Meghan Joyce, chief operations officer at Oscar Health
Education: Joyce has a bachelor’s degree in history from Harvard College and a master’s in business administration from the Harvard Business School.
About her: As a tech-enabled health insurance startup launched in 2012, Oscar Health’s origins were built around disrupting traditional players.
But after major growth spurts — including after Joyce led the team through the company’s most successful open enrollment to-date — Oscar is moving into a new phase of growth aimed at long-term sustainability. Oscar now has more than 420,000 members. Heading into 2020, the company reported revenue of $2.2 billion, a 78% compound annual growth rate since 2017.
Earlier this year, Oscar announced plans to expand into 19 new markets and four new states in 2021, bringing the health plan's geographic footprint to 19 states and 47 markets, pending regulatory approvals. It also marks the fourth straight year that Oscar has unveiled plans to expand. Oscar also unveiled its new $0 Virtual Primary Care, which will offer a slew of digital and in-home services to its individual and family plan members in 10 markets, including Houston, Miami, New York City and Los Angeles, at no cost.
“For the past nine months, I’ve led a cross-functional Oscar team in getting virtual primary care off the ground, from concept, to pilot program, to something that will be readily available in four states come January 2021," Joyce said. "This could not have come at a more important time, while our country is facing a pandemic and recession, and our members more than ever before need access to affordable, high-quality healthcare.”
Prior to Oscar, she served in several roles at Uber, most recently as regional general manager, where she oversaw business outcomes and rider and driver experience in cities across the U.S. and Canada. While at Uber, she built a team from five to more than 700 employees, overseeing operations, marketing, strategy and customer support teams.
Before Uber, Joyce served as a senior policy advisor for the U.S. Department of the Treasury, an investor for Bain Capital and a consultant for Bain & Company. She serves on the board of the Boston Beer Company.
Her first job: Delivering newspapers at the age of 12. Every job since then, from babysitting to odd jobs throughout college, she has taken immense joy in learning and serving others.
Accomplishment she’s most proud of: “While at Uber, I’m proud of the work we did to expand access to affordable rides and flexible income to millions of people around the country. It was particularly exciting to see an uptake in low income neighborhoods and transportation deserts and hearing the stories from riders and drivers about their ability to get around their community or generate income in easier ways than ever before.”
Problem she’s most passionate about trying to solve: “Nobody should have to worry about accessing healthcare while they are also trying to make it work during really challenging times. I am committed to finding solutions that address this problem.”
Book she’d recommend to other healthcare leaders: Joyce says Katherine Graham’s Personal History is a book for any leader, as Graham “was so far ahead of her time. Her story is one of remarkable courage and leadership.”
Advice she’d give her younger self: “Never hesitate to make an unpopular decision that is consistent with your values. Decisions made with integrity will ultimately be your greatest source of strength and confidence.”
What her career would be if it wasn’t this: Joyce said her motivation comes from leading transformative, hyper-growth, mission-driven organizations. Seeing as Oscar and Uber fit this description, there’s no place she’d rather be.
Advice she would you offer to healthcare leaders seeking to make a real impact on systemic problems of racism: “For the sake of our team, our members, and our communities, we must root out racism—consistently, persistently and unwaveringly.” It is the duty of healthcare workers to educate themselves about systemic oppression and violence against all minority groups, and how it affects members, patients, clinicians and approach to care. Joyce recommends building wildly diverse teams in order to accelerate the ability to address these complex issues.
“If you want to build a healthcare system for all, then you need to bring in the right representation that will match the communities that you want to serve. That will inevitably develop an unbreakable trust and the best quality of healthcare for all. Investing in these areas will make our communities healthier and stronger for generations to come.”