Ask a Communications Executive: Tracey Schroeder of Inova Health System

For the latest edition of our Ask a Communications Executive series, we had a great conversation with Tracey Schroeder, the Chief Communications & External Affairs Officer of Inova Health System, a leading not-for-profit healthcare system. Her emphasis on purpose-driven work, integrated strategy, and intellectual curiosity stood out.

How did your career journey bring you to leading Communications and Marketing at Inova, one of the most-recognized health systems in the Mid-Atlantic?

I spent more than 20 years working in both agency and in-house roles, primarily with large, well-known corporate brands. At one point, I told my husband that I wanted to find work where I felt I was truly making an impact and leaving a meaningful mark. Not long after that conversation, a recruiter reached out to me about the position at Inova. I was initially hesitant, since I had limited healthcare experience, but they explained they were specifically looking for someone with fresh ideas from outside the industry, so I decided to explore it further. What really drew me to this role was the chance to do work that directly impacts people’s lives. I joined Inova in the middle of the pandemic, which was an incredibly challenging and unique time. We were all learning how to navigate, communicate, and respond in real time, while also finding ways to reach and support patients.

The role also allowed me to bring all my experience-digital, social, marketing, and communications-together under one roof. I had spent years working across these disciplines, but this was the first time I could lead them in a fully integrated way. Breaking down those silos and building aligned strategies were a major part of what made the opportunity so exciting.

Your responsibility covers all areas of communications and marketing. How do these areas intersect in your work?

I believe these areas really belong together. When I started at Inova, my remit covered marketing and communications. Over time, we added public affairs to my team, and later, physician relations as well. It’s a smart structure because all of these functions together support a growth mindset for the organization. As a marketer, I focus on growing brand loyalty, driving preference, increasing brand awareness, and generating conversions. My job is to ensure that all of our activities ladder back to growth.

From a communications perspective, the focus is on strengthening our reputation and driving consideration, which is also about growth. And with public affairs, the priority is making sure our community members and local leaders understand what we stand for, how we lead in compassionate, world-class care, and how our work as a community-focused nonprofit contributes to a thriving region. All of these areas are connected by one goal: ensuring we continue to deliver for our patients and our community.

How has your team adapted to the shifting landscape, particularly when it comes to healthcare policy?

One of the most important things is staying informed without overreacting. Healthcare has always been a central part of policy conversations, and it likely always will be. It’s essential to remain thoughtful and grounded while adapting to whatever changes come our way. At Inova, we always come back to our north star: doing what’s right for our patients and our team members. That’s the lens we apply to every decision, whether it involves communications, operations, or responding to policy changes. We monitor the policy environment closely and adjust as needed, but because we’re clear on our mission, external shifts inform, as opposed to dictate, how we operate. When we stay aligned with our purpose, our decisions remain centered on delivering the best possible care.

And it can get noisy, especially around high-profile or hot-button issues. But we make a conscious effort not to be reactionary. Instead, we stay focused on the people we serve: our team members and our patients. For example, we regularly hold town halls and open forums where team members can ask questions of our most senior leaders and share how they’re feeling. With over 25,000 team members, we know there won’t be perfect alignment on every issue or strategy. But what unites us is our shared commitment to caring for our patients and for each other.

Turning to your team, what’s the one skill you want everyone on your team to have?

I have a few! But if I had to pick just one for the broader team, it would be intellectual curiosity. I want people to interrogate things, not just accept them at face value. Ask why. Why are we doing it this way? Why is this process still in place? I want that mindset on my team. We can’t drive innovation if we’re not asking questions or challenging assumptions. Often, we discover that the way we’ve always done things isn’t the most effective anymore. Curiosity leads to optimization and progress.

What’s your go-to interview question when you’re hiring?

I like to ask, “Tell me about a time you had an idea that others thought was a little out there and how you convinced them to go with it.” Their answer gives me insight into their creativity, influence, and confidence.

What are you streaming, podcasting, or reading right now?

I really liked The Perfect Couple, and I’ve been hearing so much buzz about The White Lotus, so I’ve started that. I’m in the second season, so no spoilers please!

If you weren’t doing what you do now, what would be your dream job?

I absolutely love Broadway. If my dream job also comes with innate talent, then I’d be a performer. If not, I’d love to be part of a production – working on a show or helping to market it.