Patrick Garvey

Jones Graduate School of Business, Rice University

Age: 50

“Dedicated physician leader and lifelong learner pioneering cancer care through strategic vision and collaborative innovation.”

Hometown: Houston, Texas

Family Members: Mary Elizabeth (18-year-old daughter), William (17-year-old son), Charlie (14-year-old son)

Fun fact about yourself: I played high school football in New Orleans against Peyton Manning.

Undergraduate School and Degree:

A., The University of Texas at Austin Plan II Honors Program
D., Louisiana State University School of Medicine in New Orleans
Residency in General Surgery, Mayo Clinic Graduate School of Medicine
Residency in Plastic Surgery, The University of Virginia Health System
Fellowship in Microvascular Reconstructive Surgery, The University of Texas MD Anderson Cancer Center

Where are you currently working? The University of Texas MD Anderson Cancer Center, Professor of Plastic Surgery

Extracurricular Activities, Community Work and Leadership Roles:

Edward Zollinger Merit Scholarship, The University of Texas at Austin (1996)
Honors Program, Louisiana State University Health Science Center (1997–2001)
Excellence in Teaching Award, Mayo Clinic College of Medicine (2003)
Scientist reviewer, U.S. Department of Defense Congressionally Directed Medical Research Programs (2013–present)
President, Houston Society of Plastic Surgeons (2014–2015)
Chair, Visiting Professors Committee, Plastic Surgery Foundation (2014–2017)
Chair, Research Development Committee, Plastic Surgery Foundation (2015–2017)
Program chair, American Society for Reconstructive Microsurgery 2017 Annual Meeting
Clinical instructor, Baylor College of Medicine (2018–Present)
Residency program director, Department of Plastic Surgery, MD Anderson Cancer Center (2015–2024)
Graduate, MD Anderson Faculty Leadership Academy (2015)
Graduate, American Society of Plastic Surgeons Essentials of Leadership Program (2015)
Super Doctors Texas (2015–2024)
Top 1% for communication in CG-CAHPS ambulatory care (2018)
Faculty supervisor, Advanced Practice Providers, Department of Plastic Surgery, MD Anderson Cancer Center (2021–2024)
Subject matter expert, AO Foundation Innovation Task Force (2021–2025)
Judge, MedTech Innovator Pitch Competitions (2023–Present)
Co-president, Rice Business Golf Club (2024–2025)
Co-treasurer, Rice Business Class of 2025 (2023–2025)

Which academic or extracurricular achievement are you most proud of during business school? I’m most proud of the high-functioning, collaborative study team that I was part of, Team I. Although we were initially assigned to work together during our first year in the MBA program, the bond we built was so strong that we voluntarily continued working together throughout the second year as well. We fostered a culture of accountability, mutual respect and honest feedback. We weren’t just effective; we were intentional about how we showed up for one another. Every teammate was committed to the group’s success, receptive to constructive input, and willing to take responsibility when we missed the mark. That shared integrity made a demanding program not only manageable but truly fulfilling.

What achievement are you most proud of in your professional career? I’m most proud of the care I’ve provided to my patients and the mentorship I’ve offered to my colleagues, fellows and residents. After 17 years at MD Anderson, I’ve had the privilege of participating in the care of thousands of cancer patients — always as part of a deeply collaborative team that includes co-faculty, microvascular surgery fellows, residents, physician assistants, and colleagues across oncology and surgical disciplines. I’m honored to have made a meaningful impact in a profession that is, at its core, about helping people through some of the most difficult moments of their lives. Contributing to patient care while mentoring the next generation of surgeons has been the most fulfilling and enduring achievement of my career.

Who was your favorite MBA professor? My favorite professor was marketing professor Vikas Mittal, who taught the class Strategy With Science and Customer Focus. I found Professor Mittal’s core message — focus your energy on the few things that truly impact customer satisfaction and profitability — both powerful and practical. He doesn’t teach theory in a vacuum; rather, he teaches how to build strategy with scientific rigor, using tools like regression analysis to prioritize what matters most. He is a maverick who challenges conventional thinking and encourages his students to do the same. His class fundamentally reshaped how I think about strategy, focus, and leadership.

