Michael Dowling isn’t your typical CEO.
Before becoming the powerhouse leader of New York’s largest health system, he was just a kid growing up in rural Ireland with no running water, a thatched roof over his head, and big dreams that somehow made it across the Atlantic.
Now 75, Dowling is reflecting on his journey as he prepares to retire in October after more than two decades at the helm of Northwell Health—a company he helped grow from a single Long Island hospital to a network of 28 hospitals and over 1,000 outpatient centers across New York, Connecticut, and soon, maybe even New Jersey.
The Teenage Immigrant with Callused Hands
Dowling arrived in New York City in the 1960s at just 16 years old, leaving behind his tiny Irish village of Knockaderry, population: about 500.
He didn’t land straight into a corner office—far from it.
“I worked anywhere I could,” Dowling said, recalling days spent cleaning bars in Queens, working plumbing jobs in the Bronx, and doing construction in New Rochelle.
“I even worked on boats in Manhattan.”
The Secret to Climbing the Ladder? Work Harder Than Anyone Else
Dowling’s advice after decades of success is simple but old-school: “Outwork everyone.
Be kind.
Give it your all.”
He’s never been one to rest on titles or perks.
Throughout his leadership, he kept close to the action—hosting dinners with staff, greeting new hires personally every Monday, and even walking hospital COVID floors daily during the pandemic.
According to Dowling, those personal touches aren’t just about being nice—they’re strategic.
He’s even asked a few people to leave orientation on day one when their attitude didn’t align with the culture.
“You can spot it early,” he said.
No Excuses, Just Effort
Dowling doesn’t have much patience for complainers.
“Life isn’t supposed to be easy,” he said.
“If it’s hard—good.
That means you’re doing something real.
Stop whining and get on with it.”
That tough-love mentality helped him juggle multiple jobs while saving enough money to put himself through school.
He eventually earned a master’s degree in human services policy from Fordham University in 1974.
From the Classroom to the Capitol
Before jumping into healthcare full-time, Dowling made a name for himself in academia and government.
He became an assistant dean at Fordham, taught social policy, and then transitioned to public service, including a key role as deputy secretary to Governor Mario Cuomo.
He also served as New York’s Director of Health, Education and Human Services before jumping to the private sector as a senior VP at Empire Blue Cross Blue Shield.
Taking the Reins at Northwell
Dowling joined North Shore University Hospital in 1995—and it didn’t take long before he was running the show.
At the time, hospital mergers weren’t common, and critics questioned his aggressive expansion plans.
“When we hit nine hospitals in 1996, people were looking at us like we were nuts,” he said.
But he had a vision, and not even the federal government could stop it.
When North Shore sought to merge with its rival, Long Island Jewish Medical Center, the Justice Department tried to block it.
Dowling and his team went to court—and won.
Building a Healthcare Giant
That victory in 1997 laid the foundation for what would become Northwell Health, a massive healthcare system that now stretches through New York City, Westchester, Connecticut, and is eyeing New Jersey.
“If you drive for more than 30 minutes and don’t see one of our locations,” Dowling joked, “call me—we clearly missed a spot.”
Legacy of a Relentless Visionary
Dowling’s story isn’t just one of success—it’s a blueprint for grit.
He rose from poverty, rolled up his sleeves (literally), challenged the status quo, and built something massive without ever losing touch with the ground level.
As he steps away from the top job this fall, it’s clear that his legacy won’t just be about the hospitals he built—but the culture of drive, humility, and hands-on leadership he leaves behind.