Most Influential Canadian Women Leaders in Healthcare, 2024 January 2024.pdf

January | Issue 01 | 2024
Most
CANADIAN
WOMEN
LEADERS
HEALTHCARE
Inﬂuential
2024
in
Charting New Horizons
The Impactful
Presence of Women in
Canadian Healthcare Leadership
Building Bridges
Women Leaders
Connecting Communities
Through Healthcare Innovation

Health state
is a of
complete harmony of the
body mind spirit.
, and

Managing Editor
As we step into a new era of healthcare leadership, it
is both a privilege and a responsibility to present to
you our special edition: "Most Influential
Canadian Women Leaders in Healthcare, 2024." While
the Canadian healthcare system has made commendable
strides in embracing diversity, it is crucial to acknowledge
that there is still a considerable distance to cover.
For women aspiring to leadership roles, the journey is often
compounded by intersecting forms of discrimination – be it
rooted in racism, colonialism, ableism, or homophobia.
Despite these challenges, we find stories of remarkable
resilience and determination among the women leaders who
have risen above these barriers.
In the pages that follow, we dive into the inspirational tales
of these visionaries, celebrating their achievements and the
transformative impact they have had on the healthcare
landscape. Their stories are nothing short of powerful
narratives that exemplify the strength of the human spirit
when coupled with a relentless commitment to excellence.
This edition of Insights Care serves not only as a
celebration of these influential Canadian women leaders but
also as a guide for aspiring young professionals looking to
venture into the dynamic world of healthcare. Their
journeys offer invaluable insights and lessons that can
illuminate the path for those about to embark on their own
professional ventures.
As you navigate through the pages of this edition, we hope
you find inspiration, motivation, and a deeper
understanding of the challenges and triumphs that define
leadership in healthcare. Let the stories within these pages
serve as shining examples of hope, guiding us all toward a
more inclusive and equitable future.
Wishing you an enlightening read ahead!
Managing Editor

A Visionary Healthcare Leader
Driving Collaboration,
Innovation, and Community Commitment
Lori Marshall
Spearheading Innovation in Life Sciences
Dr. Lynne LeSauteur
Guiding the Future of Healthcare
with Expertise and Vision
Valerie Ross
16
28
08
12
The Impactful
Presence of Women in
Canadian Healthcare Leadership
Building Bridges
Women Leaders
Through Healthcare Innovation
24

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January, 2024
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Brief
Featuring
Person
Company
Izabella Roth excels in strategic leadership,
empowering independence. Renowned advisor to
private firms and nonprofits.
Jacqueline Fontaine, a dedicated healthcare leader,
oversees as Chief Nursing Officer, ensuring top-
notch patient care and staff excellence.
Dr. Lynne LeSauteur, a Ph.D. in Pharmacology, boasts
20+ years in biologics, showcasing leadership at
Altasciences and National Research Council Canada.
Infinity Healthcare
infinity-8.ca
Izabella Roth
CEO
Dr. Lynne LeSauteur
Vice President,
Laboratory Sciences
Jacqueline Fontaine
Chief Nursing Officer
Altasciences
altasciences.com
Donwood Manor
donwoodmanor.org
Lori Marshall, a respected healthcare leader in
Ontario, brings over 20 years of progressive
experience and a patient-centered approach.
Valerie Ross, an accomplished professional, excels in
driving success and innovation in the medical
device industry.
Chatham-Kent
Health Alliance
ckha.on.ca
Lori Marshall
President & CEO
Valerie Ross
Managing Director
Boss Medical Ltd.
bossmedical.ca
Most
CANADIAN
WOMEN
LEADERS
HEALTHCARE
Influential
2024
in

