Ashley Addiction Treatment is returning to its co-leadership roots while simultaneously exploring new avenues for growth, particularly in outpatient services and research initiatives. Earlier this month, the organization announced that Alex Denstman and Greg Hobelmann will be jointly promoted to CEO, taking over from Dave Nassef in March. Their shared vision emphasizes expanding Ashley’s reach and strengthening its ability to provide high-quality care to individuals struggling with substance use disorders (SUD).
Denstman, currently Ashley’s senior vice president and chief growth officer, explained that the primary goal of their co-leadership will be to expand Ashley’s outpatient offerings and research capabilities. “We want to grow and serve more people, so we’ll do anything and everything in the interest of helping us fulfill our mission,” he said. The organization, founded in 1983 by Father Joseph C. Martin and Mae Abraham, has historically embraced a co-leadership model, and the pair sees this as a way to effectively cover all facets of executive responsibility.
Co-Leadership Roles and Responsibilities
In the new structure, Denstman will oversee business development and operations, while Hobelmann, the senior vice president and chief medical and clinical officer, will manage direct care services. Both CEOs will jointly handle strategic growth planning, care model development, budgeting, and executive-level hiring. Hobelmann noted the complementary nature of their skills, emphasizing that their shared vision and long-standing friendship create a seamless transition.
When the duo officially takes over in March, they will relinquish their current titles, though decisions about filling those positions have not yet been finalized. Denstman clarified, “We’re not just going to backfill our current positions, necessarily. We’ll be figuring that out in the next year or two.” The immediate focus will be on creating sustainability for the organization while driving meaningful growth in targeted areas.
Strategic Growth in Outpatient Services
Growth at Ashley will be intentional and data-driven. Denstman emphasized that the organization will prioritize organic growth, improving current systems to ensure they are evidence-based and effective before expanding into new areas. Over the past year, Ashley has already diversified its treatment portfolio, introducing new programs such as partial hospitalization programming (PHP), women’s extended care, and expansions at outpatient centers.
Outpatient care is a particular area of focus. Hobelmann explained that outpatient programs have the potential to reach more patients than residential services alone. Currently, Ashley has about 100 residential patients and roughly 250 in outpatient settings. The organization is also exploring partnerships with health systems, including Upper Chesapeake Health and Union Hospital, with interest from other health systems being evaluated. Expanding outpatient services will allow Ashley to increase access while maintaining high-quality care.
Long-Term Campus Development
While immediate priorities center on outpatient growth, the new CEOs are also considering long-term development of Ashley’s 140-acre Havre de Grace residential campus. Denstman indicated that this expansion could take place within five to ten years, depending on emerging opportunities and the organization’s understanding of unmet needs in the community. Any future growth would complement the existing services, ensuring that Ashley continues to provide comprehensive care across all levels of treatment.
Expanding Research Capabilities
Beyond growth in treatment capacity, Denstman and Hobelmann are committed to advancing research at Ashley. Their goal is to enhance treatment quality while contributing to broader SUD research initiatives. Hobelmann stated, “We want to ask the questions, provide the outcome data, do the research that will help inform the larger community.” This research will primarily be pursued through partnerships with academic institutions, with Johns Hopkins University already playing a significant role in ongoing studies.
A Johns Hopkins professor is currently on staff at Ashley, dedicating 40% of his time to research efforts and leading a team that collaborates with the organization. The new CEOs aim to expand the research department further, strengthening partnerships with Hopkins and potentially other institutions. This focus on research aligns with Ashley’s mission to improve outcomes and inform the SUD treatment field through evidence-based practices.
Focus on Sustainability
While growth and research are central priorities, Denstman and Hobelmann are equally committed to ensuring the sustainability of Ashley’s operations. Both acknowledge the importance of balancing expansion with maintaining high-quality care and financial stability. This approach will help the organization remain a leading nonprofit provider of SUD treatment while serving more patients across multiple levels of care.
The co-CEOs bring personal experience in long-term recovery, which informs their perspective on treatment and organizational priorities. They see their roles not just as administrators but as advocates for patients and staff, ensuring that the mission of Ashley Addiction Treatment continues to guide all strategic decisions.
Collaboration and Teamwork
The foundation of the co-leadership model is collaboration, both between the CEOs and across the organization. Denstman and Hobelmann share core values and a vision for the future, making it easier to implement strategic initiatives and adapt to changing needs in the field of addiction treatment. Their combined skill set allows them to tackle operational, clinical, and strategic challenges simultaneously, creating a more agile and responsive organization.
Both leaders emphasized the importance of growing responsibly. Denstman noted that growth will be aligned with evidence-based practices and patient needs rather than pursuing expansion for its own sake. By focusing on sustainable and intentional growth, Ashley aims to maintain its reputation for excellence in SUD care while reaching more individuals in need.
Future Outlook
Looking ahead, Denstman and Hobelmann are confident in their ability to guide Ashley Addiction Treatment through a period of strategic growth. Their priorities include expanding outpatient services, enhancing research capabilities, strengthening partnerships with health systems, and exploring long-term development of the residential campus. All initiatives will be guided by the organization’s mission to provide high-quality care to as many people as possible.
The co-CEOs’ commitment to research and evidence-based practices ensures that Ashley will continue to be a thought leader in the addiction treatment field. By combining clinical expertise with strategic business acumen, they plan to drive sustainable growth while advancing treatment outcomes.
Conclusion
Ashley Addiction Treatment’s return to a co-leadership model signals a renewed focus on both operational excellence and mission-driven growth. With Alex Denstman and Greg Hobelmann at the helm, the organization is poised to expand outpatient services, enhance research initiatives, and explore long-term residential development opportunities. Their shared vision and complementary skills provide a strong foundation for guiding Ashley into a future that prioritizes high-quality care, evidence-based practices, and sustainable growth.
As the organization navigates the evolving landscape of SUD treatment, the new CEOs’ leadership promises to balance expansion with patient-centered care, ensuring that Ashley continues to serve as a leading nonprofit in the behavioral health field.
