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Brose served as executive dean of the Heritage College of Osteopathic Medicine from 2001 to 2012 and vice provost for health affairs from 2012 to 2015. During his tenure, he partnered with the OhioHealth Healthcare System and the Cleveland Clinic Foundation to establish new HCOM branch campuses in Dublin and Warrensville Heights, OH. To support these endeavors, Brose raised approximately $130 million, which included a gift of $105M from the Osteopathic Heritage Foundation. At that time, this was the largest educational gift ever conferred to a state university in Ohio. Expansion of the Athens campus and creation of the two new branch campuses ultimately increased HCOM’s entering class from 100 to 250 students. 

In addition, Brose created a new faculty practice plan, constructed a new research facility, created a medical malpractice insurance corporation, and assumed leadership of the Ohio University student health system. He served three years as chair of the Ohio Council of Medical School Deans, two years as chair of the AACOM Assembly of Presidents, and was a member of the AOA COCA. As a consultant, he worked with the American Board of Medical Specialties to promote osteopathic medical education and facilitate the AOA/ACGME residency merger.

Prior to being named executive dean, Brose was a medical school and residency faculty member. He served as professor of family medicine at Ohio University, clinical associate professor at The Ohio State University College of Medicine, and instructor at St. Louis University School of Medicine. While an HCOM and OSU faculty member, Brose received 30 teaching awards, including the Ohio Academy of Family Practice’s “Family Practice Educator of the Year” and The Ohio State University's “Family Practice Residency Faculty of the Year.” He was the lead author of two editions of the widely used “Guide to EKG Interpretation” and co-authored over 20 research papers. He delivered over 100 research and CME presentations and hosted a weekly nationwide radio program on family health.

Following his tenure as executive dean and vice provost, Brose worked with multiple Historically Black Colleges and Universities in an endeavor to increase the number of African American students entering health care fields. He has consulted nationwide for universities establishing new medical schools, both DO and MD.

He is an EKG instructor and cultural medicine instructor at Ohio University and an advisory board member for the Ohio Department of Health and the Ohio University College of Health Sciences and Professions.

Brose and his wife, Linda, have two grown children: Steven Brose, DO, chief of spinal cord injury medicine at the Syracuse, NY, VA Medical Center, and Christine Brose, MD, physical medicine and rehabilitation physician at Gundersen Lutheran Medical Center in La Crosse, WI.

In June 2025, the Osteopathic Heritage Foundation announced a new endowment to be named in honor of Brose to support the newly renamed Institute for Molecular Medicine and Aging (formerly the Edison Biotechnology Institute) at HCOM. In making the announcement, Terri Donlin Huesman, president/CEO, said, “Naming the endowment in honor of Dr. Brose is a testament to his leadership of, and vision for, Ohio University’s Heritage College of Osteopathic Medicine during his decades of service, and the legacy of impact he created.”

Jack Brose formally joined �鶹��Ƶ’s proposed college of osteopathic medicine team as a consultant and executive mentor in 2022. In 2025, he and his wife established an endowed scholarship at �鶹��Ƶ for future students in �鶹��Ƶ’s proposed college of osteopathic medicine.

Learn more about Dr. Brose in this recent interview:

Why medicine?

I wanted to be a physician since I was six years old. I don’t know why, but even going to the doctor’s office as a child, I was absolutely fascinated by watching the physicians work. So very early on, I decided on a career in medicine.

How has medicine changed during the course of your career?

The launch of electronic medical records has significantly increased the volume of paperwork required by physicians. There was always a lot of paperwork before they were introduced, but there is so much more paperwork required now. With social media and websites, patients also have more access to physicians, versus calling into the after-hours answering services and allowing those services to do some screening before contacting a physician. Then, things changed again during the COVID-19 pandemic, introducing options that just didn’t exist before, like virtual appointments that have become quite common today. And things are getting ready to change again in a very dramatic way with the introduction of artificial intelligence. For example, studies have shown that AI can read some X-rays just as accurately as a physician. It’s not going to be long before AI has a very significant presence in the profession.