This was achieved through close collaboration with several
biopharmaceutical companies. However, her passion for the
CRO space drew her back into the fold, and she was
irresistibly drawn to Altasciences.
Let’s delve into the journey of a leader—Dr. Lynne
Le Sauteur in the enticing sphere of life science.
Dr. Lynne Le Sauteur’s Leadership and Altasciences
Dr. Le Sauteur compares her leadership style to three
definitions: transformational, coaching, and democratic.
Transformational because she's all about driving change and
always looking for ways to improve delivery. Coaching
because she consistently puts the needs of her teams and
clients first. Democratic because she takes the time to listen,
involves and engages staff to put the best ideas on the table
in order to make informed decisions. Underlying all three
leadership skills is a very strong emphasis on teamwork
where individuals shine in roles that match their strengths
and work effectively with colleagues to deliver. This
synergy is vital to the success of bioanalytical projects.
Altasciences operates as both a contract research
organization (CRO) and a contract drug manufacturing
organization (CDMO), offering sponsors in the
pharmaceutical and biotechnology sectors flexible support
for early-phase drug development, from lead candidate
selection to clinical proof of concept and beyond —
streamlining the outsourcing process with their one-stop
solution. The company offers a wide range of services,
including bioanalytical assay development and validation,
sample analysis, safety evaluation, formulation
development, and clinical testing. Clients can choose
Life science is fascinating; it is a field that studies
living organisms, their structure, function, growth,
evolution, distribution, and interaction with the
environment, offering the promise of groundbreaking
discoveries and advancements in healthcare. It is this
dynamic realm in which Dr. Lynne Le Sauteur, Vice
President of Laboratory Sciences at Altasciences, has
made significant contributions to the industry. For Dr.
Le Sauteur, life science is exciting and provides a sense of
fulfillment. This domain has been a lifelong passion for her,
driven by the desire to make a meaningful impact on drug
development. With over 25 years of experience in biologic
drug development, she went from establishing immunology
departments to leading teams in research and development.
She earned a Ph.D. in Pharmacology and Therapeutics from
McGill University in Montréal, Québec.
Dr. Le Sauteur played a pivotal role in establishing the
Immunology Department at CTBR, a different contract
research organization (CRO), at a time when regulatory
guidelines for immunotoxicity and immunogenicity testing
were just taking shape. Her focus was on assembling the
right team and developing the necessary tests to meet
clients' needs. After 13 rewarding years in that capacity, she
had an exciting opportunity to join the Human Health
Therapeutics Research Centre at the National Research
Council of Canada (NRC). Her work centered on research
and development, and the characterization and production
of biologics.
During her tenure at the NRC, spanning six years, Dr.
Le Sauteur led numerous teams, and spearheaded initiatives
aimed at discovering, manufacturing, and characterizing
innovative biologics that addressed unmet medical needs.
Dr. Lynne
LeSauteur
Spearheading Innovation in Life Sciences
Most Influential Canadian Women Leaders in Healthcare, 2024
8
January 2024 www.insightscare.com

Dr. Lynne Le Sauteur, PhD
Vice President, Laboratory Sciences
Altasciences
www.insightscare.com
9
January 2024

including enhancements for specific software used in
bioanalysis. Operationally, a dedicated team is spearheading
this endeavor, working closely with experts throughout
Altasciences. A key driver of this initiative lies in the
inclusive approach adopted by the team; the involvement of
all relevant teams and stakeholders within the organization
is crucial. This inclusive approach ensures that there is a
coherent and comprehensive understanding of the
challenges and opportunities presented by automation and
that it aligns with client needs. Transparent and direct
communication channels are integral, facilitating the
sharing of challenges, as well as celebrating achievements.
A well-defined roadmap guides the project's trajectory,
providing clarity and direction to all involved parties and
enabling Altasciences to make meaningful progress in this
endeavor.
Challenges as Vice President
As with any executive role, Dr. Le Sauteur will come across
challenges, especially in a fast-paced, multi-site laboratory
division. One of the main challenges is rapid and effective
communication and decision-making among stakeholders.
For her, these challenges are opportunities to enhance a
client's drug development journey. Altasciences has
established the “One Laboratory Sciences” vision to
promote effective teamwork among sites and teams,
addressing client needs promptly. She emphasizes the
critical role of productive, timely communication within
and outside the organization. Altasciences’ company-wide,
proprietary tools like “Ask Albert” and a centralized
scheduling system facilitate seamless team collaboration
individual services or custom suites, potentially reducing
project timelines by up to 40%.
Dr. Le Sauteur’s decision to join Altasciences was
influenced by a unique combination of factors. The main
one was Altasciences’ dynamic, innovation-driven
environment. It perfectly aligned with her desire to
strategically contribute to laboratory sciences. Furthermore,
the company's unwavering commitment to providing
comprehensive solutions, fostering strategic growth, and
assembling a team of experts dedicated to scientific
excellence, regulatory compliance, and operational
proficiency were all factors that motivated her to join. At
Altasciences, she saw unrivaled potential for impact.
Bioanalytical Contributions
Dr. Le Sauteur leads the vital departments responsible for
generating essential pharmacokinetic and
pharmacodynamic data in drug development. She likens her
role to that of ship captain, guiding the bioanalytical part of
the company's fully integrated services. A cornerstone of
the team’s success lies in bioanalytical expertise, utilizing
advanced platforms like mass spectrometry, ligand binding
assays, flow cytometry, ELISpot, cell-based assays, PCR,
and more. These platforms generate the data needed to help
understand what the drug does to the body and what the
body does to the drug.
With three advanced laboratories strategically located
across North America, exceptional delivery of bioanalytical
data to clients is a priority. In addition, these laboratories,
are engaged in ongoing evaluation of technological
progress, including emerging technologies, equipment and
tools, as well as trends for preclinical and clinical
bioanalysis. Dr. Le Sauteur and her team have also been
assessing how automation may increase efficiency in
Altasciences’ bioanalytical departments. All of this ensures
that Altasciences is at the forefront of bioanalysis and drug
development. With all technological contributions, all
departments within laboratory sciences ensure scientific and
regulatory compliance, driving continuous innovation by
blending technology, rigor, and adherence to regulations.
Increasing Efficiency
In a pivotal project aimed at enhancing the efficiency of
bioanalytical services, Dr. Le Sauteur and her team are
actively pursuing automation. The scope of automation
projects spans from individual assay steps to
comprehensive automation of entire assays or platforms,
I am happiest as a
leader when I see all
the stars aligning; all
the pieces coming together
to create something larger than
the sum of its individual parts.
10

