A Former Senior Director’s Perspective on Professional Development and Leadership During Uncertain Times

Hugh Carey II, a former Senior Director with Alvarez & Marsal’s (A&M) Healthcare Industry Group (HIG) from 2011-2022, is currently President and CEO of ProSmile and Executive Chairman of SmartArches, a multispecialty dental service organization based in New Jersey.

In the following Q&A, Mr. Carey shares insights from his time at A&M, reflecting on the challenges faced during the COVID-19 pandemic and his transition to leadership roles at ProSmile and SmartArches. He discusses the importance of collaboration and positive thinking in navigating obstacles and fostering organizational growth. Drawing from personal encounters, Mr. Carey imparts wisdom for future generations, all while acknowledging the profound impact of his grandfather, former New York Governor Hugh Carey, whose enduring legacy continues to shape his journey.

You were with A&M from 2011 to 2022 in the Healthcare Industry Group (HIG). Can you share a notable memory you have of your time at A&M?

During the COVID-19 pandemic in 2020, a challenging period unfolded for everyone. As we advised numerous companies, including those in healthcare where people were grappling with serious health issues and financial struggles, the gravity of the situation was profound. A&M and my colleagues in the HIG group became pivotal guides for clients seeking direction in these uncertain times. I distinctly recall a poignant phone call with the CEO of a health systems company, where we discussed the pressing need to deliver under immense pressure. This included ensuring enough funds to cover bills while navigating the company's response to the pandemic and the reality that people's lives were at stake.

The Value of Mentorship for Personal and Professional Development

Did you have any mentors during your tenure at A&M?

Bill Roberti, Martin McGahan and Joe Berardino each played pivotal roles in my professional development. Bill guided me into consulting, and Martin imparted invaluable lessons on working under pressure and the importance of restraint in communication. At the same time, Joe provided valuable insights into achieving a harmonious balance between life and work commitments.

What were your top three takeaways after working at A&M?

1. Having the courage to do what's right involves recognizing tough decisions, accepting the consequences and understanding that it's part of the process.
2. Seeking reinforcements means being open to asking for help when necessary, a step often overlooked.
3. Prioritizing people means choosing to work with individuals you enjoy collaborating with and creating a supportive and enjoyable environment.

How did your experience at A&M shape your approach to leadership and management at ProSmile?

It shaped everything for me, providing the tools, skills and experience necessary for the challenges I've encountered. My leadership style emphasizes collaboration, drawing on the team's ideas and expertise to make informed decisions collectively and lead by example. A key lesson from my time at A&M is that respect is earned through leadership.Top of Form

Best Practices for Fostering Collaboration, Talent Retention and Organizational Growth.

In your opinion, what makes a great CEO?

I learned from John Suckow that the greatness of a leader, whether a Managing Director, CEO or anyone else, is not solely defined by personal achievements but by the accomplishments of those they lead. This lesson in humility has stayed with me, highlighting the vital role of employees in one's success. Whether it's offering upward mobility from receptionist to hygienist or advancing from office manager to regional vice president, fostering growth opportunities is key. Ultimately, a great CEO's legacy is reflected in the trajectory of their employees within and beyond their organization.

How does it feel to carry the name of someone with a significant impact on your family and in politics/public service?

It's a tremendous honor to fill the large shoes left by my grandfather, Hugh Carey. His legacy, including having the Brooklyn Battery Tunnel renamed after him, serves as a source of immense pride. His teachings emphasized action over words, urging us not to overthink and to keep things simple. He instilled in me the value of listening and learning, even from a young age, as I accompanied him to important events and meetings. Despite his humility, he was a charismatic figure who cared deeply about everyone he encountered. His belief in simplicity, faith and family has profoundly influenced both my personal and professional life.

One of the most significant lessons I learned was encapsulated in his campaign slogan: "Before they tell you what they're going to do, have them show you what they've done." It's a philosophy I've always adhered to—getting things done without unnecessary chatter.

Another crucial lesson was not to overthink, both in business and in life. Overthinking can hinder progress. It's not about not thinking at all, but about not dwelling excessively— keeping it simple often leads to positive outcomes. This mindset has guided me through both work and life.

Governor Carey was known for handling NYC's economic crisis in the 1970s. How do you see his approach reflected in your problem-solving skills?

He believed that by surrounding yourself with individuals smarter than yourself and fostering collaboration within the team, you could accomplish anything. This is a principle I learned both from my grandfather and during my time at A&M.

What words of advice would you share with the next generation?

Stay curious, have fun and say yes.

Is there anything we didn’t ask that you would like to share?

I'm grateful to A&M, especially Bryan Marsal and Tony Alvarez, for shaping me into who I am today. Looking back on my time at A&M fills me with fondness, and I'm thankful for the opportunities it provided. My journey to where I am today is a testament to the impact of A&M, and I am truly grateful.