japan, Hong Kong, and South Korea. Did any specific interactions abroad change the way you approached your work or the way Independence approaches its work?

GD: Yes. One example is from the UK. My wife and I were newlyweds when we moved to London, and our first child was born there. The experience of having a baby there was quite different from the U.S. While I preferred the U.S. delivery experience, the prenatal and postpartum care in the UK was much better. Given issues in the U.S. around maternal mortality and morbidity, there is a lot we can learn from countries that do it better.

In the U.S., our government tends to regulate the funding side of healthcare and hopes that will influence care delivery. In countries with national health systems—while I am not necessarily advocating for that—there’s often better alignment between funding and care delivery. That consistency can drive better outcomes and enhance relative affordability.

Those experiences reinforced the importance of collaboration across the healthcare ecosystem. The government may not push it, but we can foster it ourselves. Working with major health systems on care delivery, technology, efficiency, and equity has been central to our approach. My international experience heavily influenced that thinking.

You’re also active in Philadelphia’s arts and cultural institutions. How does engaging with the arts—something very different from the business world—shape your approach to corporate responsibility?

GD: I have always believed businesses must help ensure that the communities where they operate are great places to live, work, and play. Supporting arts institutions is one way to do that.

Before Philadelphia, I was involved in arts organizations in Connecticut, and I’ve continued that here, serving on the boards of the Barnes Foundation and the African American Museum in Philadelphia. I often say I take away more from those experiences than I give. For example, the African American Museum currently has an outstanding exhibition—Ruth Carter: Afrofuturism in Costume Design. She’s an icon and a national treasure.

The Barnes is home to works by Matisse, Picasso, Van Gogh, Modigliani, and others, displayed uniquely alongside African art and decorative objects—just as Albert Barnes originally arranged them. It’s unlike any other museum. I also love the annual Barnes Art Ball.

Through Independence, we’ve partnered with the Franklin Institute, the Please Touch Museum, and others. Greater Philadelphia has an amazing collection of arts institutions that enrich the city and region’s vibrancy.

As the leader of a major health organization, much of your work isn’t visible to the public. What is something behind the scenes that plays a big role in your impact on the community, patients, or the city?

GD: A few things. First, our focus on quality and safety. We have clinicians who thoroughly review research and clinical trials to ensure that any procedures or medications we cover are safe for our members. People don’t often think about that work.
Second, our efforts around health equity. Within the healthcare ecosystem, many organizations know about it, but the broader public may not fully appreciate the inequities that exist or what we’re doing to address them.

Healthcare in the U.S. is expensive—coverage is expensive, and out-of-pocket costs can be high. There’s variability in care delivery, and market choice adds to cost. We work every day with health systems and providers to try to maintain affordability. There is a lot more to do, but it’s a critical part of our mission.

Third, people sometimes overlook the impact of healthcare on local and national economies. In Philadelphia, the largest employers are healthcare organizations. We’re middle of the pack, but major health systems employ 30,000 to 40,000 people each. Healthcare workers are essential to the ecosystem and to the economy. We saw that clearly during the pandemic.

As you prepare to step down from your position and enter a new chapter, what global or local issues are you excited to keep championing—even without the title behind your name?

GD: I will continue to focus on healthcare and making it better for everyone. Good health and long, productive lives are universal goals. I am exploring board opportunities and other roles that will allow me to stay involved.

The U.S. plays a significant role in global healthcare—through research, drug development, and technological innovation—and it is great to see those capabilities expanding globally. I want to support organizations bringing novel solutions and ideas to market, making healthcare more convenient, effective, and affordable.

More recently, in the last nine to 12 months, I have developed a strong interest in artificial intelligence. I’ve been reading, learning, and talking to people active in the field. I serve on the board of a private-equity-owned company with a portfolio focused on enterprise software and technology, and they’re pushing their companies to integrate AI to improve solutions and organizational effectiveness.

As I consider future opportunities, I want to think about how AI can drive business growth, support economic mobility, particularly in underrepresented communities, and help level the playing field. I am eager to continue contributing to that work.