By Felicia L. Niven
Michael J. Charlton knows a thing or two about building something from the ground up. At 23, he took a leap — turning a modest 600-square-foot pizzeria into a thriving business. Maybe it was inspiration. Maybe it was determination. But the gamble paid off, and along the way, he learned a fundamental truth: success is about people. That lesson followed him from the world of hospitality and construction to the highest ranks of healthcare, where, as CEO of AtlantiCare, he leads with the same ethos — trust, visibility, and a relentless commitment to culture. “Be visible. Be kind. It’s really that simple,” he says. Simple, perhaps, but transformative.
Born and raised in Atlantic City, Charlton grew up in a close-knit Italian Catholic family, where hard work and strong values were a way of life. With relatives living just a few blocks apart, he saw firsthand the dedication and perseverance of his grandparents — qualities he strives to honor every day. After attending Holy Spirit High School, he pursued a finance degree at the University of Delaware. A brief stint on Wall Street made him realize that his heart belonged at home.
“My family had some background in construction and hospitality, including food and beverage, so I had a bit of understanding of the industry,” he said. Fueled by the optimism of a young entrepreneur, he took a leap and opened Gourmet Italian in Galloway. What started as a single venture quickly grew, laying the foundation for what would become Icon Hospitality — including Gourmet Italian Cuisine, the Carriage House, Gourmet Liquors, Gourmet Catering, Luscious and Sweet bakery, and Icon Construction.
“When the business is smaller, you’re the chief of everything, and as the organization scales, you’re no longer doing the tasks,” he explained. “You’re supporting the people doing the work. As a business leader, you step back and trust that you have the right people who are aligned with your values and mission.”
Community has always been important to Charlton. As chairman of the Holy Spirit High School board, he assembled a team of community leaders to help his alma mater thrive. Among them was Michael Walsh, then an executive at Caesars. When Charlton reached out to Walsh, a fellow Holy Spirit alum, Walsh initially said he said he didn’t have the time. But Charlton, with his charismatic charm, insisted that Walsh would actually be doing him a favor. In the end, Walsh gave in.
Walsh soon cashed in on that favor and asked to meet for breakfast. “Mike invited me to breakfast with David Tilton of AtlantiCare,” Charlton recalled. “They asked me to serve on the board, but I told them I didn’t have the time. Mike just looked at me and said, ‘Oh no, you owe me.’ So, I honored that commitment — and I tell people the same thing now. Once you are part of AtlantiCare, the work is so meaningful that it draws you in. You stay because of the people, the mission, and the impact. I had never experienced anything quite like it before.”
It was a pivotal point in his career. He met mentors such as former AtlantiCare Presidents and CEOs, George Lynn and David Tilton, and Eugene Arnone, former chairman of AtlantiCare Health Services. With their encouragement, Charlton went back to school, earning a degree in Healthcare Administration/Organizational Leadership from the University of Louisville, followed by a master’s in healthcare leadership from Brown University. He became Chairman of the Board of AtlantiCare in 2016 and got a larger perspective on the industry serving on the American Hospital Association board for seven years. In April 2023, he became interim President and CEO of AtlantiCare, responsible for AtlantiCare’s operations, development, and strategic growth, leading a team of more than 6,500 individuals in serving the community in five southeastern New Jersey counties. In October, they officially removed the “interim,” confirming that he was the right person for the job.
Charlton brought a decidedly different type of leadership style to AtlantiCare, perhaps one honed by decades in hospitality. “I’m a relationship person,” he said. “I believe that the business will move at the speed of relationships, particularly in healthcare. People aren’t here unless they’re vulnerable. We want to be empathetic; we want to be kind. We understand that everyone has a story. We don’t know what they’re struggling with, but we must be there to support them.”
He encourages his leadership team to be present and visible — and sets the tone leading by example. There is an oft-told story of Charlton showing up on a weekend overnight shift just to talk to a lead nurse. “It was incredibly busy, and she was like an air traffic controller with empathy,” he said. It took him a few visits before he could engage her in conversation, but it gave him tremendous insight. “I can tell you every day that I spend in those hospitals with our team and the patients is the most impactful thing that I do,” he said.
Under his leadership, AtlantiCare has launched Vision 2030, a strategic plan that extends far beyond the hospital system to address the broader factors influencing community health. “We know that only about 25% of a person’s health is directly impacted by medical care — things like medications, treatments, and preventive services. The other 75% is shaped by everyday factors: access to nutritious food, stable housing, financial security, and social well-being. Are people experiencing loneliness or depression? Do they have the resources they need to thrive? Vision 2030 is about tackling these challenges and creating a healthier future for our region.” Toward that end, AtlantiCare has formed partnerships with Oracle Health, Cleveland Clinic Cancer Institute, Global Neurosciences, Stockton and Drexel Universities.
His mission is clear: to showcase the world-class care available right here in our community. Too often, he says, people assume they need to travel elsewhere for cutting-edge treatment — but AtlantiCare is proving otherwise. “There’s a perception that you have to go west to find top-tier care, but that’s simply not the case. We bring the best in the industry to our region, and we’ve been recognized for that quality time and again.”
Charlton continues to lead with the people-centered philosophy that has guided him from the start. Be visible. Be kind. For him, it really is that simple.
