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• Finance

Strengthening Mission Through Financial Leadership

June 4, 2026

With more than 35 years of management and executive experience in accounting, treasury, taxes, mergers and acquisitions, and government regulation, Michael Kennedy, CPA, brings a deep and wide appreciation of the financial management needed to keep Wheeler Health focused on its mission. 

Now retired after a decade at Barnes Group, Kennedy said the local influence of Wheeler in the community attracted him to a volunteer role on our Board of Trustees. 

“When I first started at Barnes, I learned about Wheeler first as Tom [Barnes] would invite several of us to participate in your golf tournament. We viewed it as a great way to learn more about the organizations making a difference in our local communities. But as I learned more and more about Wheeler, I found that I had no idea how much you actually did.” 

That knowledge deepened over time, and Kennedy realized that he could devote time now in retirement to helping guide Wheeler by serving on the board.  

“You look at organizations like Wheeler doing the work in our local communities, and you just want to say, ‘How can I help, in any way?’” 

With his background in finance and accounting, he says that there’s definitely a learning curve ahead to fully understand strategic care issues, but without a solid base of finances, the organization cannot thrive.  

“I learned a long time ago that an outsider view can benefit any organization, offering insights into operations that only a different viewpoint can bring. And you learn so much yourself, in turn, about how operations really works, the ways finance and operations support each other, and more,” he says. “I’m looking forward to taking those learning points, and seeing how my experience can be utilized to help us provide care for everyone who depends on Wheeler.” 

While his entire career has been focused on the for-profit sector, Kennedy says he has a profound respect for community organizations like Wheeler. 

“I can’t overstate the importance of the not-for-profit sector.  In the end, I think they demonstrate every day how they can leverage both public and private support and effectively solve the issues our communities face,” he says. “The not-for-profits get it done, with accountability, and are critical to help a huge part of the population who needs help.” 

At the same time, he says, “Not-for-profits have to be stable. We have to attract and retain the best people to work for us. And it’s sometimes difficult to talk about money, but if you’re not stable, your mission is not going to work. I look at how Wheeler has expanded…from 800 patients in its health centers a decade ago to over 20,000 today, and that is smart growth that is focused on not growing for your own sake, but to serve more people.”  

“I’m amazed at Wheeler’s impact across the community and how broad it is,” he adds. “I can’t wait to start.”