Leading with Compassion
Themodernleadershipinthehealthcaresectorisnolongerlimitedtohavingknowledgeofmedical
expertise or business strategies.Today, it consists of visionaries who redefine how the delivery of caretakesplaceandrevolutionizetheentiresystemofhealthcare.Theimpactofthewomenleaders onthehealthcarefielddoesnotjustinfluencetheinstitutionsundertheirsupervisionbutreachesfurtherinto the communities as well, thus, generating a series of changes beyond the ordinary boundaries. They are changing the perception of trust in an industry that requires both precision and compassion, thus, showing that effective leadership includes not only being a leader but also being a listener.Their use of technology, sustainable solutions, and inclusiveness defines the new generation of the healthcare leaders. Every move made by these individuals is an example of a brave choice, which produces a groundbreaking effect. Therefore, each step of the women leaders in the healthcare sector is a sign of what the future of medicine willbelike.
AtCIOViews,wehonortheseempoweringleadersbydedicatingthisissuetitled“The05MostInfluential Women Leaders in Healthcare to Follow, 2026” to them. Featuring as the cover story, we have covered the successful & motivating journey of Leah Amir, Executive Director Institute for Quality Resource ManagementatVantageView.WehavealsoincludedtheinspiringstoriesofKileyFloyd,CEOofNemaha Valley Community Hospital; Anna Gräbner, CEO of Genolier Innovation Hub; Angie Beltsos, CEO and ChiefMedicalOfficeratViosFertilityInstitute;andChanieGluck,CEOof4DGlobal.
CIOViews is a business magazine that mainly focuses on business leaders, their journey, views on current economic states, and all other relevant subjects that refer to the business world. Our goal is to be a leading sourceofinformationdedicatedtoprovidingourreaderswithdetailedperspectivesandviewsofsuccessful business leaders who are transforming the business outlook and redefining their goals. With exclusive editionsonvariousindustrieslikesoftware,education,healthcare,technology,realestate,andmanymore, CIOViewsisdriventopromoteexcellenceintheworldofbusiness.
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“THE
10. Leah Amir
The Road Less Practiced: How
Finds Certainty in the Blind Spots within Cardiac Care
Executive Director Institute for Quality Resource Management, VantageView
Arestless need to understand how things work and the discipline to follow that curiosity wherever it led set LeahAmir on her path into healthcare. Even as a little girl, she was intrigued with the magic of my environment. This nurtured by curiosity leading into the study of science. Wonder let to investigation. To learn how crickets make sound, she lay still in the grass, patient and intent, until the answer revealed itself. She watched closely as their wings moved. One wing carries a serrated
vein that works like a comb, while the other has a hardened edge that scrapes against it, producing that familiar sound.
That instinct to observe, question, uncover, and report never left. The richness of the natural world, its intricate systems of flora and fauna, and the urge to help others experience and benefit from it influenced her thinking in the early stages. It pushed her toward solving problems before they fully surface. This lifelong commitment to the process of discovery echoes Harry Chapin's philosophy on life and travel: "It's
got to be the going, not the getting there, that's good." For Leah, the "going" meant embracing the journey of open-ended scientific inquiry rather than a predetermined destination. Though she once stood on the verge of committing to medical school, ready to sign, she picked a different route. Research offered scale, impact, and reach. It allowed her to influence not just individual results but entire populations. The choice speaks for itself, reflected in a career grounded in inquiry, challenging assumptions, and building methods that turn insight into real solutions.
Now serving as Executive Director, Institute for Quality Resource Management at VantageView, Leah leads work on a prognostic biomarker test to identify which patients with uncertain chest pain are at risk of a cardiac event within the following 2 days to 6 months with 98 percent certainty. Prospective randomized controlled trials collected patient samples and analyzed their effects over 6 months.Among those with elevated biomarkers, this near-perfect probability of a fatal event held, even in cases where standard indicators like cardiac troponin showed no risk at all. Her team combines protein
chemistry with predictive algorithms to further refine the test as it moves toward launch as a laboratorydeveloped test.
