Dr. Jay Johannigman is a name that travels easily through the halls of medical schools, trauma bays, and military hospitals. His career spans decades, grounded in trauma care and shaped by the high-stakes world of military medicine. Many accounts focus on his long list of achievements. Sitting with him in Cincinnati, you realize the more interesting story is how he got there and how often he’s chosen the harder path.
From the beginning, his work has never been about following convention. “You learn the rules, and then you learn when to break them,” he says. That philosophy, sharpened during more than forty years in uniform, has become the foundation of how he approaches civilian care today. He isn’t afraid to import battlefield innovations into the trauma centers of Cincinnati. To some, that’s risky. For him, it’s necessary.
Military Influence on Civilian Medicine
Johannigman’s military service isn’t just a credential. It’s the engine behind much of what he’s built here. While others might have used those decades in uniform as a personal career springboard, he has used them to reshape trauma systems back home. Critics sometimes argue that military medicine and civilian hospitals operate in separate worlds. He doesn’t see the line. “Good medicine transcends environments,” he says simply.
His leadership of the Cincinnati Center for the Sustainment of Trauma and Readiness Skills (CSTARS) proves the point. The program blends military-grade technology with civilian emergency care. Skepticism was inevitable. Some worried that battlefield tactics would feel out of place in a community hospital. Johannigman pushed ahead. The results of faster response times, sharper teams, and better patient outcomes have made the program impossible to dismiss.
A Strong Advocate for Training
If you ask him where the gap is in most medical training, he won’t hesitate: too much theory, not enough reality. “You can’t expect someone to perform in chaos if the first time they feel it is with a real patient,” he says. His time in the military cemented his belief that hands-on, high-pressure training is the only way to prepare for life-or-death situations.
CSTARS reflects that belief. The program challenges medical professionals well beyond the standard curriculum. It’s demanding by design. Some call it too intense. Johannigman calls it essential. For him, every drill, every simulation, is about preparing people to perform when it matters most.
A Focus on Speed
Every second matters in trauma care. Many physicians focus first on precision, easing into speed. Johannigman approaches it differently. His military experience taught him to move quickly without losing accuracy, a discipline forged in environments where hesitation costs lives.
Some worry that speed invites mistakes. He doesn’t see it that way. For him, trauma care isn’t about perfection; it’s about getting a patient stable so there’s time to fight for their recovery. The record shows that this approach has saved lives again and again.
A Contrarian Take on Technology
Technology in trauma care can divide opinion, and some doctors prefer to stick with proven tools. Johannigman sees innovation as an opportunity to sharpen performance. If a new device or system can speed up a procedure, improve precision, or extend the reach of care, he wants to see it in action.
That doesn’t mean he adopts every shiny invention. “If it doesn’t make a difference at the bedside, I’m not interested,” he says. For him, technology is there to make doctors more effective, never to replace them.
A Unique Leadership Style
Ask around about his leadership, and you’ll hear the same thing: he doesn’t lead from the sidelines. While many in medicine prefer to direct from a distance, Johannigman is often right there beside his team, sharing the work. That presence builds loyalty, even if it demands more from him than a traditional role might. He doesn’t mind the extra weight. “If I’m asking them to give everything, I need to show I’ll give it too,” he says.
Returning to Cincinnati
After decades of military service, he could have taken an easy path, but he came back to Cincinnati to continue pushing the boundaries of trauma care. For him, the decision was personal. This is home, and improving care here is a mission as much as a job.
“Why go back to a high-pressure environment?” I ask. He smiles. “Because there’s still work to do.”
In Conversation
You have over 40 years in trauma and critical care. What first drew you to this field?
“Science grabbed me early,” he says. He studied at Kenyon College, earned his M.D. at Case Western Reserve University, and discovered trauma care along the way. “I was inspired by the body’s ability to recover and by how quick actions can make the difference between life and death.” Military service only deepened that commitment.
What was your defining ‘aha’ moment in leadership?
He recalls his time as trauma director in Iraq. At Balad Air Base, cases came in daily with limited resources. One critically ill patient, unable to be properly treated during a long flight, sparked the creation of the Critical Care Air Transport Team, a portable ICU system that could be deployed on any aircraft. “It was about adaptability and practical solutions. That thinking still guides me in Cincinnati.”
Biggest challenge you’ve faced?
“Moving between military and civilian systems,” he says. In the military, you move fast with what you have. Civilian hospitals have everything you could need, but move at a slower pace (traditionally). CSTARS was built to close that gap, ensuring readiness in both settings.
What’s the most significant impact you’ve had on your industry?
He points to training. Through CSTARS, hundreds of professionals have gained real-world skills they wouldn’t get anywhere else. The program’s military-civilian partnership has changed how knowledge is shared.
Advice for future leaders?
“Stay adaptable. Build a team you trust. And take calculated risks. Some of the best innovations come from trying something no one else is willing to try.”
A project that shows your innovation?
CSTARS, without question. He also mentions research on ventilator sharing during the COVID-19 pandemic, published in Respiratory Care. “It’s proof that necessity can drive innovation.”
Key Takeaways
What’s next for him? You might expect him to slow down. He has no interest in that. In Cincinnati, he’s still searching for the next improvement: a faster process, a better tool, a sharper training method. Every change, no matter how small, can be the one that tips the balance in a patient’s favor.
It’s tempting to label him a disruptor. He’d likely wave that off. For Johannigman, the goal isn’t disruption for its own sake. It’s about moving trauma care forward in ways that save lives. And in his world, that means everything.
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