Frequently Asked Questions

A definitive agreement is a binding legal document that describes details of a proposed combination. We have reached a definitive agreement with Froedtert Health that outlines the terms and commitments of the planned combined health system we announced in April.

Signing the letter of intent was the first step in this process, followed now by the signing of a definitive agreement. With thoughtful integration planning underway, we are continuing to work toward launching our combined health system at the start of the new year, pending customary pre-closing conditions, further Board approvals and regulatory approval.

As two long-standing Wisconsin-based health care organizations, Froedtert Health and ThedaCare know each other well. We have an established quaternary partnership, that includes the Medical College of Wisconsin, to enhance access to the most advanced levels of specialty care as well as a joint venture to create two new health campuses in Fond du Lac and Oshkosh. Our commitment to the people of Wisconsin, reputation for exceptional patient care and our aligned mission, vision and cultures make combining our organizations our natural next step. Together, we will build a brighter health care future for Wisconsin, while continuing to nurture the investments in and well-being of our respective communities.

With Wisconsin values, people and communities at the core, our vision for the combined organization is clear. We will:

• Help the people of Wisconsin live their best, unique lives, providing better and more seamless access to comprehensive, high-quality care when people are sick or injured and serving as a true partner in health to help keep people well.
• Be based in Wisconsin, led by people who live and work in Wisconsin and governed by a parent board comprised of current board members from both organizations including two board members who serve on both the boards of the Medical College of Wisconsin and Froedtert Health concurrently.
• Deliver real value and bring innovative solutions for the health care needs of our state and communities, including addressing health equity, health disparities and more, with a clear commitment to urban, suburban and rural areas.
• Honor and grow the strong legacies of clinical excellence and community commitment that are the shared hallmarks of our organizations.
• Work in concert with our partners at the Medical College of Wisconsin to bring together every aspect of care, including primary care, specialty care, the most advanced levels of care, clinical trials, graduate medical education and more.

The Medical College of Wisconsin will remain an important partner in training the workforce of the future while helping to provide patients with the latest diagnostic and treatment options, the most advanced medical technology and access to clinical research trials and other studies that continually enhance the quality of health care in Wisconsin and beyond.

Following the launch of the combined health system, Froedtert Health President and CEO Cathy Jacobson will initially assume the role of CEO, and ThedaCare President and CEO Imran A. Andrabi, MD, FAAFM will serve as president. After a six-month transition period following the launch of the combined health system, Cathy will retire from the organization with a legacy of steadfast and thoughtful leadership. Upon Cathy’s retirement, Dr. Andrabi will assume the role of president and CEO of the combined organization, leveraging more than 30 years of medical, operational and strategic expertise and innovative leadership.

Several key leaders will elevate to serve as executive officers of the combined organization.

• Thomas Arquilla, chief strategy officer of ThedaCare will serve as chief growth officer.
• Scott Hawig, CPA, CMA, MBA, executive vice president of finance, chief financial and administrative officer and treasurer of Froedtert Health will assume the role of chief financial officer.
• David Olson, chief strategy officer of Froedtert Health will serve as chief business development officer.
• Ian Schwartz, MD, executive vice president and chief clinical officer of Froedtert Health will serve as chief clinical officer.
• Mark Thompson, chief operating officer and chief financial officer of ThedaCare will serve as chief transformation investment officer.

To prioritize the needs of our patients and communities and so that local decisions actually remain local, the parent board will be comprised of representatives of both organizations. The primary responsibility of the parent board will be the collective interests of the entire health system and ensuring the combined organization achieves its collective goals. Existing community boards will remain in place and retain oversight of areas unique to the communities they serve, including quality, community development and foundation funds.

The initial Board will have 18 members, including seven from the current ThedaCare Board and 11 Froedtert Health representatives, including the president and CEO of Froedtert Health, the president and CEO of ThedaCare, and two board members who serve on both the boards of the Medical College of Wisconsin and Froedtert Health concurrently.

Cathy Jacobson will leave the Board when she retires and there will be 17 total members. The initial chair and vice chair roles of the Board and committees will be equally shared between the parties. The initial board chair will be Jud Snyder, Froedtert Health’s current vice chair and chair-elect, and the initial vice chair will be Jim Kotek, ThedaCare’s current board chair.

The trusted brand names of our existing organizations will continue.

With Wisconsin values, people and communities at the core, our vision for the combined organization is clear. We will honor and grow the strong legacies of clinical excellence and community commitment that are the shared hallmarks of our organizations. Together, we will harness the excellence of our organizations to build and grow something new that will make a lasting impact on the future of health and health care in Wisconsin.

Bringing together our Wisconsin-based systems will allow us to invest our collective resources in closing care gaps that exist today, including the recruitment and retention of the great talent in our market. Together, we are committed to strengthening recruitment and retention of our people.

• Our combined system will be attractive to health care providers and caregivers, enhancing our recruitment and retention efforts, to ensure the highest quality and readily accessible care for our valued patients. We will invest in our current and future workforce in ways that can be strengthened beyond what we can do as independent health systems.
• Our combined organization will have a network of more than 3,900 providers. In line with our collective focus on population health and ensuring complex care can be easily accessed, together we hope to attract even more primary care and specialty care providers in employed, affiliated and independent physician practices.

Through our combined organization, we want to help the people of Wisconsin live their best lives by providing better and more seamless access to comprehensive, high-quality care when people are sick or injured and serving as a true partner in health to help keep people well. There is a lot of work ahead to realize our vision. As we move forward, it is essential to know that patients will continue to see the same physicians and providers they know and trust.

Each health system will continue to operate as it has and this extends to our respective relationships with insurance plans. When we start the work of bringing our organizations together and identifying ways to best achieve our vision and goals, we will be transparent and timely with sharing any potential changes that impact patients and staff.

Throughout this process, patients will continue to see the same providers and access the same services they rely on for their care. Looking ahead, it is our goal that by coming together as one organization, we can offer comprehensive, coordinated high-quality health care services, from prevention to treatment of complex diseases and better meet patient needs through shared resources.

Each health system will continue to operate as it has and this extends to our respective relationships with insurance plans. When we start the work of bringing our organizations together and identifying ways to best achieve our vision and goals, we will be transparent and timely with sharing any potential changes that impact patients and team members.