By JAMES DOWD

In the halls of the University of Tennessee Health Science Center (UTHSC) College of Medicine, a new era of leadership is taking shape; one rooted in service, strategic growth, and a deep understanding of academic medicine’s most urgent challenges. At the center of this transformation is Michael B. Hocker, MD, MHS, who stepped into the role of Executive Dean in July 2025, bringing with him a reputation for operational excellence, physician leadership, and a deeply personal commitment to medical education.

For those familiar with his career, Hocker’s arrival in Memphis is not simply a move, it’s a mission.

Hocker’s journey to the helm of the University of Tennessee Health Science Center’s College of Medicine is anything but conventional, and that’s exactly what makes it so inspiring.

Born into a hardworking, blue-collar family, with parents who juggled multiple jobs and grandparents who never finished high school, Hocker’s early life was built on the principles of grit, humility, and perseverance.

As a high schooler in Colorado, Hocker dreamed not of medicine, but of becoming a NASCAR racer or an Olympic wrestler. As a standout wrestler competing in high school and later in college, Hocker had aspirations for elite competition, until a knee injury at the Greco-Roman national championships in Las Vegas abruptly changed his path.

“That injury introduced me to a phenomenal orthopedic surgeon, and it was my first real exposure to medicine other than my pediatrician,” Hocker said. “The way he treated me and the bedside manner he had made an impression on me, and I realized that helping people could be a great career path.”

Hocker’s medical interest deepened when, as a teenager, he earned his emergency medical technician (EMT) certification through a community college program. He earned money by working on an ambulance, and he put himself through Fort Lewis College, a small liberal arts school in Durango, Colorado.

As a first-generation college student without a built-in support network, Hocker relied on strong friendships and dedicated mentors to help him find his footing.

“I realized if I wanted to get into medical school, I needed a great academic record so that I could qualify for assistance to defray costs, because my family couldn’t pay for it,” Hocker said. I had to stop wrestling because it took up too much time, and even though I was a good high school wrestler, I was only a mediocre college wrestler. From then on, I focused on my classes and earning the best grades possible.”

After applying to several medical schools, Hocker chose the University of Colorado. To pay for his education, he turned to the U.S. Navy, which offered both funding and the promise of aviation or submarine medicine.

“I looked at all the military branches, but the Navy said I could fly, so I signed up,” Hocker said. I signed on for three years, which paid for my medical school and provided fantastic training.”

 That decision launched a whirlwind of surgical internships, flight school in Pensacola, Florida, and deployment with fleet squadrons. These experiences honed Hocker’s adaptability and taught him how to demonstrate leadership under pressure.

“I was fortunate to be a co-pilot on squadrons, and I became fond of aviation medicine, which set me up for what I’m doing now,” Hocker said. “Working in the military, in often austere environments, showed me how to improvise and overcome. I’ve carried those lessons with me ever since.”

After military service, Hocker completed emergency medicine training in Massachusetts, then moved to private practice in South Carolina. Though he learned the business side of medicine, he missed the energy of academic environments. When a friend encouraged him to consider Duke University, he pursued that option.

 “Duke invited me to join its program, and I felt it was an opportunity I couldn’t refuse,” Hocker said. “I worked to build lots of trust and relationships, and I learned how to lead a group in an academic setting.”

Within short order, Hocker climbed the ranks, progressing from junior faculty to overseeing the department. During his 14 years at Duke, he helped establish Duke’s emergency medicine division as a world-class program.

Leadership opportunities followed, including serving as senior associate dean and designated institutional official for Graduate Medical Education at the Medical College of Georgia at Augusta University, where he helped develop leadership programs and oversaw multi-campus operations.

“When you’re in a leadership role, people count on you to deliver,” Hocker said. “My upbringing and military experience helped shape that mindset and prepared me for the roles that followed.”

Eventually, a new opportunity emerged in the Rio Grande Valley in Texas, where Hocker served as dean and chief academic officer for the University of Texas, Rio Grande Valley (UTRGV) School of Medicine, and as the senior vice president for the UT Health RGV clinical practice. The region was underserved and faced complex health challenges, but he saw the work as meaningful.

“It was one of the most fulfilling chapters of my career, and we had a chance to make a real difference,” Hocker said. “Our motto was any patient, anytime, anywhere.”

Then came a call from Tennessee.

Though initially uninterested, a visit to Memphis changed Hocker’s mind.

“I saw a great institution, passionate people, and a statewide mission that aligned with what I care about,” Hocker said. “Here was a place that was training the next generation of physician leaders to serve communities in need. I knew that this was where I had to be.”

Now, as Dean of the UTHSC College of Medicine, Hocker is tackling some of the most pressing issues in Tennessee healthcare head-on, including physician shortages, outdated facilities, and the need for innovation in education and training. On top of that, the state is projected to face a shortfall of 6,000 or more physicians by 2035, particularly in rural areas.

“It’s not just about Memphis, Nashville, or Knoxville,” Hocker said. “The small communities will feel it the most. That’s where we need to invest and lead.”

Hocker’s strategy is multi-pronged: growing the medical school’s class size from 175 to potentially 250; expanding the PA program from 60 to 100 students annually; and creating innovative pipeline programs that identify and support Tennessee high school students as early as junior year. His “golden ticket” concept is early admission for top in-state students with strong academic records, and he aims to keep talent in-state and make medical education more accessible.

Hocker is also a champion of curriculum modernization.

“Today’s students don’t learn the way we did,” he said. “They won’t sit through a hundred lectures. We have to teach more like we train – case-based, team-based, and interdisciplinary, and that includes breaking down silos between physicians, nurses, pharmacists, and other healthcare professionals.”

But building cutting-edge curriculum also requires appropriate infrastructure. Hocker wants to update facilities to provide better learning environments that match the quality of UTHSC students and the school’s mission.”

Hocker cited the new College of Medicine building as a keystone project for the future, which will help accommodate growth and improve the training environment. But more than buildings, Hocker said the soul of UT’s medical enterprise lies in its people, and he’s focused on marketing that value more effectively.

“I’ve been amazed by the quality of physicians and providers across this state,” Hocker said. “Our alumni, our faculty, and our students are phenomenal, and our residency programs are top tier,” Hocker said. “We haven’t told that story well enough, that’s changing.”

A firm believer in service beyond the clinic, Hocker travels the state to promote UT’s role as a cornerstone of the community. As soon as he arrived in Memphis, he began stressing that message.

“We’re not separate from the community, we’re part of it,” Hocker said. “Whether it’s healthcare, research, or public service, we have to be at the table, working together.”

As UT Health Science Center moves forward under Hocker’s leadership, one thing is clear: he’s not interested in doing things the way they’ve always been done.

“We’re facing challenges, no doubt, but I see them as opportunities,” Hocker said. “This is our moment to lead, and we will.”