Why DO and rural medicine vs. MD?

When I was planning my career, I had this dream that I would practice in a tiny town, be the only physician in a 100-mile radius, and patients would pay me in goats and sheep. I loved that idea. I did my residency while serving in the Air Force, and when they made me chief resident, one requirement was teaching a course at St. Louis University School of Medicine. Much to my surprise, I absolutely loved it! I did that for four years and became very involved with SLU. By the time that I was ready to get out of the Air Force, I knew I wanted to do academic medicine. I saw an advertisement for a position at Ohio University, and the photos reminded me of my Pennsylvania alma mater, Gettysburg College, so I called them and asked about a position. After almost signing with another medical college in Ohio, I got a call to interview at OU one day as I was suturing a patient’s laceration. Being on the faculty at Ohio University and The Ohio State University, and subsequently becoming dean and vice provost at OU, were a dream come true for me.

Why �鶹��Ƶ?

Dr. John Kopchick, who received his bachelor’s and master’s degrees from �鶹��Ƶ, is one of the most revered researchers at Ohio University. He was also my favorite medical school faculty member while I was dean. �鶹��Ƶ President Driscoll had talked with Dr. Kopchick about the possibility of �鶹��Ƶ opening a college of osteopathic medicine, and John recommended that the president talk with me. On August 6, 2021, I had lunch with President Driscoll, Dr. Kopchick, and Dr. Hilliary Creely (now interim dean of the College of Health Sciences and vice provost for Research and Innovation). At the end of the afternoon, President Driscoll invited me to come to �鶹��Ƶ as a consultant. I traveled to �鶹��Ƶ in October of that year and met with 14 different groups in the �鶹��Ƶ community. It was a great visit; I absolutely fell in love with the university and its personnel. I was sure then that I wanted to become further involved with �鶹��Ƶ.

After I left, �鶹��Ƶ continued developing the medical school idea, including an external study about the impact of a college of osteopathic medicine. Once that was completed, President Driscoll asked me to return as a consultant. I was—and continue to be—very excited about the role. But I asked President Driscoll if I could be an unpaid volunteer. I wanted to do this because I was convinced that �鶹��Ƶ’s mission was so important and critically needed in Pennsylvania’s rural areas. The �鶹��Ƶ team working on the project put me on various committees, including the hiring of the founding dean and founding associate deans. The rest is history. I love working with the �鶹��Ƶ team, and I strongly believe in the university’s mission. So much so that my wife and I funded an endowed scholarship for future students in the proposed college. Now, almost four years later, my work with �鶹��Ƶ continues to be a wonderful experience.

What continues to drive you in your work with �鶹��Ƶ?

�鶹��Ƶ’s proposed college’s commitment to addressing rural health is totally different than other colleges of medicine, and it is desperately needed. �鶹��Ƶ brought in a phenomenal founding dean in Dr. Miko Rose. She is amazing; so inspirational and driven to help the rural populations of Pennsylvania. Dr. Rose was then able to recruit founding associate deans Dr. Ryan Smith and Dr. Luke Mortensen, two of the most prominent and skilled administrators in our profession. It is very unusual to have practicing health providers come to a new medical school asking to establish training relationships, but because of these talented administrators and the college’s unique mission, that is exactly what is happening.

�鶹��Ƶ’s college of osteopathic medicine is going to be very, very unique, and it will fill a number of tremendous societal needs. One of these is accessibility to mental health services. When Dr. Rose first said she wanted to emphasize mental health, I did some research and confirmed her assertion that mental health care is one of the biggest needs in rural communities. The �鶹��Ƶ team’s idea of emphasizing mental health training for primary health care physicians is simply brilliant. While primary care physicians are not psychiatrists, in rural communities they are often called upon to supply care that psychiatric specialists might normally provide. This emphasis will be one of the things that separates �鶹��Ƶ’s proposed college of osteopathic medicine from other medical schools.