That said, all the professors at Rice Business are truly world-class. As a professor myself, who regularly teaches and speaks at conferences, I was often impressed by how captivating and effective they were in the classroom. Their ability to convey complex ideas with clarity and impact was truly inspiring.

Why did you choose this school’s executive MBA program? I chose the Rice Executive MBA program because it is one of the best in the country and conveniently located within walking distance of my home. I was drawn to Rice’s in-person format, which fosters deeper connections and collaboration — something I greatly value. I also knew many colleagues at MD Anderson and throughout the Texas Medical Center whose careers accelerated after completing the Rice EMBA. They served as real-life evidence of the program’s value beyond just the MBA title. Word of mouth confirmed what I had already sensed: Rice is a rigorous school that would challenge me and push me toward my full potential. I also appreciated Rice Business’ smaller class size and the strength of its alumni network, especially in Houston and within the healthcare and medical innovation space. Rice Business graduates are proud of their experience, and earning a degree from Rice carries lasting weight and significance.

What is the biggest lesson you gained during your MBA and how did you apply it at work? The most impactful lesson I learned came early in the program during a leadership course led by Professor Brent Smith, with many others echoing it throughout the Rice EMBA: High-performing teams avoid silos, and the most effective leaders actively prevent the formation of in-groups and out-groups.

I have always valued collaboration, but this course made it clear that team underperformance is often not a talent problem — it’s an engagement problem. The best managers don’t blame disengaged or underperforming employees. Instead, they ask a better question: Why haven’t I been able to engage this person? More often than not, the answer lies in unconscious bias or discomfort with someone who doesn’t resemble us in some way. The solution is what business theorist Edgar Schein describes as “humble inquiry” — intentionally asking questions without presuppositions and genuinely trying to understand another person’s perspective, motivations and goals.

I’ve applied this lesson directly in my role at MD Anderson. I’ve seen firsthand how even small changes in engagement – such as creating space for input, acknowledging quiet contributions, and examining assumptions – can enhance team dynamics, bolster psychological safety and ultimately improve patient care. This mindset has also transformed how I think about leadership development. Instead of attempting to “fix” individuals who aren’t meeting expectations, I concentrate on first asking what my part is as a manager, whom I am not engaging with and why, and what more I can do to create a team culture that engages all team members — especially those who might otherwise be overlooked.

Give us a story during your time as an executive MBA on how you were able to juggle work, family and education? Juggling work, family and education during the executive MBA has been one of the most challenging — but most rewarding — experiences of my life. From the very start, I made it a priority to set realistic expectations with both my employer and my family regarding the time and attention the Rice EMBA program would demand. Yet, despite those discussions, nothing could fully prepare me for the learning curve I encountered — not only in the classroom, but also in how I organized my life.

When I was last in school, everything was done on paper — books, notes, exams. The transition to a digital-first learning environment was a steep one. I had never used platforms like Canvas or Teams, and collaborating on cloud-based documents was new to me. Out of necessity, I adapted quickly. I taught myself to work more efficiently using tools like my iPad, cloud storage, Microsoft Teams, Quizlet, Speechify, RedShelf, and other apps that helped me manage my workload more effectively.

Learning to leverage technology wasn’t just about staying afloat — it allowed me to create space. It was space to stay present with my family, remain deeply engaged in patient care, and contribute meaningfully to my MBA teams. The process reminded me that leadership isn’t solely about time management — it’s about adaptability, setting expectations and discovering smarter ways to accomplish tasks.

What advice would you give to a student looking to enter an executive MBA program?

1) Ensure you have a clear and realistic expectation of the time commitment. An executive MBA is demanding — not just during class weekends, but throughout the week. Between class time, team meetings, independent reading and assignments, you should plan to dedicate at least 20 hours a week to the program.

2) Establish those expectations early — with your employer, family, friends and yourself. This transparency will make it easier to maintain support and balance throughout the journey.

3) Additionally, prioritize your study team. Your team can be one of the most crucial success factors in the program. Make it a habit to meet at least weekly, come prepared and on time, and communicate openly and frequently. The relationships you build in this environment will not only support you academically — they’ll become one of the most valuable aspects of your MBA experience.

