The ability to measure and track progress in patient safety remains an ongoing challenge, particularly at the organizational level. While efforts to improve safety culture and reduce specific preventable adverse events continue to grow, there is a paucity of literature on the human resources required to accomplish such goals. In this commentary, Dr. Peter Pronovost and colleagues describe the sequential investments made in human capital starting from the time of a highly publicized error at their institution through more recent times. They discuss the infrastructure developed at the patient care, unit or team, and organizational levels with specific roles, job descriptions, and percentage support outlined. They reflect upon their experiences and advocate for an equal commitment to investing in safety infrastructure through adequate staffing and training of leaders and change agents.