organic growth over the past five years. Between 2020 and
2023, Altasciences has added five new locations to their
portfolio. These encompass a CDMO facility in
Philadelphia, the establishment of a third clinical unit in
Los Angeles (adding to their Kansas City and Montréal
clinics), the inclusion of three more preclinical facilities in
Sacramento, Scranton, and Columbia (adding to their
Seattle site), along with the opening of an office in England.
Dr. Le Sauteur and all the teams at Altasciences remain
committed to continuously seeking avenues to provide
clients with an exceptional outsourcing experience,
reaffirming its dedication to advancement and excellence in
the healthcare sector.
and provide clients with a streamlined outsourcing
experience. This approach ensures rapid and efficient
progress in a client's drug development program, without
redundancy. Dr. Le Sauteur leverages the complexity of
managing a dynamic, multi-site organization to foster a
culture of collaboration and communication, turning
challenges into growth opportunities, to the benefit of
clients and the drug development process.
Advice and Recommendation
Dr. Le Sauteur advises aspiring scientists and entrepreneurs
looking to enter the healthcare sector to consider joining a
CRO, especially early in their life sciences career. Working
at a CRO offers exposure to a wide array of projects,
clients, and therapeutic domains, fostering diverse
experiences. It will provide an opportunity to engage with
cutting-edge technologies and expand your skill set. The
fast-paced CRO environment accelerates learning across
multiple facets of drug development, from preclinical
research to clinical trials and regulatory affairs. This
experience not only opens doors but also cultivates a robust
network, expertise, and teamwork skills. Additionally,
CROs teach efficient work and time management, preparing
for high-pressure scenarios and tight deadlines, common in
the healthcare industry. Joining a CRO can propel a career
in rewarding directions while equipping you with essential
skills for success.
Future Plans to Grow Laboratory Sciences
Dr. Le Sauteur and her team recently led a significant
expansion at Altasciences’ bioanalytical laboratory at its site
in Columbia, Missouri. This 8,000-square-foot space, which
includes a test material department, is equipped with state-
of-the-art instrumentation and robust bioanalytical
capabilities. This expansion serves to augment the
bioanalytical services that are already accessible at
Altasciences’ Laval and Seattle sites, catering to the needs
of preclinical and clinical studies conducted at Altasciences’
sites across North America, or standalone bioanalytical
projects. The laboratories’ proximity to the organization’s
preclinical and clinical facilities aims to facilitate seamless
collaboration among teams, sites, and phases of drug
development.
The organization is planning additional expansions in key
areas to align with client demands. In addition to enhancing
its bioanalytical solutions, the organization has been
consistently increasing its capacity and diversifying its full-
service offerings through a combination of acquisitions and
11
January 2024

In the dynamic realm of Canadian healthcare, a
significant and transformative shift is underway – the
growing impact of women in leadership roles.
Navigating the intricacies of healthcare delivery has
brought to light the invaluable contributions of women
leaders.
Let's delve into the positive effects of women in Canadian
healthcare leadership, highlighting the transformative
changes they bring and the uncharted horizons they are
navigating.
The Evolving Face of Leadership
Historically, the healthcare sector has been predominantly
led by men. However, a paradigm shift is unfolding, with
more women taking up pivotal roles in healthcare
administration, policy-making, and clinical leadership. This
shift transcends merely breaking the glass ceiling; it's about
infusing diverse perspectives into decision-making,
ultimately enriching the quality and inclusivity of
healthcare services.
Diversity as a Catalyst for Innovation
A compelling advantage of having more women in
healthcare leadership is the diversity of thought and
experience they bring to the table. Women often approach
problem-solving and decision-making, emphasizing
collaboration, empathy, and holistic perspectives. This
diversity contributes to innovation, a crucial aspect as the
healthcare sector grapples with 21st-century challenges.
Research indicates that diverse leadership teams improve
patient outcomes, enhance employee satisfaction, and
increase organizational effectiveness. Women leaders,
leveraging their unique insights, are instigating positive
changes in healthcare delivery, creating a more patient-
centric approach that responds to the population's diverse
needs.
Healthcare Leadership
The Impactful Presence
CANADIAN
WOMEN
of in
12