These biomarkers reveal risk where traditional markers stay silent. They detect coronary artery plaque rupture with a low-cost, highly accurate blood test. Validated across multiple randomized controlled clinical trials, their relevance is immediate and undeniable, meeting a critical need in modern cardiac care. Their result informs the physician and patient as to their immediate cardiac condition yet within time to take action.
Knowledge leads to adoption of effective treatment or lifestyle changes to avert a heart attack.
Driving Outcomes at Scale
In her current role, Leah operates at the intersection of science, strategy, and execution, leading a multidisciplinary team of scientists, software developers, engineers, statisticians, and regulatory experts focused on FDAand CMS frameworks. This group builds and delivers actionable solutions aligned with the needs of VantageView clients, enabling medical industry
decision makers to navigate a shifting regulatory environment and move confidently toward commercialization.
Her responsibilities extend far beyond product pathways into real-world healthcare delivery. VantageView partners with medical professionals and hospital administrators to integrate new technologies into daily practice while strengthening internal teams to improve revenue management and ensure compliance. This work yields measurable results by reducing days of morbidity and allowing patients to remain active, independent, and clear of inpatient or long-term care settings.
Securing these systemic changes requires constant engagement at the
highest levels of governance. Leah and her team work directly with healthcare policy leaders across Medicare, Medicaid, and commercial payer networks, negotiating pathways that align clinical innovation with patient access, financial reimbursement, and long-term sustainability.
Where Purpose MeetsAccess
We ask Leah what motivates her most about working in the healthcare sector, and she points to a system filled with life-saving potential that still fails to reach everyone it is built to serve. Her career path echoes Robert Frost's famous poem 'The Road Not Taken,' which states that taking the road less traveled makes all the difference.
The lines go: "I shall be telling this with a sigh. Somewhere ages and ages hence: Two roads diverged in a wood, and I—
I took the one less traveled by, And that has made all the difference."
Choosing that untraditional road meant bypassing clinical practice to bridge the massive gap between cutting-edge medical innovation and everyday human access. While technology continues to push boundaries, the distribution of care remains uneven, leaving large segments of the population out of reach. Closing that divide is what drives her daily.
Turning that drive into an actual impact requires a shift from theory to
execution. Leah and the VantageView team step in to build solutions that move beyond promises of progress. They measure and prove real-world recovery rates while defining medical necessity for every new technology they guide. Such a clear-cut purpose earned Leah a reputable spot among "The 5 Most Influential Women Leaders in Healthcare to Follow, 2026." And we stand by it.
Overcoming Barriers and Defining Excellence
The path to success is rarely straightforward. Leah's journey follows that truth closely. Gender bias remains a constant presence. Not as an abstract issue but as a lived reality that tests credibility, access, and recognition. Far from deterring her,
she let that pressure sharpen her focus. Her leadership style comes straight from that experience. It's practical, results-oriented, and rooted in the belief that hard work should speak for itself. She navigates spaces that were not built with her in mind and still claims her place within them. As Leah proudly puts it, "It is quite an accomplishment to be a trusted member of the 'boys' club."
Championing Evidence-Based Patient Care
To keep progress aligned with genuine care, Leah collaborates with exceptional physicians who want to see the system work better. Together, they gather the clinical proof needed to demonstrate real-world recovery rates. By establishing this clear path
to market access, they can responsibly integrate new technologies while streamlining daily hospital operations. For doctors with both the skill and the drive, VantageView provides the coaching necessary to elevate them into trusted industry thought leaders.
Shifting Currents in Healthcare
Leah observes several concerning shifts across the modern healthcare scene. Tightening medical research budgets slows the pace of discovery just when innovation matters most. Concurrently, non-science-driven narratives gain mainstream traction, creating unnecessary noise that competes with evidence-based progress and informed decisionmaking.
Conducting high-quality clinical trials has also become increasingly complex as structural barriers threaten the basic rigor and reliability of study results. This friction extends into policy circles, where a pervasive belief that fraud and abuse drive most healthcare spending has taken hold. Such a narrow viewpoint risks weakening institutional support for legitimate breakthroughs and undermining the systems built to advance patient care.
