04/28/2026
This month, AlignMed Partners is proud to spotlight another one of our newest members of the management team—meet Jackie S., our Area Clinical Practice Manager for New Jersey! After joining AlignMed in 2020, Jackie gravitated towards leadership, transitioning first into a local leadership role, and now recently into a regional one. We are so proud to have Jackie on our team, and we can’t wait to see how she continues to grow as a clinician and leader.
Keep reading to learn more about Jackie’s background, journey, and approach to her role at AlignMed Partners.
How did your nursing background prepare you for your NP career?
“My background in Oncology and med surge helped prepare me for my NP care by creating a strong foundation in areas such as instinct, clinical judgement and emotional availability. I was able to become comfortable in complex situations which allowed me to focus on caring for my patients.”
Can you walk us through your journey to becoming an Area Clinical Practice Manager?
“I started at AlignMed Partners focused on being a strong, reliable clinician—learning our workflows, supporting center leadership and staff, and becoming someone the team could count on. As I grew in the role, I was encouraged by my manager to take on more responsibility by becoming a clinical team lead. In this role I was able to continue to practice medicine while strengthening my leadership skills. The Area Practice Manager role became available and it felt right. Now I get to support multiple APP’s and help elevate consistency, efficiency, and clinical excellence across the region.”
What motivated you to become a Clinical Team Leader and then advance further as an Area Clinical Practice Manager?
“What motivated me to step into leadership, beside the encouragement of my manager Lisa and mentor Dr. Ginsberg, was realizing that I naturally gravitated toward supporting others—answering clinical questions, helping troubleshoot workflow issues, and being the person people came to when something needed to get done. As a Clinical Team Leader, I saw how much impact I could have when I helped a whole team function more smoothly, not just my own patient load. That experience made me want to take on a broader role. Moving into the Area Clinical Practice Manager position was driven by the same motivation: I wanted to influence systems, not just moments. I enjoy improving processes, supporting clinicians, and creating consistency across sites so teams can deliver high‑quality care without unnecessary friction. Leadership became the place where I could make the biggest difference.”
What does your role as Area Clinical Practice Manager involve day-to-day?
“In my role as the Area Clinical Practice Manager for New Jersey, my day‑to‑day work focuses on supporting our clinical teams so they can deliver consistent, high‑quality care and keeping a positive relationship with our partners. I spend a lot of time partnering with providers and staff to troubleshoot workflow issues, ensure compliance with clinical standards, and address any operational challenges that come up. A big part of my day is also coaching and developing clinical team members, supporting onboarding, and serving as the communication bridge between the centers and leadership. Overall, my role is about creating alignment, removing barriers, and making sure every provider has what they need to function efficiently and deliver excellent patient care.”
How do you balance leadership responsibilities with maintaining high-quality patient care?
“I balance leadership responsibilities with high‑quality patient care by staying closely connected to what’s happening in the centers while keeping a clear view of the bigger picture. I prioritize being accessible to the teams, because real‑time conversations often surface issues before they affect patient care. At the same time, I use data—quality metrics, documentation trends, center feedback—to guide where I focus my attention. When operational demands come up, I make sure decisions always tie back to how they impact the patient and the clinical team. Ultimately, my approach is to remove barriers, support staff, and create/support systems that allow high‑quality care to happen consistently.”
What’s your approach to onboarding and mentoring new providers, and how is it different between experienced providers and new graduates?
“My approach to onboarding and mentoring is to meet providers exactly where they are. For experienced providers, I focus on integration—helping them understand our workflows, expectations, and culture while giving them the autonomy they’re used to. For new graduates, the approach is much more structured and developmental. I build in more touchpoints, more clinical coaching, and more opportunities for real‑time feedback. I focus on building their confidence, reinforcing clinical reasoning, and helping them transition from the academic mindset to the pace and complexity of real‑world practice. Across both groups, my goal is the same: create a supportive, safe environment where they can ask questions, grow quickly, and feel set up for long‑term success. The difference is simply how much structure, autonomy, and hands‑on support each provider needs to thrive.”
How has your work in palliative care influenced your perspective as a provider and leader?
“Palliative care has had a profound influence on how I practice and how I lead. This started during my oncology days and has served me to present. It taught me to slow down, listen deeply, and understand what truly matters to patients and families—not just clinically, but personally. That perspective grounds my decision‑making and keeps me focused on aligning care with people’s goals and values. It also shaped my leadership style: I’m more intentional, more present, and more attuned to the emotional experience of both patients and staff. Palliative care reinforced that high‑quality care isn’t just about interventions—it’s about communication, clarity, and compassion. Those principles guide how I support teams, navigate change, and build a culture where people feel heard and supported.”
What is something we might not know about you?
“Outside of work, my world is really centered around my family and church—I have three kids, a grandson, and three dogs who keep life busy in the best way. I’m also someone who loves music and traveling, so I make a point to carve out time for experiences that recharge me. Having a full, joyful life outside of work helps me show up as a more grounded, patient, and present leader.”