13
January 2024

The Ripple Effect
The presence of women in leadership positions sets in
motion a transformative ripple effect on organizational
culture. As women ascend to leadership roles, an
environment conducive to mentorship encourages the next
generation of female healthcare professionals to strive for
leadership positions. This virtuous cycle not only ensures
sustained gender diversity but also brings forth a wealth of
talent and fresh perspectives.
Leading with Empathy
Empathy is a cornerstone of effective healthcare leadership,
where women leaders often excel. Understanding and
connecting with the experiences of patients, healthcare
providers, and staff is crucial for fostering a compassionate
healthcare system. Drawing on their unique perspectives,
women leaders contribute to developing policies and
practices that prioritize patient well-being and the
community's overall health.
Advocacy for Inclusive Policies
Women in healthcare leadership are at the forefront of
championing policies that promote inclusivity and address
longstanding disparities in healthcare access. Whether
advocating for women's health issues or addressing the
unique needs of diverse communities, women leaders are
instrumental in shaping policies prioritizing equity and
inclusiveness. This enhances the quality of care and
contributes to the overall health and well-being of the
Canadian population.
Challenges and Triumphs
Despite the transformative impact of women in Canadian
healthcare leadership, challenges persist. The gender gap in
leadership roles remains a notable hurdle, with women
navigating subtle biases and stereotypes. This imbalance
does not indicate a lack of competence but a systemic issue
requiring ongoing attention.
Balancing professional responsibilities with family
commitments is a significant challenge for women leaders
in healthcare. The demanding nature of leadership roles and
societal expectations create additional hurdles for those
striving to achieve work-life balance. However, the
resilience and determination exhibited by these leaders in
managing these challenges are commendable.
Subtle biases also hinder the progress of women in
healthcare leadership. Stereotypes associating leadership
qualities with traditionally masculine traits contribute to a
perception gap, making it harder for women to be
recognized and rewarded for their leadership abilities.
Overcoming these biases necessitates individual
perseverance and systemic organizational culture and
attitude changes.
Triumphs, in the face of such challenges, underscore the
capabilities of women in healthcare leadership. Many have
shattered the glass ceiling, proving that gender should never
be a barrier to achieving the highest echelons of leadership.
The success stories of these women serve as beacons of
inspiration, demonstrating that competence, dedication, and
resilience are the true markers of effective leadership.
Moreover, these triumphs extend beyond individual
achievements to spark systemic changes propelled by
women leaders. Their advocacy for gender diversity has
increased awareness and initiatives to create more inclusive
workplaces. Organizations are beginning to recognize the
value of diverse leadership teams, fostering environments
that encourage the professional growth of women in
healthcare.
Mentorship and networking play pivotal roles in the
triumphs of women leaders. As more women reach
leadership positions, they actively mentor the next
generation. This mentorship provides guidance and support
but also contributes to breaking down barriers and
stereotypes, creating a more supportive path for aspiring
women leaders.
Conclusion
The emergence of women in Canadian healthcare
leadership signifies a paradigm shift shaping the future of
healthcare delivery. The transformative impact of women
leaders is evident in the innovative approaches, inclusive
policies, and empathetic leadership styles they bring to the
forefront. As we celebrate the achievements of women in
healthcare leadership, it is crucial to continue fostering an
environment that encourages diversity, ensuring that the
horizons they are charting lead to a healthcare system that
serves everyone with excellence and compassion.
- Pearl Shaw
14

A Visionary Healthcare Leader Driving Collaboration,
Innovation, and Community Commitment
eet Lori Marshall, an accomplished Health
MCare Executive with a remarkable ability to
drive success through collaboration. Recognized
for her innovative and compelling strategic approach, Lori
thrives on untangling intricate systemic challenges and
fostering a unified vision. She is not only an esteemed
mentor and guide but also highly appreciates the wisdom
derived from shared experiences. Lori’s leadership is
defined by unwavering integrity and setting a compelling
example for others to follow.
In her role as a senior healthcare leader both within the
industry and at Chatham-Kent Health Alliance (CKHA),
Lori bears the responsibility of ensuring our commitment to
the community, patients, and their families is upheld. This
commitment is realized by cultivating an environment
where both staff and physicians are motivated to excel, by
effectively managing the entrusted resources, and by
involving a wide spectrum of perspectives in shaping our
strategies.
Let’s dive into the details of the visionary leader:
The Centre
Chatham-Kent Health Alliance (CKHA) is a 200-bed
community hospital, serving the residents of Chatham and
rural Kent including Walpole Island and Delaware First
Nations. Formed in 2018, CKHA is committed to delivering
quality and safe care at its two sites in Chatham and
Wallaceburg.
CKHA collaborates with other partners to deliver care
across its community. CKHA’s dedicated team is comprised
of approximately 1,400 staff, 200 physicians and 200
volunteers. CKHA provides a full range of programs,
services and specialties from internal medicine and surgery
to women & children’s and critical care; it is designated a
schedule one facility under the Ministry of Health and cares
for tens of thousands of inpatients, outpatients and
emergency patients annually. CKHA is equipped with state-
of-the-art diagnostics and technology to support its varied
programs.
CKHA’s vision: Together, growing a healthier community,
underscores a movement to improving the population’s
health. Grounded by its values “CKHA CARES”
(Collaboration, Accountability, Respect, Excellence,
Safety), CKHA commits to continuously improve the
patient experience in partnership with patients, families and
caregivers.
Advancing Equity, Diversity, Inclusion, and Anti-
Racism
CKHA has made much progress recently in its Equity,
Diversity, Inclusion and Anti-Racism (EDIAR) initiatives.
In 2022, the center welcomed an EDIAR Executive Lead
for the organization and introduced an EDIAR Committee.
An inclusive health equity framework, work plan, and tools
were developed – these form the foundation of CKHA’s
EDIAR strategy. The center is in the process of
implementing this equity framework to deliver culturally
safe and friendly care to the diverse populations we serve.
Through the following initiatives, CKHA is seeking to
reduce health inequities:
Ÿ Collection of equity data, specifically enhancing current
sociodemographic data collection.
Ÿ Exploring an enhancement of the patient complaint
process to include fields that allow for the self-
identification of racial identity.
Ÿ Promoting health equity internally and externally
through the development of the role of Executive Lead
for Equity, Diversity, Inclusion and Anti-racism. The
Lead has been focused on identifying and when able,
delivering education to CKHA on health equity.
Ÿ Additionally, the Lead is establishing collaborative
partnerships with local Indigenous and racialized
leaders.
16

