Craig Sims

SVP Hospital Operations

Craig Sims serves as Senior Vice President of Hospital Operations for CHC. With over 30 years of experience, Craig brings an extensive knowledge of hospital operations, physician practice management and healthcare strategy to the CHC team.

Prior to joining CHC, Craig was the Regional Vice President for Quorum Health Resources (QHR) in Dallas, Texas, where he was responsible for oversight and client management of 12 facilities in Oklahoma, Kansas, Missouri, Wyoming and Washington. Craig also previously worked with Med300, serving as Senior Vice President of Physician Services.

Craig spent more than 20 years within the Tenet Healthcare Corporation. Over the course of his tenure with Tenet, he worked as the Director of Regional Strategy and Operations for the Tenet Texas Gulf Coast Region; Vice President of Physician Strategies for the Tenet Healthcare Corporation; and President and Chief Executive Officer for the Tenet Healthcare and Metrocrest Hospital Authority Alliance, a multi-campus, three-hospital system.

Earlier in his career, Craig was named to Modern Healthcare’s Up & Comers in the year 2000. His board leadership roles have included serving as Chairman of the Board for the Dallas/Fort Worth Hospital Council as well as the Health Industry Council, and as a member of the Texas Hospital Association’s Board. Craig holds a Bachelor of Business Administration from Baylor University and a Master of Health Administration from Trinity University. He completed his residency at Parkland Memorial Hospital in Dallas, and is also a fellow in the American College of Healthcare Executives.


Building Successful Hospital-Board Relationships

Community-based hospitals put the “care” in healthcare, and meaningful hospital-Board partnerships based on trust and mutual goals drive this mission. Board members make important decisions to serve the community , and help develop strategies to ensure the hospital’s long-term sustainability.

Here are some best practice tips for positive, productive Board-CEO relationships.

Develop a Trustee recruitment and retention process. Recruiting and retaining Trustees is too important to be left up to chance. In fact, “retention” begins in the recruitment phase and never ends. Initial orientation for new Board members should...



Darlene Buckholt, Executive Assistant
Teresa Cook, Executive Assistant
Anne Hobbs, Receptionist/Office Assistant