Amber Jordan
Chief Executive Officer @Desert Sage Health Centers
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WORK HISTORY
Chief Executive Officer @Desert Sage Health Centers
Mountain Home, ID, US
Serve as an imperfect but people-focused leader who solicits constructive feedback, disagreement, ideas from team members in all positions, and recommendations for how to lead a more effective team and organization. Other responsibilities include:• Provide overall strategic, operational, and financial leadership for Desert Sage Health Centers, a rural Federally Qualified Health Center serving Elmore and Owyhee counties.• Oversee all clinical and administrative departments to ensure high-quality medical, dental, and behavioral health services that align with the organization’s mission of removing geographic, economic, and cultural barriers to care.• Guide senior leaders in strengthening systems, developing staff, and building a culture grounded in accountability, belonging, teamwork, respect, and continuous improvement.• Ensure compliance with federal and state regulations, supports effective Board governance, and maintains strong performance across all HRSA program requirements.• Lead long-range planning efforts, financial stewardship, and enterprise-wide performance improvement initiatives.• Cultivate community and statewide partnerships, represents the organization with key stakeholders, and advocates for rural healthcare needs.• Drive organizational strategy to maintain stability, encourage innovation, and prepare the health center for future challenges.• Bring a practical, people-centered leadership style that balances high expectations with support, data-driven decision-making with real-world constraints, and long-term vision with the day-to-day realities of operating a rural FQHC.
EDUCATION
University of Alaska Fairbanks
Bachelor of Arts (BA), Journalism - Publishing/Multi-media
Colorado State University Global
M.S., Organizational Leadership, Healthcare Administration
SKILLS
ABOUT AMBER JORDAN
Rural healthcare stands to gain the most from technology—but only if rural healthcare is part of the conversation from the start. Too often, new tools are designed for well-resourced systems and later adapted for rural settings, where the constraints are entirely different. Limited staffing, tighter margins, and little capacity for implementation mean that even promising solutions can create more burden than benefit. I lead a rural Federally Qualified Health Center where these decisions are not theoretical—they impact real teams, workflows, and patient care every day. I believe technology, especially AI, has real potential to extend the healthcare workforce in rural communities. But only if it does what it’s meant to do:Help people do their best work. Not ask them to do more of it. I’m particularly interested in bringing rural healthcare realities into how technology is designed and evaluated, so these solutions work where they’re needed most. That requires a different lens. One that asks: Does this reduce the load quickly? Can it work within the team we already have? Will it hold up in a resource-constrained environment? My work sits at the intersection of rural healthcare operations, workforce sustainability, and the practical application of technology in real-world care settings. I’m focused on how we design, evaluate, and implement solutions that support the people delivering care, without turning them into an afterthought.
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