INTRODUCING
How would you describe your leadership style?
I would describe it as strategic. I like to get things
done – and I thrive on transformational change. I am
a strong advocate of Lean methodology. I am also a big
believer in the importance of effective and concise com-
munication. I trust people to do the work and I value
their expertise. I’m also open to new ideas.
Why did you want to be College Registrar and
CEO?
I am thrilled to be in this role. It is a real honour to
serve as the Registrar and CEO for the College. Be-
cause of my background, I understand the complex
system of health-care delivery from a variety of view-
points, which will be a benefit to the organization.
There is an opportunity to make a real impact on a large
scale. Making system-wide change is not easy – it’s an
art and a science and it’s a major undertaking. But it’s
an undertaking that I believe is important.
What did you learn in your role as a hospital
CEO that is already proving useful in your new
position?
In my leadership roles at the hospital, I learned how ef-
fective Lean is – by making continuous tests of change,
significant transformation can occur. I also learned how
an engaged workforce with a culture focused on a clear,
shared vision can drive positive outcomes in health
care. At the hospital, we were focused on an excellent
patient care experience, and with that focus and the
engagement of employees and providers, we were able
to continuously improve our delivery of care.
How are you approaching your new role and your
initial areas of focus?
I’m in learning mode. I’m surrounded by remarkable
expertise at the CPSO and that has been incredibly
helpful. Coming from the hospital sector and a back-
ground of continuous improvement, I see opportunities
for transformation. I believe that in order to continue
8
DIALOGUE ISSUE 3, 2018
to improve our service in the public interest, we must
strengthen both our relationship with the profession
and our collaboration with our health-care partners. To
start, I’m focused on two things: improving the com-
plaints process and communicating more frequently
and more effectively with our stakeholders.
Where do you think the greatest gains can be
made in protecting the public interest?
I think our complaints process can be streamlined. And
we need to work with our health-care partners to try to
resolve concerns at a local level before elevating com-
plaints to the CPSO. Our duty to protect the public
requires us to have a collaborative, positive relationship
with the profession that we regulate. Ultimately, the
regulator and the profession share the same goal – we
want to provide high quality, safe patient care. So work-
ing to truly improve our engagement with the profes-
sion is a critical building block to improving public
trust in our health-care system.
What do you miss most about clinical practice?
I miss the one-on-one interaction with a patient and
that positive feedback loop. It’s rewarding to be able to
make a difference, one patient at a time.
Tell us about your family.
I have three grown daughters and a son-in-law in
various stages of life. Most recently, I became a grand-
mother. My husband is also a physician, practising in
Stratford, a community that has been our home for
nearly 24 years.
How do you relax?
I relax by practising yoga regularly and spending time
with family and friends, including as much time as pos-
sible with my wonderful granddaughter. My husband
and I also love to travel, cycle and hike, which we try to
do as much as our schedules allow.
MD