ABSTRACT
Dr Richard Brady was Senior Vice-President for Clinical Operations at a large non-profit nursing home system in the Northeast that specialized in end-of-life care. As the homes multiplied to serve the needs of the city’s expanding population, he pulled 13–14-hour days, 6 days a week, sacrificing family time for the care of his dying patients. He also unexpectedly lost a valued colleague to suicide. Eventually poor leadership at the top of the organization caused him to resign. He is doing better now, though still overcoming the trauma of overwork, burnout, and grief.