Lori Marshall
President and CEO
Chatham-Kent Health
Alliance
Lori’s approach is
not only about achieving
results but also about
fostering a sense of purpose
and unity among the
CKHA team. Her ability to
navigate complex challenges,
collaborate e ectively, and
lead by example make her
a true visionary in
healthcare leadership.
Adapting to Transformation
The landscape of healthcare and hospitals has undergone a
significant transformation in recent years, diverging
considerably from its state just a short while ago.
Comparable to its counterparts across the Ontario province,
CKHA has encountered its fair share of challenges
concerning health human resources as it navigated through
the pandemic. To tackle this issue, a series of recruitment
strategies were devised. These strategies encompassed
participation in local and provincial job fairs, the
establishment of novel care provider extender positions like
the Extern Program (financed by the Ministry of Health),
and engagement in Ministry-backed tuition reimbursement
plans for new recruits. The strategies for staff retention
center around addressing the specific concerns pinpointed
by employees, encompassing initiatives such as inter-
departmental liaison programs, educational access, and
acknowledgment programs. The organization’s upcoming
focal point involves streamlining hospital tasks, with a
focus on initiatives like virtual care. It’s acknowledged that
resolving these matters is a gradual process, but the
17
January 2024

aspiration is to mold CKHA into an attractive hub for
practice, employment, and volunteering.
Recent times have also witnessed the emergence of staff
and physician burnout as a pressing challenge in the
healthcare system. In response, a medley of strategies has
been put into motion. Some of these strategies were
operational during the height of the pandemic, while others
have now become standard practice. These include
heightened resources dedicated to Infection Control and
Prevention, augmented availability of the Employee
Assistance Program (EAP) and mental health provisions, as
well as the formulation of both staff recognition and
wellness schemes.
A noteworthy predicament revolves around ensuring that
patients are placed in the appropriate bed and care setting
within a suitable timeframe. This concern has been tackled
through the Time to Inpatient Bed Project, which zeroes in
on the duration required to transition an admitted patient
from the Emergency Department to a designated bed. A
collaborative effort has been instigated to detect gaps in the
patient flow process and enhance the caliber of care
dispensed. Recent statistics reflect an achievement of the
target time in over 90% of cases, showcasing tangible
advancements in this domain.
Turning the Tide
When Lori assumed her position at CKHA, the organization
was operating under the oversight of Provincial
Supervision. In 2016, the former Erie St. Clair Local Health
Integration Network recommended to the Ministry of
Health and Long-Term Care the appointment of an
investigator to ensure the public’s confidence in the
governance model for hospital services in Chatham-Kent.
Subsequently, a Provincial Supervisor was designated to
address the recommendations stemming from this
investigation. Lori commenced her role in early 2017 and
collaborated closely with the Provincial Supervisor to
execute these recommendations until his departure in
March 2018. Following this, a new Board was appointed to
the organization. The presence of substantial financial
challenges during that period necessitated a significant
restructuring of the hospital’s operational framework. This
undertaking held paramount importance, but it also
presented formidable difficulties for all stakeholders at
CKHA during that phase.
In the lead-up to the period of Provincial Supervision, both
the morale of the staff and the trust of the public in the
hospital had undoubtedly been affected. Throughout Lori’s
inaugural year as President and CEO at CKHA, concerted
efforts were directed towards revitalizing morale and trust
through a diverse range of strategies. Transparency emerged
Most Influential Canadian Women Leaders in Healthcare, 2024
18

