WellSpan Health

Benjamin Lego is a healthcare‑focused risk‑management and governance leader with a clinical background as a registered nurse. He currently serves as Senior Director of Risk Management at WellSpan Health, where he oversees risk, clinical safety, compliance, and continuity programs to strengthen organizational resilience and patient safety.

For magazine Healthcare Business Review, he shared invaluable insights on how proactive, collaborative risk leadership aligns patient safety with operational efficiency while fostering a culture of trust and resilience.

As Senior Director of Risk Management at WellSpan Health, what has most shaped your approach to risk leadership?

What has most shaped my approach is seeing firsthand how risk decisions ripple across patients, caregivers, and the organization as a whole. Early in my career, I learned that effective risk management isn’t just about preventing loss, it’s about enabling safe, high-quality care. Being embedded in clinical, legal, and operational conversations has reinforced that strong risk leadership requires collaboration, transparency, and a clear understanding of frontline realities. I focus on being proactive rather than reactive, anticipating risks before they escalate and helping leaders make informed decisions that align with our mission.

How do you balance patient safety with operational efficiency?

I view patient safety and operational efficiency as complementary, not competing priorities. When processes are well-designed, consistently executed, and informed by data, they improve both safety and efficiency. My role is to help teams assess risk through a systems lens, identifying where variation, workarounds, or resource constraints introduce vulnerability. By partnering closely with operations and clinical leaders, we can streamline workflows while maintaining strong controls that protect patients and staff. The goal is sustainable performance, not short-term fixes.

What trends are shaping risk management in healthcare today?

Several trends are significantly influencing healthcare risk management. Increased regulatory scrutiny and rising litigation costs continue to challenge organizations. We’re also seeing greater focus on enterprise risk management, cybersecurity, workforce safety, and behavioral health risks. Additionally, the growing use of data analytics and predictive tools is shifting risk management toward earlier identification and intervention. Finally, healthcare transformation, through mergers, value-based care, and digital health, requires risk leaders to be agile and forward-thinking.

How do you build a culture of risk awareness across teams?

Culture starts with trust and education. I believe risk awareness grows when leaders and staff understand why it matters and feel supported in speaking up. I prioritize clear communication, practical education, and visibility, being present with teams, listening to concerns, and responding consistently. Encouraging reporting without fear of blame, closing the loop on issues raised, and recognizing good risk decisions all contribute to a culture where risk management is seen as a shared responsibility rather than a compliance function.

What advice would you give to aspiring risk management leaders?

First, develop a strong understanding of healthcare operations—risk management doesn’t succeed in a silo. Second, build relationships early and often; influence is as important as technical expertise. Third, stay curious and adaptable as the healthcare landscape continues to evolve. Finally, never lose sight of the human side of risk management. At its core, this work is about protecting people, patients, caregivers, and communities, and that perspective should guide every decision.