These collective pressures frequently obscure the true value of new medical technologies. Even when the positive impact is both measurable and profound, solutions that directly reduce patient morbidity and suffering still struggle to gain the market attention they warrant.
Where Collaboration Gets Tested
Collaboration among healthcare stakeholders is absolutely critical for driving meaningful improvements across the industry. However, managing these multifaceted partnerships has its own distinct set of challenges. Leah notes that identifying stakeholders who can genuinely prioritize broad patient benefit over competitive or political interests is incredibly difficult. Finding true alignment remains a tough nut to crack because too often, intense market competition drives corporate decisions that either fail to serve patients or create friction with policymakers.
Turning Rejection Into Revenue
As a woman in a top leadership role in healthcare, Leah leads by the data, and the data rarely lies. Early in her healthcare career, she analyzed MedisGroup records and uncovered a
stark, uncomfortable reality: patient results tracked more closely to insurance status than to actual clinical treatment. The finding was too controversial for print at the time, but it instantly cemented her professional mission. Ever since that moment, she has pushed insurers to invest in quality-driven care rather than arbitrary metrics that leave patients behind. Her ultimate target is to overhaul theAmerican healthcare system from the inside out, keeping people healthy, active, and entirely out of the hospital. Challenging an entrenched system for the sake of patients often brings intense professional friction. This reality mirrors the spirit of the verse: "Blessed are those who are persecuted for righteousness' sake, for theirs is the kingdom of heaven." (Matthew 5:10). To Leah, fighting for scientific and ethical righteousness meant facing a corporate structure that frequently penalized systemic truth.
Industry prejudice is a reality, but a healthy dose of tunnel vision keeps her moving so fast she doesn't notice it. When she walks into a boardroom, men are occasionally caught off guard because they assumed Leah was a man's name. That hesitation never slows her down. She walks into every room armed with meticulous preparation, letting sheer objective competence drive the meeting and win the day. High-level confidence dominates her interactions, leaving absolutely no room for overt bias to take root.
When venture capital investors refused to back her patented cardiac breakthrough test. Choosing instead to sink over $20 million into inferior devices that eventually failed, Leah did not miss a step. She built and
scaled 3 separate companies from scratch to self-fund her technology. That initial rejection forced her to innovate her service models and generate higher revenue, allowing her to ultimately outperform the very investors who chose to look the other way.
Anchoring Strategy in Verifiable Proof
Executing strategic decision-making in a field where findings directly affect patient lives is not a matter of guesswork. Leah takes a rigorous, evidence-driven approach to every project she touches. She collaborates closely with her team to design clinical trials that measure outcomes with precision for defined populations. When randomized controlled trials already exist, she dissects the data and applies economic models to quantify realworld value. This process ensures decisions rest on both clinical validity and economic relevance. Her strength as a persuasive speaker helps carry those conclusions through.
Balance by Design
Maintaining balance remains a challenge for this seasoned executive, one that requires intent rather than assumption. She sets aside dedicated time for friends and family, protecting those moments within a demanding schedule. Exercise is not treated as an afterthought. She integrates it into travel and social routines to keep pace with her professional commitments.
It is not a perfect system, and she does not claim it to be. What holds steady is her focus on staying connected to the people and activities that bring her happiness and sustain her energy, ensuring that the demands
of leadership do not come at the cost of what keeps her grounded.
Achievements: Where ItAll Comes Together
Her biggest source of pride lies in her children and the lives they are building. Their success is not about titles. It shows in how they challenge her thinking, deepen her perspective, and bring a sense of completeness no professional milestone can match. Through them, she finds both grounding and growth, a reminder of what truly holds value.
At the dinner table, that impression becomes real. Seated with Leah are an exercise physiologist, a physician, a marine biologist, and an environmental and evolutionary biologist. Conversations move quickly; ideas take shape.And by the time dessert arrives, the world's problems have been examined, debated, and, in their own way, solved.