as a pivotal element during this period, a principle that
continues to be deeply ingrained as a core value. Presently,
the organization relishes an improved financial standing
overall, displays a steadfast dedication to construction
projects, and has achieved the highest level of accreditation
bestowed by Accreditation Canada. The organization is
steadfastly aligned with its mission, vision, and values,
evident in its day-to-day operations.
Exemplary Accreditation and Advancements in Patient
Safety Initiatives
CKHA’s commendable efforts have yielded remarkable
recognition, as it achieved the esteemed “Accreditation with
Exemplary Standing” designation from Accreditation
Canada for the entirety of 2022-2026. Further underscoring
its commitment to excellence, the institution successfully
met accreditation standards for its specialized domains of
stroke care and medical laboratory through distinct
evaluations conducted within the same year. These
accomplishments stand as a resounding testament to the
unyielding dedication of CKHA’s collective team, including
staff, physicians, volunteers, and patient advisors, all of
whom have fervently championed the cause of patient
safety and the maintenance of high-quality care standards.
In the area of patient safety, a series of strategic initiatives
have significantly contributed to the realization of these
remarkable goals:
Ÿ Promotion of a Just Culture: The cultivation of a culture
that perceives incidents as valuable learning
opportunities, spurring improvements in both systems
and processes when they occur.
Ÿ Electronic Incident Reporting System (RL6): A
streamlined mechanism that empowers staff to directly
report incidents in a timely manner, ensuring prompt
follow-up. Moreover, this system facilitates summary
reporting to the Board, enabling comprehensive trend
analysis and the identification of key avenues for
enhancement.
Ÿ Sharing Safety Reports: The dissemination of safety
reports, offering insights into learning opportunities for
various departments, transpires during cross-functional
Quality and Safety Program Councils. Furthermore,
CKHA’s dedicated Professional Practice team actively
disseminates these improvements throughout the entire
organization.
Ÿ Quality of Care Reviews: These comprehensive reviews
involve all individuals directly engaged in patient care
situations. Their purpose is to meticulously examine
critical incidents and other serious patient safety
occurrences, with the aim of comprehending the root
causes, the reasons behind them, and the potential
system or process modifications that can prevent the
recurrence of similar incidents.
Ÿ Frequent Huddles: Regular huddles convened across
units and departments prioritize patient and staff safety
as central discussion points. Notably, as the CEO, Lori
takes an active role in attending these sessions on a
rotational basis, facilitating direct insight into any
concerns that might impact quality and patient safety.
Ÿ CKHA’s Quality Utilization Review Committee: This
committee, involving physician and administrative
leaders from diverse sectors of the organization,
rigorously evaluates overall performance. In addition to
sharing best practices, this platform serves as a resource
for seeking guidance, assistance, and advice to further
progress in specific areas.
Revolutionizing Healthcare
CKHA’s digital transformation journey is evident through
its role in the late 2020 launch of a regional Health
Information System (HIS). Despite the pandemic, CKHA
demonstrated commitment and precision in this major
clinical transformation. The new HIS replaced an outdated
system, ensuring secure electronic documentation, accurate
drug administration, fewer duplicate tests, quicker access to
patient records, and an improved patient experience. CKHA
stands out as one of 16 Canadian hospitals achieving
EMRAM 6 or higher digital maturity levels, highlighting its
dedication to innovative healthcare technology.
Resilience and Collaboration
CKHA’s strong partnerships within the Chatham-Kent
Ontario Health Team (CKOHT) were notably evident
during the onset of the COVID-19 pandemic. Collaborating
closely with partners and the community, we established a
field hospital (which fortunately remained unused),
orchestrated community-wide COVID-19 testing, and
introduced a community COVID-19 Vaccination Clinic in
collaboration with CK Public Health and Chatham-Kent
Emergency Management Services (EMS). Moreover,
CKHA’s team extended staffing assistance to local Long
Term Care Homes during significant outbreaks.
In response to the substantial postponement of non-urgent
surgical procedures during the pandemic’s initial waves,
CKHA’s formulated and executed strategies to mitigate care
delays. Its Surgical Renewal project yielded remarkable
outcomes, addressing the procedural backlog stemming
19
January 2024

from the pandemic. Notably, CKHA surpassed pre-
pandemic surgical volumes, performing 8,900 cases in
2022/23, marking the highest figure in the past five years.
Collaborative Excellence
CKHA is proud to be a signatory member of the Chatham-
Kent Ontario Health Team (CKOHT). Through this
partnership, the center has been given the opportunity to
collaborate and engage with CKHA’s community partners.
The CKOHT’s shared goal is to achieve the best health and
well-being together. Recent collaborations with its CKOHT
partners include shared priorities such as reducing
ambulatory sensitive conditions/avoidable Emergency
Department visits.
One recent collaboration CKHA team is very proud of is its
Withdrawal Management Service. Mental health and
addictions needs have risen, particularly over the course of
the pandemic. CKHA’s Withdrawal Management Service
provides a supportive environment to enable safe
withdrawal from substances and initiation of follow-up
addictions treatment. Lori states, “Along with our partners,
we worked quickly to establish this 10-bed service at our
Chatham Site to respond to this pressing need. Successful
completion of the project required partnership and support
from many stakeholders including; the Ministry of Health;
the municipality of Chatham-Kent; Chatham-Kent Health
Alliance Foundation; the United Way of Chatham-Kent;
and the Canadian Mental Health Association Lambton-
Kent.”
View on Future of Healthcare Delivery
Lori highlights the significance of CKHA’s Virtual Based
Care project as a standout initiative this year. This project
signifies CKHA’s transition towards offering care through
virtual channels within the inpatient framework, with
potential future expansion beyond the hospital setting. She
adds, “We’re also very engaged in a building project for
our Wallaceburg Site and so engaging with our community
to further that design will be a focus for the coming year.”
Wisdom for Emerging Leaders
Lori’s counsel to budding leaders’ centers on nurturing
curiosity. Frequently, upon assuming leadership positions,
there's a tendency to believe that one must possess all-
encompassing knowledge or possess the ability to make
challenging decisions. However, by actively engaging with
others, lending an ear to their insights, and drawing
inspiration from their innovative thinking, you unlock a
realm of possibilities that may have otherwise eluded you.
This advice encourages an open-minded approach that can
unveil uncharted horizons, extending beyond what you
might have initially envisioned.
20

