After four years in Scotland, Chevron Corp. executive Gary Luquette found himself back home in the United States, smack up against a Houston summer. Even though he’s a native of swampy Louisiana, the 52-year-old says he’d grown accustomed to jogging every day in the cool, fresh air of Aberdeen. In Space City, the heat, combined with a recent sports injury, a longer commute, and a ramped-up work schedule, conspired against Luquette. “It became a real problem for me to maintain my exercise program,” he says.
When he learned about the new Corporate Healthcare Clinic at St. Joseph Medical Center, then, Luquette was eager to check it out. The two-year-old program is the Houston hospital’s attempt to stay competitive with other facilities in the area — and the nation — that offer concierge-style health care services to top executives. These comprehensive physical exams generally run between five and eight hours, with a rigorous schedule of tests and workouts meticulously planned in advance. All a busy executive has to do is show up — there’s no waiting in crowded reception rooms, no flurry of phone calls, no sense of being rushed or ignored. “You’re literally taken by the hand, and you’re taken very good care of,” says Luquette, who credits the program with helping him regain control of his health.
The idea has been around in various forms since the 1980s. “Corporations have recognized for a while now that there are incredible demands placed on these employees,” says Dr. Lawrence Ellis, a founder and co-director of the Corporate Health Program at the University of Pittsburgh Medical Center (UPMC). “And they understand the importance of keeping them healthy.” Ellis’ facility conducts about 740 executive physicals and 100 or so preemployment physicals each year for companies such as H. J. Heinz and Alcoa Inc.
Many companies include annual visits — which can cost up to $3,000 and often are not covered by insurance — in their executive compensation packages. Research suggests it’s a worthwhile investment. A 2002 study by the University of Michigan Management Research Center found that executives who underwent such exams submitted 20 percent fewer health claims and lost 45 percent fewer workdays than executives who didn’t.
“Stress is probably the No. 1 problem we see. It can cause all kinds of issues that executives aren’t aware of,” says Michele Hunnicutt, manager of employee wellness services and corporate onsite services at the Methodist Hospital System, also in Houston. “These programs encourage them to give their health the priority it deserves.”
Luquette acknowledges that stress is a recurring challenge. “Because of the much bigger scope of this new position and my difficulties in continuing my exercise, I was concerned,” he says. “I wanted to get on top of the stress and stay on top of it.” As Chevron’s newly appointed president of North America exploration and production, Luquette was introduced to St. Joseph’s program when, during reorientation back at the company’s Americas headquarters, he met with an in-house medical director. Together, the two reviewed Luquette’s health history, identified his major triggers, and set up an examination schedule.
Now, every six months, Luquette has an appointment at the hospital. “Some life-changing habits have come out of the program,” he says. “And everything’s made that much easier for me, from the way I’m greeted at the door to the seamless handoffs, from blood work to treadmill work to whatever follow-ups I need. It’s orderly and friendly and inviting.”
That white-glove treatment is typical. At New York’s Mount Sinai Medical Center, personal “ambassadors” stick with patients throughout their visits. At Methodist, says Hunnicutt, “executive physicals are held in a first-class area that looks more like a hotel suite. Everyone gets a massage, lunch, and customized nutrition, exercise, and mental health counseling.”
If it all sounds like a spa — that’s the idea. Some programs, notably the one at Cleveland Clinic, even partner with spas. “There are instances when people need extra help in changing their behaviors, when the process needs to continue beyond the one-day experience,” says Dr. Richard Lang, vice chair of the hospital’s Wellness Institute and head of its executive health program. “We knew of Canyon Ranch’s excellent reputation and began talking with them a few years ago.” Lang says he often recommends spa stays of at least three days at Canyon Ranch’s resorts in Tucson, Ariz., and Lenox, Mass. “It’s been a great fit,” he adds.
Managing stress and keeping execs in fighting form may be the primary purposes of such programs, but there are others. “We’re also looking to pick up and cure unrecognized diseases and ailments to make sure the executive is able to continue his successful career path,” says UPMC’s Ellis. That’s especially important these days when, as he observes, “executives are younger and younger. Many of the people we see are still in their 40s.”
A typical round of procedures might include blood tests to check cholesterol levels and screen for diabetes, anemia, and thyroid, liver, and kidney disease; cardiopulmonary stress tests; electro- and echocardiograms; visual and hearing acuity tests; bone scans and X-rays; and gender-specific exams. Many programs also offer an international component that provides shots and dietary recommendations for executives who travel extensively, as well as arranging exams and treatment for ex-pats and visiting execs from overseas.
Before all that, though, comes perhaps the most precious component: a leisurely and thorough one-on-one physician consultation. “I always start out by asking why they’re here,” says Lang. “It might be because their company requires it, but it might be because a friend or colleague had a health issue and it raised their awareness, or they have a concern about a symptom. Finding out the core of why they’re here gives me a window on how I can help them going forward. We then spend an extensive period of time talking about their family history, their own health history, and their medications.”
If a problem is revealed during an examination, executives can rest easy knowing they have the hospital’s resources at the ready. “I really like the team approach,” says William Rowley, president of Mercury Plastics in Middlefield, Ohio, and a 25-year veteran of Cleveland Clinic’s program. “I get the best of the best,” he adds, “and it’s all in one place, at my fingertips. I know I’m building a history with a worldclass institution, and that they’re keeping track of how I’m doing.”
