As an Executive Director at Cedars-Sinai Medical Center and a proud 2015 graduate of the USC Price Executive Master of Health Administration (EMHA) program, Pravina Sukhu Mason, credits the program with helping strengthen her understanding of healthcare policy and innovation while deepening her commitment to improving the patient experience across health systems.
Q: Where do you work and what is your title?
A: I currently serve as the Executive Director of the Patient Access Contact Center at Cedars-Sinai Medical Center. I lead a system-wide operation that serves as the front door for how patients connect with care. Our team manages access across hospital systems, specialty departments, and clinics, ensuring every patient experiences seamless, equitable, and timely care—from their first phone call or digital interaction through their appointment.
In my role, I drive strategic, operational, and technological transformation across the health system. This includes implementing enterprise-wide initiatives such as Genesis Cloud CX, a new telephone platform that centralizes calls, improves reporting, reduces wait times, and lays the foundation for AI-enabled healthcare innovation. I also lead access strategy development—aligning workflows, staffing models, and technology to advance organizational growth, equity, and patient experience goals.
Beyond operations, I’m passionate about building people and culture. I mentor leaders and frontline teams to deliver care with empathy and consistency, while partnering with physicians and executives to co-design solutions that balance clinical priorities with operational excellence.
Q: What did you do prior to starting your degree?
A: Before beginning the EMHA, I spent more than 15 years in healthcare operations at Kaiser Permanente, where I held multiple leadership roles across clinic, surgical, and specialty operations. Those years gave me a deep appreciation for both the complexity of healthcare systems and the humanity of patient care.
I led daily operations for several specialty departments and managed the launch of a new specialty medical office building in Glendale—collaborating across IT, planning, and construction to ensure the facility was patient-ready. Earlier in my career, I directed a pre-admission center and surgery scheduling for more than 1,600 monthly surgical cases across 30 operating rooms.
My work to improve access was recognized in 2011 when I received Kaiser LAMC’s Access Award, an honor that reflected my focus on removing barriers, improving systems, and ensuring patients received the care they needed most.
Q: What motivated you to pursue the EMHA program?
A: Healthcare was entering a period of rapid transformation, and I realized that operational experience alone wasn’t enough to lead in this new environment. I wanted to strengthen my foundation in strategy, finance, leadership, and healthcare policy to make a broader impact across systems.
My motivation was also deeply personal. I lost my mother to colon cancer in 1998, and that experience taught me how deeply access—or lack of it—affects patients and families. That loss became part of my “why,” driving my urgency to make healthcare more equitable, compassionate, and responsive. Professionally, I saw firsthand how access barriers and resource limitations created challenges for both patients and providers.
The Executive MHA at USC offered exactly what I needed: a blend of academic rigor, practical application, and executive perspective. It helped me bridge operational experience with strategic leadership and positioned me to expand access at a system level—honoring both my professional mission and my personal “why.”
Q: Why did you choose USC’s EMHA Online specifically? Did it align with your goal of improving the patient experience?
A: USC stood out immediately for its excellence in leadership education and its connection between healthcare policy and practice. I needed a program that didn’t just teach theory but challenged me to apply what I was learning to real-world healthcare challenges. The EMHA program struck that balance perfectly—academic rigor, executive focus, and immediate real-world application.
Each course pushed me to think differently about strategy, finance, operations, and leadership, and to apply those lessons directly to my work in access and patient experience. The program’s online design allowed me to learn while continuing to lead, transforming not just how I thought, but how I showed up as a leader.
Q: What were your healthcare policy and leadership goals going into the program?
A: My goal was to expand from managing departments to influencing healthcare policy and strategy at the system level. I had seen the challenges of access and equity firsthand, and I wanted to lead transformational work that reshaped how care is delivered.
I aspired to move into executive leadership—building cultures of excellence and designing solutions that benefit entire health systems, not just one clinic or department. The EMHA program gave me the tools and confidence to do just that, aligning my “why” with my leadership practice. Ultimately, it taught me that leadership in healthcare means removing barriers for patients, empowering teams, and creating access models that work for everyone.
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Find Out MoreQ: Was it important for you to pursue a program based in California, and was LA specifically appealing to you for any reason?
A: Yes, absolutely. California is at the forefront of healthcare innovation and policy, and I wanted to learn within that dynamic ecosystem. [As a state], it often sets the pace for the rest of the country. Decisions made here ripple across the national landscape—from access initiatives to technology adoption. Being part of a program based in this environment meant I could learn from faculty and peers who were actively shaping the future of healthcare, rather than just studying it.
Los Angeles is one of the most diverse and dynamic healthcare markets in the country and reflects the complexity of health systems nationwide. Being part of a program rooted here meant I was learning in an environment where innovation, diversity, and policy intersect daily. The setting made the program feel real, relevant, and future-focused.
And of course, the Trojan Network was a major factor—USC’s sense of family and shared purpose continues to be one of the most valuable parts of my experience.
Q: What was your academic experience with the online modality and in-person residencies?
A: The online format was highly effective and flexible. As a working executive and mother, it allowed me to manage my professional and personal responsibilities without compromise. The coursework fostered discipline, collaboration, and the ability to apply lessons in real time to my work.
The residencies were invaluable—they turned classmates into lifelong colleagues and mentors. Walking the USC campus and engaging with faculty reminded me that I was joining a legacy of leaders committed to improving patient experience and shaping health systems that truly serve people.
Q: How did you balance the program with your personal and professional life?
A: At the time, I was raising three children—including twins and a newborn—and completed the program while pregnant with my fourth. It required discipline and resilience, but the sense of purpose kept me going. The EMHA program was designed for working executives, and seeing my classmates balance similar demands was inspiring. I learned that balance isn’t about perfection—it’s about priorities, grace, and perseverance.
Q: What skill from the program has helped you meet your goal of improving the patient experience?
A: The EMHA program taught me how to connect data to strategy and strategy to outcomes. Courses in finance, operations, and quality improvement helped me redesign workflows, measure ROI, and advocate for initiatives that improve patient experience. Most importantly, it reinforced that data must serve people—it’s not about dashboards, but about using healthcare innovation to remove barriers and build systems that work for patients, providers, and staff.
Q: How did the EMHA program make you a better healthcare leader?
A: The EMHA program sharpened my ability to see healthcare from a system-level perspective. It taught me to anticipate the ripple effects of policy, technology, and operational decisions. More than anything, it helped me lead with authenticity, purpose, and a commitment to equity. Today, whether I’m expanding access, implementing innovation, or mentoring leaders, I carry those lessons forward in every decision I make.
Learn more about the USC Price Executive Master of Health Administration (EMHA).
