perspectives
perspectives
By Deborah Ellis, PhD, MS, MT( ASCP), CIC, LTC-CIP, CPHQ, FACHE
Infection Preventionists Belong in the C-Suite
Health systems that embed infection prevention into their leadership structure signal a proactive stance on safety culture and operational integrity. Conversely, those that relegate IPs to advisory roles may find themselves reacting to preventable crises— at great human and financial cost.”
For more than two decades, I’ ve worked as an infection preventionist( IP), navigating crises, driving compliance, and leading system-level improvements in healthcare safety. I’ ve witnessed firsthand how the role of IPs has evolved— from tracking outbreaks and preventing healthcare-associated infections( HAIs) to designing robust prevention programs, managing risk, and coordinating emergency response. Despite this evolution, one frustrating constant remains: Infection Preventionists are still largely absent from the C-suite. That needs to change. The COVID-19 pandemic offered a fleeting glimpse of what’ s possible. During the height of global uncertainty, IPs were indispensable— serving as crisis managers, risk communicators, policy advisors, and trusted voices of science. But even then, we were often expected to influence without authority, navigate chaos without resources, and guide executive decisions from the sidelines.
Now, as the acute emergency has passed, many organizations have returned to“ business as usual.” But those of us in infection prevention know the truth: the threats never disappeared. And neither did the need for our leadership.
IPs belong in the C-suite— not only during public health emergencies, but always.
Infection Preventionists Are Already Thinking Like Executives
Effective executive leadership requires more than charisma or financial acumen. It demands the ability to synthesize complex data, lead through ambiguity, and manage competing priorities across departments. IPs do this every day.
At our core, we are systems thinkers. We recognize that a breach in environmental cleaning protocols isn’ t just a local issue— it might be a symptom of supply chain failure, staff burnout, or a breakdown in training. We trace issues upstream, coordinate interdisciplinary solutions, and implement policies that sustain change across the organization. This mindset mirrors the work of high-performing CEOs and COOs.
Moreover, IPs are uniquely comfortable with uncertainty. We often work with imperfect information, rapidly changing evidence, and shifting regulatory requirements. Our job is to provide clarity amid confusion— a skill set that’ s not only valuable during pandemics, but critical to effective governance in any health system.
We Are Experts in Risk Management and Compliance
C-suite leaders must be fluent in the language of risk— and IPs are fluent and then some. We translate epidemiologic data into operational action. We anticipate the downstream effects of regulatory changes before they take effect. We routinely liaise with departments as varied as nursing, engineering, environmental services, pharmacy, and information technology( IT) to ensure compliance and patient safety.
In a world where reputational risk, liability, and patient outcomes are tightly linked, the infection preventionist brings unmatched expertise to the executive table.
It’ s worth asking: Why are hospital CFOs routinely included in executive decision-making( as they should be), while the leaders responsible for containing outbreaks, managing catastrophic risk, and protecting lives are not?
The Industry Can’ t Afford to Underestimate Us
Exclusion from leadership is not just a professional slight— it’ s a strategic failure. Healthcare executives cannot afford to overlook the talent, insights, and foresight that IPs bring.
This is particularly true in the post-COVID era, where patients and regulatory bodies are more attuned than ever to safety, transparency, and accountability. Health systems that embed infection prevention into their leadership structure signal a proactive stance on safety culture and operational integrity. Conversely, those that relegate IPs to advisory roles may find themselves reacting to preventable crises— at great human and financial cost.
Moreover, the leadership bench in healthcare is rapidly shifting. Many health systems are grappling with executive turnover, burnout, and workforce shortages. At the same time, IPs have continued to lead— quietly, steadily, and with relentless commitment. Why wouldn’ t we look at this proven group of professionals when seeking the next generation of healthcare leaders?
Representation Matters For the Future of the Profession
Elevating IPs into executive roles does more than benefit the individual— it strengthens the profession and the healthcare ecosystem. When infection prevention is represented at the highest levels, it becomes embedded in strategic planning, not tacked on as an afterthought.
C-suite representation also changes the pipeline. Early-career IPs, students in epidemiology and microbiology, and even infection preventionists in long-term care and
Outpatient settings will begin to see new possibilities. They’ ll understand that their voice is not only valued but necessary in shaping the future of healthcare.
Leadership visibility matters. It creates momentum. And it ensures that infection prevention never fades into the background again.
6 • www. healthcarehygienemagazine. com • jul-aug 2025