Alumni Spotlight: Errol Pierre (MPA-HPAM 2013)
Errol Pierre (MPA-HPAM 2013), chief growth officer, Healthfirst
Errol is a healthcare executive, educator, and Wagner alumnus who has built a career at the intersection of health equity, strategy, and public service. A graduate of Wagner’s Health Policy MPA program, he has held senior leadership roles across major health plans, including Empire BlueCross BlueShield, Healthfirst, and Anthem, and currently serves as Chief Growth Officer at Healthfirst. In addition to his industry leadership, Errol is an Adjunct Assistant Professor at NYU Wagner, where he teaches Health Economics and remains deeply engaged in mentoring the next generation of public service leaders.
Your career spans leadership in healthcare and teaching. What inspires your commitment to health equity and public service?
Growing up, I learned firsthand what inequity in healthcare looks like. As a child covered under my father’s dental benefits, I was unable to receive the full course of treatment I needed due to “out-of-pocket maximums.” In simple terms, the cost of my procedure exceeded what my benefits allowed in a given year, so I had to wait until the new year to complete my care. I could see how painful this was for my father, and I had to live with an unfinished dental issue for several months until January arrived.
At the time, I had no idea this experience would later galvanize me to find a better way—especially in the richest country in the world. After graduating from college, I began working full time at Empire BlueCross BlueShield with the goal of helping change the system from within.
Muhammad Ali said it best: “Service to others is the rent you pay for your room here on Earth.” I wholeheartedly believe this. It is my life’s work. I feel deeply fortunate for the life I’ve been able to live, and the very least I can do is give back to those less fortunate and create opportunities for others whenever possible.
You began your career at Empire BlueCross BlueShield and went on to hold senior executive roles across other major health plans, including Healthfirst and Anthem. Looking back, what lessons about leadership and resilience have shaped you most over the course of that journey?
Two major lessons stand out. The first is: “Have the courage to make one million mistakes and the wisdom to never make the same mistake twice.” I wrote about this in my book, The Way Up: Climbing the Corporate Mountain as a Professional of Color.
I’ve learned that growth requires courage—the courage to try new things and place yourself in uncomfortable situations. Being overly afraid of mistakes can keep you trapped in your comfort zone, and if you never leave it, you never grow. My advice is to lean into challenges. Raise your hand. Volunteer for new initiatives, even when they feel daunting or intimidating.
The second lesson is: “You are never as bad as your worst day, and you are never as good as your best day.” This is a lesson in humility. Early in my career, I led a product launch that went terribly wrong. I had to learn how to separate myself from the outcome. A failed project does not make you a failure. The true failure would have been refusing to get back up, learn, and try again. Trying is not failure—giving up is.
Conversely, when you are a high achiever, win awards, and receive praise, it is equally important to stay grounded and approachable. Guard against arrogance and believing your own hype.
In your current role as Chief Growth Officer at Healthfirst, how do you balance strategic growth with advancing health equity in the communities you serve?
For me, these goals are one and the same. Growing a company’s revenue and membership only makes sense if the members we serve receive the highest quality care from clinicians who prioritize dignity and respect. I believe healthcare is local, and I believe healthcare benefits should increase access and lead to better patient outcomes. As industry leaders, we have a responsibility to remove the many barriers patients face when navigating the healthcare ecosystem.
How did your NYU Wagner education shape the way you approach healthcare strategy and social impact, and how does it remain relevant to you today?
My experience at NYU Wagner profoundly shaped my approach to healthcare strategy. I entered the Health Policy MPA program shortly after President Obama was elected, which meant I was taking classes while the Affordable Care Act was actively being debated in Congress. Several of my professors were leading thinkers in health policy, and I learned firsthand how policy is developed—and how unintended consequences can arise from well-intentioned reforms.
NYU Wagner also taught me the importance of strong public-private partnerships in healthcare. Beyond the curriculum, I was surrounded by some of the smartest classmates I’ve ever met. Many of them are doing extraordinary work in healthcare today, and I continue to learn from and admire them.
It is a true honor to now serve as an Adjunct Assistant Professor at NYU Wagner. Each time I teach Health Economics, it feels like a full-circle moment, as I once sat in that very classroom as a student. One of the proudest moments of my academic career was teaching a course previously led by our former dean, Professor Sherry Glied. Those are incredibly big shoes to fill, and I remain deeply honored to do so.
What advice would you give to current Wagner students hoping to build impactful careers in healthcare at this moment in time?
Fully embrace the NYU Wagner community. Stay connected to your classmates—some of my closest friends today are people I met while taking classes there. I even met one of my groomsmen at NYU Wagner; we never shared a class, yet became close friends through the community.
Participate in networking events and be intentional about building meaningful relationships. Leverage the NYU Wagner alumni network—alumni genuinely enjoy speaking with current students and graduates. We are happy to share insights from our careers and, whenever possible, connect you with people who can help support your professional aspirations.