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Wellness is
connection paths:
a of
knowledge action
and

Women leaders in the dynamic healthcare
landscape connect communities through
innovative practices to address the gender
health gap. As FemTech, a burgeoning sector focusing on
tech-based medical tools for women's health, gains
prominence, it becomes a crucial bridge to narrow existing
disparities. However, addressing the gender health gap is a
multifaceted challenge that demands comprehensive
strategies and collaborative efforts.
Let's dive into the details further!
FemTech: A Bridge to Gender Health Equality
FemTech has emerged as a ray of hope in women's health.
This sector encompasses a variety of technological tools,
products, and services that are precisely designed to address
the unique healthcare needs of women. From fertility
tracking apps to wearable devices monitoring maternal
health, FemTech is bridging gaps in healthcare accessibility
and providing tailored solutions.
Despite the promising advancements in FemTech, it is
essential to acknowledge that this alone cannot entirely
close the gender health gap. The issue is complex, with
socio-economic, cultural, and educational factors
contributing to the disparities in healthcare outcomes. To
bridge this gap effectively, women leaders are employing
various strategies to create lasting change.
Encouraging Women to Pursue Careers in Health Tech
An essential aspect of building bridges in healthcare is
encouraging more women to enter the field of health
technology. Hila Goldman-Aslan, a distinguished leader in
the digital health sector, inspires women to consider careers
in health tech. Women leaders can pave the way for a more
diverse and innovative healthcare landscape by fostering
inclusivity and providing mentorship opportunities.
Launching Initiatives to Bridge the Growth Gap in
Women's Health
In response to the existing disparities, initiatives like Frost
& Sullivan's EmpowerHer program are gaining momentum.
This program brings together experts, thought leaders,
industry professionals, and policymakers to share
knowledge, foster innovation, and empower women. By
addressing the systemic challenges hindering women's
health, such initiatives become bridges connecting
communities through collaborative efforts.
Supporting Women Leaders in Healthcare
Recognizing and supporting women in healthcare is crucial
for creating an inclusive and effective healthcare system.
Organizations like The Healthcare Technology Report
significantly celebrate the achievements of women leaders,
such as Denise Basow, Kumsal Bayazit, and Laura Mensch,
Building Bridges
Healthcare
Innovation
Women Leaders
Through
24

25
January 2024

in healthcare software. By acknowledging and amplifying
the voices of women leaders, the industry takes a step
closer to closing the gender gap.
Advocating for Policy Changes
Women leaders are actively engaging in advocacy efforts
for policy changes that prioritize women's health. These
leaders aim to create an environment that supports
comprehensive healthcare solutions for women by
influencing policy decisions at local, national, and
international levels. This includes pushing for increased
funding, improved access to healthcare services, and the
integration of gender-specific considerations in healthcare
policies.
Strengthening Cross-Sector Collaborations
Women leaders foster collaborations across sectors to build
effective bridges in healthcare. By bringing together
healthcare professionals, technology experts, policymakers,
and community leaders, these collaborations aim to create
holistic solutions that address the different needs of women.
Interdisciplinary approaches contribute to the development
of innovative strategies that go beyond traditional
healthcare boundaries.
Empowering Community Engagement
Women leaders recognize the power of community
engagement in bridging healthcare gaps. Initiatives that
involve local communities in healthcare decision-making,
education, and awareness campaigns contribute to a more
responsive and culturally sensitive healthcare system.
Empowering communities ensures that healthcare solutions
are not only accessible but also aligned with the unique
needs and perspectives of diverse populations.
Promoting Mental Health Awareness
Acknowledging the link between mental and physical
health, women leaders are championing mental health
awareness initiatives. By reducing stigma, providing
support networks, and integrating mental health into overall
healthcare strategies, these leaders contribute to a more
holistic approach to women's well-being. Mental health
awareness is crucial to bridging healthcare gaps and
fostering overall community health.
Investing inResearchand Development
Women leaders actively advocate for increased investment
in research and development focused on women's health.
They aim to uncover new solutions, treatments, and
preventive measures specific to women's healthcare needs
by supporting innovative research projects. Investing in
R&D ensures that healthcare innovation remains at the
forefront, continuously improving women's health
outcomes.
Promoting Digital Health Literacy
As technology continues to contribute to healthcare, women
leaders emphasize the importance of digital health literacy.
Promoting awareness and education on digital health tools
and resources empowers communities to make informed
decisions about their health. Digital health literacy
initiatives contribute to narrowing the technology gap and
ensuring that women can fully utilize available healthcare
innovations.
In Conclusion
Connecting communities through healthcare innovation
requires a concerted effort from women leaders who are
actively building bridges to address the gender health gap.
While FemTech represents a promising development, it is
essential to supplement technological advancements with
comprehensive strategies. The collaborative efforts of
women leaders serve as the foundation for a more inclusive,
accessible, and equitable healthcare future.
- Pearl Shaw
26

Valerie
Ro
Guiding the Future of Healthcare
with Exper se and Vision
Valerie Ross
Managing Director
Boss Medical Ltd
I take a
very liberal
approach
to my
leadership
style. I
enjoy
working
together
and
leading by
example.
‘‘
‘
‘
28