Increasing availability to medical care for patients who lack that access has always been my passion. It stems back to my original goal of practicing medicine in a small rural town. When I became vice provost at OU, I became focused on minority recruitment in medicine and health care, which is another huge disparity. As a consultant helping to create a new Texas medical school, my focus was on underserved Latino communities. Increasing access to care has always been my thing, which is why I created the two new medical campuses at Ohio University, one serving a predominantly minority community and another underserved urban and rural populations. �鶹��Ƶ’s focus on rural health care disparities is a perfect match for my interests.

Are you optimistic about the future of rural medicine?

If �鶹��Ƶ is successful—and I know it will be—absolutely, yes. The medical school model that Dr. Rose and her team are designing is groundbreaking and will be emulated by other schools in states that have underserved populations.

Being part of the Pennsylvania State System of Higher Education provides an especially valuable opportunity for �鶹��Ƶ to attract talented prospective students from rural areas. Those students will be much more likely to return to those areas after completion of their training. It’s going to be a wonderful collaboration, helping to recruit talented students who might not think of themselves as eligible for medical school, but have the talent and drive to be successful. The �鶹��Ƶ team understands that to graduate the right physicians, you first need to enroll the right students.

I have absolutely no doubt that President Driscoll, Provost and Vice President Luetkehans, Dean Rose, and the �鶹��Ƶ team will be successful in establishing one of the most important new medical schools in the country. I am extremely grateful for having been given an opportunity to work with them.

Estrada earned her juris doctor magna cum laude from George Mason University School of Law in 1999 and joined the law firm Arent Fox in Washington, DC as a health care associate. During her 14 years of law firm practice, she focused on counseling health care providers on compliance and government enforcement matters. She rose to partner and leader of the health care practice at Arent Fox and later a partner at the law firm Foley and Lardner in New York City. 

She departed law firm practice to serve as senior vice president and chief compliance officer at Fresenius Medical Care North America in Boston. She then served as senior vice president and chief compliance officer at Lifepoint Health in Nashville and as executive vice president, general counsel, and chief administrative officer of ScionHealth, based in Louisville, Kentucky.

Estrada turned in her corporate badge in mid-2024 to launch a consulting firm with her daughter, Julia. The firm, AlloImpact, provides strategic guidance and interim executive services to clients in the healthcare, arts, and nonprofit sectors. 

Estrada teaches compliance law at George Mason University School of Law; she previously taught a class on health care compliance at Seattle University School of Law.

She is a seasoned nonprofit board leader, having served as chairman of the board of Street Sense Media in Washington, DC (a street newspaper supporting individuals experiencing homelessness) and on the executive committee of Safe Haven Family Homeless Shelter in Nashville. Her work reflects a lifelong commitment to community impact, equity, and service.

Estrada has been married for more than 30 years to fellow �鶹��Ƶ alumnus Louie Estrada, a journalism major who spent many years as a reporter at The Washington Post and is now working in elementary education. Together, they have three children: Eva, who works in climate politics in Washington, DC; Julia, a Broadway actress who has performed in Hamilton on Broadway and the national tour; and Fredy, a freshman at the University of Louisville. Lisa and Louie currently live in Nashville, but are making plans to return to Pennsylvania in 2026.

Learn More About Lisa Estrada in This Recent Interview

How did you get involved in health care?

In law school, I was very interested in ethics. I wrote a Law Review article on the False Claims Act, about a lawyer who blew the whistle on his own client. It turns out that’s an issue in the health care industry, so when I interviewed for a position at a law firm, they saw that article and suggested that I should be in the health care group. I really loved the compliance aspect in health care, focusing on making sure that people did the right thing in their work.

I continued to work with a number of health care clients while working at Foley & Lardner LLP and Arent Fox LLP, but I realized that while I was helping them, because I was on the outside, I really didn’t have a full understanding of the day-to-day work, and I wanted to be more involved. When I got the opportunity to join Fresenius Medical Care North America in an in-house compliance role, I jumped at it.

What motivated you to become involved in �鶹��Ƶ’s proposed college of osteopathic medicine?

