By Ed Finkel

Posted: March 22, 2012 - 12:01 am ET

When Alyson Pitman Giles became president and CEO of CMC Healthcare System in Manchester, N.H., 13 years ago, she inherited an organization losing $6 million a year.

It offered only an emergency room, one medical-surgical unit and an open-heart surgery program. No significant capital or programmatic improvements had been made in about seven years, and staff morale had deteriorated along with the physical plant.

As she stepped down from her post in early 2012, CMC—with flagship 233-bed Catholic Medical Center—had grown from about 600 to 2,100 employees, more than quadrupled in size from 166,000 to 706,000 total square feet, quintupled in gross revenue from $15 million to $75 million, earned the designation as one of the top cardiac-care hospitals in the country according to HealthGrades, added a cancer center from Dartmouth College and added a special-care nursery in which families could stay with their babies.

To