What was your biggest regret in business school? During my first year, I made the mistake of trying to attend an international conference in Milan, Italy, during the final exam period of the spring semester. I thought I could manage both — take the exam from my hotel room and still participate in the conference. What I didn’t anticipate was how challenging the Managerial Accounting final would be. I spent the entire transatlantic flight and most of my time in Milan holed up in my hotel room studying and taking the exam. Afterward, I spent the rest of the trip and even the return flight reading for the next course that would start immediately upon my return. I didn’t enjoy the conference, and I didn’t see any of Milan beyond the hotel walls.

That experience taught me a hard yet valuable lesson: During an executive MBA, time is your most limited and precious resource. I learned to say “no” to speaking invitations or conference travel that conflicted with class weekends or exam periods. There will always be conferences after graduation — but the MBA lasts only two years. Staying fully engaged in the program needed to be my priority.

Which MBA classmate do you most admire? I deeply admire Dr. Shawn Tittle, who serves as the senior vice president and system chief quality officer at Houston Methodist Hospital. Throughout our two-year MBA journey, Shawn has been not only a supportive classmate but also a trusted mentor. His career path mirrors mine in many ways — he trained in general surgery before sub-specializing in cardiothoracic surgery, just as I did before pursuing plastic and reconstructive surgery.

What makes Shawn exceptional is his ability to seamlessly bridge the worlds of clinical medicine and executive leadership. Despite managing a high-stakes role at one of the nation’s top hospital systems (in addition to the demands of family, friendships and a rigorous MBA program), he always made time to offer career advice and support whenever I reached out.

He exemplifies the type of academic surgeon and healthcare leader I aspire to be — someone who leads with competence, compassion and humility. I honestly wish the question allowed for more than one person because the experience, knowledge and emotional intelligence of all of my classmates were among the greatest assets of my Rice EMBA experience.

What was the main reason you chose an executive MBA program over part-time or online alternatives? Choosing an MBA format involves trade-offs. As a physician, I realized there is never really a “perfect” time to pursue an MBA, but I have always been interested in business and knew the time had come to make it a priority. If I had pursued an MBA earlier in my career, I might have opted for a hybrid or online program for flexibility. However, in my late forties, the value proposition changed.

At this stage of my career, I was able to carve out more time from my professional responsibilities, and my teenage children had become more independent. This opened the door for me to fully commit to an in-person experience, which I believed would offer more meaningful opportunities to connect with executive-level classmates. The interpersonal connection — learning from and alongside other accomplished professionals — was one of the chief reasons I chose the Rice Executive MBA program. I didn’t believe an online or hybrid option would provide the same level of engagement, depth of conversation or sense of community.

In-person programs naturally demand greater time and financial investment, which I have fully considered. That’s also why I applied solely to Rice — it’s a top-tier program located within walking distance of my home, making the in-person commitment both accessible and worthwhile.

How did you finance your EMBA and what did you do to make tuition and associated costs more affordable? With three kids in Houston private schools and soon heading to college, paying for the Rice EMBA out of pocket wasn’t a realistic option for me. Instead, I took out a student loan through SoFi and began repaying it immediately. This approach allowed me to continue saving for my children’s college tuition, while also investing in my own professional development.

Financing four college or graduate degrees within a single family necessitates careful planning and prioritization. Fortunately, there are attractive student loan options available today that offer reasonable interest rates, making this type of investment manageable. Rice’s tuition is a significant financial commitment, but I saw it as a smart long-term investment — far more valuable than financing a luxury car, which is what many of my plastic surgery peers might do at this stage of life. For me, the return on education, leadership development and career growth outweighed the cost.

What is your ultimate long-term professional goal? My ultimate goal is to transition into an executive leadership role focused on finance, operations and strategy within a major hospital system like MD Anderson. U.S. healthcare is entering a particularly challenging decade — especially on the financial front. To sustain the mission of delivering high-quality patient care, hospitals will need to find innovative ways to improve operational efficiency and optimize reimbursement in an increasingly resource-constrained environment.

I want to bring together my two decades of experience as a surgeon and physician leader with the strategic, financial and operational training I received at Rice Business to help solve some of these complex challenges. Ideally, I hope to continue engaging in surgical patient care at some level. I love being a surgeon, and I find great personal fulfillment in it. My ideal role would enable me to combine direct patient impact with institution-wide strategic leadership.

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