It takes a strong and competent leader to bring positive
transformation in the healthcare landscape. Among the
influential names leading the healthcare landscape in
Canada, one name shines brightly—Valerie Ross. With
over 16 years of invaluable experience in the medical
device sector, she has emerged as a results-oriented, high-
energy professional with a remarkable track record in sales
and management.
Armed with an MBA from Athabasca University Faculty of
Business, Valerie embodies a unique blend of academic
knowledge and hands-on expertise. Hailing from Singapore
and now calling Edmonton, Alberta, Canada, her home,
Valerie brings a global perspective to her role. She
exemplifies the dedication and tenacity required to navigate
the complexities of the healthcare landscape.
As the Managing Director of Boss Medical Ltd., Valerie
is guiding the company towards unparalleled heights.
Specializing in the distribution and marketing of national
and international medical devices and aesthetic brands,
Boss Medical is not just a company; it's a institution of trust
and innovation in the anti-aging market. Valerie's leadership
is grounded in a mission—to provide healthcare
professionals with the most advanced and clinically proven
brands in medical aesthetics.
Our recent interview with Valerie unfolds an inspirational
narrative of commitment and resilience.
Could you provide some insight into your professional
path and the factors that led you to your current
position as Managing Director at Boss Medical Ltd.?
I started my career in the medical field as a regional
company representative. After 15 years of working as
representative for multiple medical device and drug
companies and, while completing my Masters degree at
Athabasca University, I decided to start a medical aesthetic
distribution company of my own. Boss Medical has been
active since 2016.
What motivates and drives you in your role as a leader
in the healthcare industry?
I love the field of Medical Aesthetics and medical devices.
It's such an exciting industry that enhances people's lives in
a positive manner. Throughout the years, I have seen so
many lives impacted by new technology and advances that
it never gets boring. I pride myself on continuously learning
from my partners and peers in the industry and enjoy
sharing my knowledge with others.
Give an overview of Boss Medical Ltd. highlighting its
mission in the healthcare industry.
Boss Medical Limited is a privately owned medical
distribution company based out of Edmonton, Alberta,
Canada. Boss Medical holds an active Medical Device
Establishment Licence from Health Canada and specializes
in the importation, distribution, sales and marketing of
globally established medical devices, professional aesthetic
products and personal protective equipment across Canada.
Its mission from the beginning has been to bring the best in
Medical Aesthetics to the Canadian market.
How would you describe your leadership style and how
has it contributed to the success of Boss Medical Ltd.?
I take a very liberal approach to my leadership style. I'm not
a micro manager and strive to empower the individuals I
collaborate with and encourage critical thinking when it
comes to ideas and solutions. I enjoy working together and
leading by example.
In what ways does your organization contribute to
supply chain solutions for distributors and
manufacturers of medical aesthetic products?
As a licensed importer and distributor, with a l warehouse
and training facility in Edmonton, Alberta, Boss Medical
brings Health Canada approved medical devices into
Canada for efficient distribution to its Canadian customers.
Most Influen al Canadian Women Leaders in Healthcare, 2024
29
January 2024

Boss Medical Limited's newly launched multi-vendor
platform, MedAeX (Medical Aesthetics Connect - ), takes it
a step further by connecting Canadian Health Care
Professionals to Medical Aesthetic Providers from around
the world on a single platform. Boss Medical also provides
regulatory assistance services to new vendors looking to
enter the Canadian Market.
How do you ensure that your team stays aligned with
the company's goals and values?
I try to empower my team by allowing them to approach me
with their ideas while sharing my personal vision and
working together to come up with the best solutions and
ideas. Boss Medical has strategically partnered with sub-
dealers and training facilities across Canada that share the
goal of providing the best in Medical Aesthetics. MedAeX
operates on a similar principle where vendors must go
through an approval process and be vetted before being
permitted to promote their devices and products on the
platform. This is to ensure only high quality products from
reputable manufacturers are included on the site.
Could you highlight a specific accomplishment or
project at Boss Medical Ltd. that you are particularly
proud of, and how it has contributed to the
organization's success?
Boss Medical Limited has recently launched MedAeX
(Medical Aesthetics Connect - ) in Canada. MedAeX is a
new multi-vendor platform connecting Canadian Health
Care Professionals to Medical Aesthetic Providers world-
wide. This platform specifically addresses market
inefficiencies and outdated industry practices that became
even more apparent and critical during the pandemic. It
allows various distributors and manufacturers to work
together and provides Canadian Health Care Professionals
equal buying power by reducing the complexities of multi-
vendor billing while remaining focused on providing the
best in Medical Aesthetics.
What advice would you give to aspiring professionals,
particularly women, who aim to make a significant
impact in their careers?
Don't settle for mediocre. Do something you live and feel
passionate about, so that your work doesn't feel like a task.
Celebrate your achievements and never stop generating
ideas and focusing on your vision. Keep learning and stay
humble.
30

Most Influential Canadian Women Leaders in Healthcare, 2024 January 2024.pdf

Most Influential Canadian Women Leaders in Healthcare, 2024 January 2024.pdf

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