While I had success and earned promotions, I  realized that I wasn’t having the impact I wanted.

During summer of 2024, we were on a family vacation and ended up in Indiana for a family wedding. I went for a walk on campus, and literally, in the middle of the Oak Grove, looking at where my dad’s office used to be, I kept thinking: what do I want to do next, where can I have the most impact?

As I looked up, I realized how beautiful Indiana is and how connected the town is to the university. It struck me how much I cared about the town and about the university. It came to me that �鶹��Ƶ was working to start a college of osteopathic medicine.

I looked up [founding dean] Miko Rose, and her profile mentioned that she loved musical theater and had a daughter who is a dancer, and I realized we had a connection beyond work in health care: my daughter is a Broadway actress.

So, it came to me as I was walking away from my job, that �鶹��Ƶ’s proposed college of osteopathic medicine might provide that opportunity for impact for which I was searching: to create an impact on the town I grew up in, for the university I went to, for the region and  rural areas around the state, and for the county. While I’m not a physician or involved in medical education, I realized that I could use my long history of knowledge and understanding of the industry perspective to help in the work, because the solution can’t be just about producing doctors—it must be about the entire industry and thinking differently about the doctors we educate.

The medical education model has been the same for the last 50 years; it needs to change. Health care has become so complex, and it’s no longer about just the physician making decisions; it’s about working as a team.

The �鶹��Ƶ approach to physician education is not just about educating students differently, but about treating them with compassion and respect, so that they will have that compassion and respect for others when they complete their experience at �鶹��Ƶ’s college of osteopathic medicine. This is revolutionary for medical education.

In talking with Dean Rose, I got very excited about what �鶹��Ƶ’s proposed college can do. I love innovation and disrupting old ways of doing things. �鶹��Ƶ’s proposed college can, and should, become a national model for how to do medical education differently. When we talked, and when I realized she has this vision of a new way of educating doctors, that’s when I realized I wanted to be part of the project.

Are you optimistic about the project?

Absolutely.

This college of osteopathic medicine needs to happen, and we’ve made it around the corner. It’s a huge task, a very difficult task, but when you hire the right people—who are mission focused not status focused, which �鶹��Ƶ has done—and you put the right resources behind it without over-indexing the project, you are on the path to success.

Sometimes I think �鶹��Ƶ and Indiana don’t always understand that they are deserving of great things. The really difficult work of getting credibility for the proposed college is there. �鶹��Ƶ has always been that scrappy kid on the block who gets things done, and we’ll get this done, too.

As a member of the team, I’m really looking forward to taking what we are doing and making it a national model, something the health care industry needs. In my role as executive in residence and with my industry experience, I want to take all of the wonderful things being done—new thinking and innovative approaches—and help to connect �鶹��Ƶ’s program with industry, to highlight how �鶹��Ƶ’s education model can better serve not only hospitals and health care providers, but patients and communities. If a community doesn’t have access to health care, it will not survive.

What do you see as the key to success for �鶹��Ƶ and the proposed college of osteopathic medicine?

I truly believe that what �鶹��Ƶ is doing goes beyond training physicians who will choose rural practice. It’s about more than creating jobs and positive economic impact in Indiana. And it’s about more than creating a new model for medical education. Those are all absolutely worthy endeavors. But ultimately, this effort is about creating hope for people who live in our rural communities—hope that they and their communities will have a chance to thrive and prosper. I believe our success depends on staying focused on that ultimate aim of bringing hope to people.

A graduate of �鶹��Ƶ with a degree in human resource management, Muscatello brings deep institutional knowledge from previous roles across campus, including positions with the Office of Alumni and Constituent Engagement, the School of Graduate Studies and Research, the Department of Biology, the Department of Financial Aid, and the Department of Chemistry. She has served the university community on several committees, including the Student Conduct Board, the Commencement Committee, the Student Operations Group, and the Banner Duplicate ID Resolution Team, and she was previously an �鶹��Ƶ Guide.