This interview series brings the hard-earned lessons of entrepreneurial leaders to those who crave guidance on their own journey. By sharing their stories, I hope to guide the next generation of entrepreneurial leaders. Please repost, comment, or share what insights resonate with you.
Joe Matarese has over 30 years of leadership experience in the healthcare and business services sectors. In 2004, he founded Medicus Healthcare Solutions, which has grown into one of the nation’s largest providers of locum tenens physicians, now valued at over $1 billion. The firm was acquired by Ridgemont Capital in 2024. As a former operator and now an Executive Partner in Shore Capital’s Healthcare Fund, Joe blends entrepreneurial grit with a deep understanding of people and complex organizational structures.
The Art of Negotiation: Understanding the Quadrant
Joe frames negotiation as a function of two variables, relationship and power. “You have to understand the quadrant you’re in.” On one axis, consider whether the negotiation is transactional or ongoing; on the other, understand who holds the leverage.
“If you’re renting a car from Avis, that’s transactional, and you have no power,” he laughs. “You can’t spend $5,000 on lawyers negotiating with Avis. The way you create power is through options, by calling Hertz and 10 others.”
But in relationships that matter, with employees, partners, or entrepreneurs, the calculus shifts. “If you’re going to work together, you have to use your leverage judiciously. Overplaying it may win the deal, but it will lose the relationship.” The goal is to find the win-win, a principle that underlies every enduring partnership.
Mindset, Habits, and Discipline
When asked what mindset drives success, Joe didn’t hesitate: “You have to believe you can do it.” He calls this a growth mindset, one instilled by parents who believed in him first. “If I go into a match thinking I’m going to lose, then I am going to lose.”
That belief, however, must be paired with discipline and habit. “If I want to lose ten pounds, I won’t lose them today. I have to watch what I eat every single meal. The little things matter.” In business, too, small, disciplined actions compound over time. “Details matter, and they define who you are as a leader.”
What Great Leaders Get Wrong
Many aspiring leaders misunderstand what leadership really is. “They think they need to be a subject matter expert in everything. But true leadership, as exemplified by titans like Andrew Carnegie, lies in assembling the right team, crafting the right strategy, and holding people accountable. Carnegie didn’t know what was in steel, but he knew who to ask.”
The 3 Pillars of a Successful Organization
For Joe, every great company stands on three pillars:
- Strategy. It must be sound, tested, and revisited as markets evolve. “Blockbuster avoided a partnership with Netflix to protect its late fees and missed the market entirely.”
- People. The right people in the right roles, chosen with care. “Integrity is non-negotiable,” he insists. “Everything else can be developed.”
- Accountability Systems. Leaders must create systems that enforce accountability. “A meritocracy is the fairest environment there is. You don’t need to tell people if they’re doing well, the results tell them directly.”
Integrity and Alignment
Hiring, for Joe, begins and ends with integrity. “You can’t measure it perfectly, but backdoor or off-sheet references can tell you a lot.” He learned the hard way that not everyone shares the same intentions. “I was naive in assuming people wanted what was best for the business, but human nature doesn’t always work that way.”
Alignment, he emphasizes, is non-negotiable. “If one person in the boat isn’t rowing, even if they’re neutral, you’re worse off. Neutral is negative.”
Building Trust Through Consistency
In business, as in parenting, trust is built through consistency. “The more you do what you say you’ll do, the more trust you earn. Trust = Competence + Consistency + Care.”
Even when leaders make mistakes, teams forgive them if they know their intent. “If you know I care about you and I’m consistent, you’ll accept my mistakes. Because you know I’m trying to do right by you.”
Lessons from the Journey
Looking back, Joe wishes he’d started his entrepreneurial journey earlier. “I wanted to be 95% sure instead of 90% sure,” he says. “Either way, I was sure enough. I just should’ve gone for it.” He also learned the hard truth that not everyone shares your values. “It’s mind-boggling,” he admits. “But you have to accept it, adjust, and keep moving.”
Continuous Improvement
Joe’s guiding question for young leaders is simple: “Am I getting better?” He spent seven years preparing to launch Medicus, using every role as a classroom. “Every day, I asked: What did I learn today? Am I closer to my goal?”
Failures, too, are essential teachers. “Success isn’t linear. You’ll get there, just in a jagged way.”
Finding Balance Together
Work-life balance, Joe believes, isn’t a fixed state; it’s a shared decision. “At times, your life will be out of balance, and that’s okay. You and your family have to decide what trade-offs are worth it.”
He recalls the wisdom of legendary Notre Dame football coach Lou Holtz, who told his family they could have more time together if they gave up their home, cars, and vacations. “They said, ‘You know what, we’re actually alright,’ Joe laughs. “Everyone has to define their own version of balance.”
Defining Success
Joe’s journey, from building one of the largest physician staffing firms in the country to mentoring entrepreneurs at Shore Capital, is rooted in the timeless principles of integrity, clarity of strategy, and consistency of execution.
“Success isn’t about being perfect, it’s about doing what you say you’ll do, learning from every mistake, and getting a little better every day.”