Andrew Gorman – Riley Children’s Health

At Riley Hospital for Children at Indiana University Health, the mission goes far beyond providing outstanding pediatric care. The 456-bed hospital in Indianapolis is a beacon of innovation, compassion, and community service, serving tens of thousands of infants, children, teens, and young adults across the Midwest annually. Affiliated with the Indiana University School of Medicine, Riley is not just Indiana’s only comprehensive pediatric medical center but also a national leader, ranked among the top children’s hospitals in the country.

Behind the scenes, ensuring the hospital runs seamlessly, is Andrew Gorman, director of operations for facility support. With a background in engineering and construction, Gorman brings a unique blend of technical know-how, hands-on experience, and a people-first mindset to his leadership role. His journey from building contractor to healthcare leader is rooted in a simple but powerful motivation: to make a real difference in people’s lives.

Gorman began in construction, working as a building systems engineer for Messer Construction after earning a mechanical engineering degree from Rose-Hulman Institute of Technology. During one of his projects at Riley—replacing automatic transfer switches for emergency power—hospital leadership recognized something different about him.

“They thought I had the technical background and aptitude to work in healthcare full-time,” Gorman recalls. “It wasn’t something I planned, but when the opportunity came up, I realized it was a way to do something that mattered.”

Frustrated by the profit-driven nature of his former industry, Gorman found fulfillment in healthcare, where his work could directly impact patient experiences. He joined Riley in 2018 as a facilities engineer. He steadily climbed the ranks, eventually overseeing not just facilities, but seven departments: facilities, design and construction, clinical engineering, food and nutrition, environmental services, parking, and campus relations with Indiana University Indianapolis.

“Now I own the whole process,” he says. “I must make sure the facilities folks play nice with the construction folks, because they all report to me. It’s a big responsibility, but it’s also gratifying.”

Building a culture of support

One of Gorman’s most significant contributions to Riley’s operational success is the development of Wagon Works—a program he created to break down silos between support departments and improve communication across the hospital.

“I was reading about a Navy SEALs team and how communication breakdowns affected performance,” Gorman explains. “At Riley, we had more clinical departments than support departments, and we could not solve every unit’s problems individually. So, I built Wagon Works as a team-of-teams concept where support departments back each other up.”

Inspired also by Lockheed Martin’s Skunk Works program, which empowered engineers with creative freedom, Gorman’s Wagon Works fosters collaboration, problem-solving, and mutual support among facility teams. Though leadership changes have brought varying levels of buy-in, the program’s influence has spread beyond Riley, with sister facilities across Indiana adapting the model in different ways.

“It’s about culture,” Gorman says. “If you build a culture where people help each other, you build resilience. And in healthcare, resilience is crucial.”

Infrastructure with purpose

Under Gorman’s leadership, Riley has completed numerous capital projects impacting patient care directly. Among the most transformative was a 600,000-square-foot renovation of a 1980s building, creating one of the country’s first maternity towers attached to a children’s hospital.

“The infant mortality rate in Indiana was pretty dismal,” Gorman notes. “We knew we could do something about it by integrating maternity services into a pediatric setting. Now, more and more pediatric facilities are doing the same.”

Gorman’s hands-on approach was critical throughout the maternity tower project. He first encountered the effort as a contractor, then transitioned to the hospital’s facilities team and ultimately saw the project through completion as Facilities Director—a true “cradle to grave” experience.

Another major achievement was overhauling the hospital’s aging chiller plant—a $20 million project that had stalled for over a decade. Gorman’s innovative mindset helped unlock the funding by proposing a solution that wasn’t just a replacement, but an upgrade for the future.

“We went with mag-bearing chillers that tie into our emergency power,” he explains. “It’s not a code requirement yet in Indiana, but it will be soon, and we’re ready. Plus, we used stainless steel piping and cooling towers to reduce chemical treatment, so we’re not releasing unnecessary chemicals into the environment. It’s better for our patients and our community.”

Today, Riley’s infrastructure is state-of-the-art and future-proofed—an investment in operational excellence and environmental stewardship.

Hands-on roots and a vision for the future

Gorman’s passion for working with his hands traces back to his childhood in rural Indiana. His father, a mechanic in the Air Force, often enlisted young Gorman’s help fixing everything from household appliances to car engines.

“I built my first bike ramp when I was five or six,” Gorman laughs. “My dad bought me a tool set and said, ‘Here you go.’ He still has that ramp.”

These early experiences fostered Gorman’s deep appreciation for craftsmanship and problem-solving, skills that set him apart in both engineering school and his early career. While many peers struggled with practical applications, Gorman thrived as the “mechanic” of the group, bridging the gap between theoretical knowledge and real-world execution.

Today, that same practical mindset shapes his leadership style at Riley. He champions standardization—like limiting ceiling tile variations to reduce costs and supply mismatches—and constantly looks for ways to improve sustainability.

“We work with vendors to standardize materials,” he explains. “It’s easier for maintenance, reduces waste, and even positively impacts the broader manufacturing chain.”

Outside work, Gorman channels his passion into family life, building Lego projects and obstacle courses with his three kids (all under 10) and commuting by e-bike to model sustainability. He’s also pursuing his MBA to sharpen his leadership and business skills for the future.

Preparing the next generation of tradespeople

Gorman is acutely aware of the looming workforce challenges in healthcare operations, particularly in the skilled trades. Recruiting and succession planning are top priorities.

“We have to get into high schools and get kids excited about working with their hands again,” he says. “The trades aren’t what they used to be—there’s more technology, more robotics. But we’re missing the application piece.”

He envisions a future where blue-collar jobs integrate technology and skilled craftsmanship, creating both fulfilling and future-proof careers.

“The AI wave is going to change everything,” Gorman says. “But we’ll still need people who can apply that technology. Robotics courses are great, but we must show students how those skills translate into real, tangible jobs.”

It’s a personal mission for Gorman, who grew up in a community where resourcefulness and hands-on skills were everyday essentials. Now, leading facility operations at one of the nation’s top children’s hospitals, he’s paying it forward, building a stronger, more resilient future for Riley and beyond.

As Riley Hospital for Children continues to expand its reach and impact, Gorman’s work behind the scenes is critical to its success. Whether overseeing $100 million in capital projects annually, fostering a culture of support through Wagon Works, or mentoring the next generation of skilled tradespeople, Gorman exemplifies the spirit of Riley: compassionate, innovative, and relentlessly dedicated to the community it serves.

“My goal is to be the positive one,” he says. “Healthcare isn’t easy. But if you focus on learning, helping people and building something that lasts, you can make a real difference. And that’s what it’s all about.”