Jane Torzewski, RN, MAN, MBA, Director of Medical Device Contracting at Mayo Clinic
Jane Torzewski, RN, MAN, MBA, serves as the Director of Medical Device Contracting at Mayo Clinic, leading a team responsible for managing contracts that support both Mayo and Captis, a supply aggregation service provider, in the physician preference space. With nine years in this leadership role, Torzewski’s career path reflects a unique combination of clinical experience and business acumen, providing her with a distinctive perspective on healthcare supply chain management.
“My role is really to meet the needs of our practice,” Torzewski said. “Our primary value at Mayo Clinic, which we’ve had since inception more than 150 years ago, is that the needs of the patient come first. I listen to the practice and meet those needs across our contracting areas, particularly in medical device implants.” Her approach emphasizes that, even in supply chain management, patient-centered care remains the guiding principle.
Torzewski’s career began far from the corporate boardroom. After earning a business degree, she worked in retail management before transitioning into nursing, where she spent 15 years at the bedside. “Nursing was honestly my second career,” she recalls. Her dual background in business and clinical practice eventually led her to pursue an MBA rather than an advanced practice nursing degree, driven by an interest in healthcare economics. This combination of experiences positioned her to join Mayo Clinic’s Value Analysis department, where she merged clinical knowledge with financial strategy – a foundation that naturally led to her current role in contracting.
Even as her daily work shifted from direct patient care to managing physician relationships and contracts, Torzewski remains motivated by her ability to impact patient outcomes indirectly. “I’m less close to the patient today in contracting, but the needs are no less felt in managing and working with physicians to meet those needs,” she notes. She draws energy from Mayo Clinic’s broader initiatives, including the transformative Unbound Project, aimed at shaping the hospital of the future and advancing the organization’s mission to cure, connect, and transform care.
Torzewski credits several mentors for shaping her leadership philosophy. Early in her career, a nurse manager modeled advocacy, demonstrating how to support staff with internal and external stakeholders. Later, a supply chain leader taught her the importance of relationship building, transparency, and empathy. “Those moments crystallized some of my core beliefs and behaviors and created the leadership style I have today,” she reflects.
For women aspiring to leadership roles in healthcare supply chain, Torzewski offers clear guidance: embrace opportunities, take risks, and consciously build your personal brand. “Women leaders bring their own unique viewpoint and dimension. You should take advantage to lead if there’s an opportunity. It builds confidence, elevates your reputation, and helps you create your personal brand,” she advises. “Seek out opportunities when they’re given to you, don’t shy away, and find excuses to lean in rather than lean out.”
Building a strong, diverse team is equally central to Torzewski’s philosophy. She emphasizes the deliberate cultivation of multiple viewpoints and experiences to complement existing team strengths. “Retention is about creating a culture of excellence,” she says. “Within your team, that culture is really about a group that gets together, maintains humbleness, grace, and support for one another to grow each other, which helps elevate the whole team.” This approach fosters cohesion and stability, ensuring team members are empowered and motivated to stay.
Innovation and problem-solving, Torzewski believes, emerge naturally when team members feel empowered and supported. By providing leadership opportunities and encouraging skill growth, team members contribute to both their own development and the collective strength of the group. “All boats rise as the team individually gets better and matures,” she observes, underscoring the symbiotic relationship between individual growth and team success.
Reflecting on her early career, Torzewski wishes she had taken more risks and focused earlier on networking. “I wish I could have been bolder about the choices I made and concentrated on honing my networking skills. That skill nourishes you for years to come,” she says. This advice extends to younger professionals: seize challenges, expand your horizons, and actively cultivate relationships that will serve you throughout your career.
When asked about an industry problem she would solve overnight, Torzewski identifies business continuity in healthcare supply chain. “The one thing I would do is ensure we always have something to meet the needs of our patients. Unfortunately, almost daily, you run into situations where products are unavailable, and when it’s critical, you just try to figure out what you can do.” Her perspective highlights the tangible impact of leadership in supply chain operations on patient care and outcomes.
Ultimately, Jane Torzewski’s leadership is defined by a balance of clinical insight, business strategy, and human-centered values. Her journey – from retail management to bedside nursing to healthcare supply chain leadership – illustrates the power of diverse experiences, thoughtful mentorship, and the courage to take risks. By prioritizing patient needs, fostering team cohesion, and advocating for women in leadership, Torzewski exemplifies a holistic approach to leading complex healthcare operations.
For professionals aspiring to make an impact in healthcare, her guidance is clear: take calculated risks, invest in relationships, and lead with empathy. By doing so, future leaders can shape not only their careers but also the systems and teams that directly impact patient care. In an era of rapid healthcare transformation, Jane Torzewski’s leadership insights serve as a roadmap for success, demonstrating how vision, values, and adaptability converge to drive meaningful outcomes.