Influence That Sticks
She hopes her work will influence the next generation of healthcare leaders in a lasting and practical way, shaping how they think, decide, and act within a complex system. Leah sees early signs of that impact already taking hold. Her work has helped educate others, not in theory but in practice, through presentations on healthcare economics and direct engagements with major payers that have informed professionals now carrying on similar efforts.
Her track record says it all. She has secured coverage and payment for many life-saving and life-sustaining medical drugs and devices, ensuring that innovation does not stall at the
point of access. What resonates most is seeing her ideas take on a life of their own, gaining traction, evolving, and subtly becoming part of the industry's foundation. It is a testament to Victor Hugo's observation that "in every human question, there is something more powerful than strength, than courage, than genius
itself: it is the idea whose time has come." Through Leah's work, those ideas are finally here, creating a ripple effect that continues to push things forward long after the initial work is done.
Message Future Healthcare Pioneers
To aspiring professionals who want to build a meaningful career in healthcare leadership, Leah's advice is precise and unvarnished. She asks them to be clear about why they want to enter this field. It is complex, demanding, and often requires sustained effort under challenging conditions. She explicitly warns them that it is not for those who are unwilling to fully commit their intellectual power, physical energy, and time commitment.
Leah urges these aspirants to jump in with both feet rather than merely testing the waters. She emphasizes, "Develop a strong foundation in science and data management, and learn how to accurately measure clinical findings, including their relevance to the patient, their family, the economic, and hence U.S. healthcare delivery." She concludes by telling them to be prepared to persevere in driving meaningful change in policy and practice.
AMiAware byXCellCure
A 13-BIOMARKER CARDIAC PANEL, AT THE POINT OF CARE
Stopaheartattack beforeitstarts.
Today's cardiac workup measures damage that has already happened. AMiAware reads a multiplexed panel of 13 circulating cardiac biomarkers from a small plasma sample, generating a patient-specific "Signature of Disease" that flags impending cardiac events - and quantifies tissue damage after one - in a single, automated, benchtop run.
Quantitative & multiplexed
-30-minute automated run
-UM
U.S. ED visits for chest pain each year - the #2 chief complaint
The clinical gap
Prognostic + diagnostic
Single-use cartridge
<5% of those patients are actually having a heart attack
Chest-pain triage runs on troponin -a single marker of injury that is only elevated after the heart muscle is dying. Clinicians order serial draws and long observation windows to rule out a heart attack that, in >95% of cases, isn't there, driving overcrowding, admissions, and cost - while the patients heading toward an event get no early warning.
The need is a fast, quantitative test that does more than confirm damage: one that stratifies risk early and travels to where the patient first presents. POINT-OF-CARE CARDIAC
$10-13B
spent annually evaluating U.S. chest pain
The AMiAware difference
-40s this is how often a heart attack occurs in the U S
0 13 markers, not one. A licensed multi-marker panel built for prognosis, not just confirmation.
0 Signature of Disease. A patient-specific profile that guides rapid rule-in / rule-out and therapy selection.
O Quantitative. Per-analyte concentrations from a multiplexed microarray - not a yes/no strip.
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vacuum-dnven load, wash & reagent dosing.
Cloud fleet
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KILEY FLOYD
Strategic Leader for a Dynamic Health Care Organization
Great executives contribute to the success of businesses. In the healthcare industry, effective leaders inspire people to perform to the best of their abilities for the benefit of patients, their coworkers, and the business as a whole. In the fields of healthcare and public health, you need people who can both advocate for novel ideas and help spread awareness of certain concepts while motivating others to take part in the effort. Talented, successful health care executives are essential to organizational performance; they assist caregiving companies in managing the numerous daily corporate duties and obligations occurring throughout service delivery. One such leader who is creating a ripple in the business world through her experience and business acumen is Kiley Floyd, CEO of Nemaha Valley Community Hospital. She believes commitment and an ethical evaluation of any environment can create opportunities for challenge and change, and healthcare is the perfect
industry for anyone interested in constantly being challenged to do more with less, which eliminates any opportunity for status quo thinking.
Those who are familiar with Kiley would probably characterize her as a disruptor. She is not willing to accept the status-quo. She states, "This is the way we have always done it." is not acceptable in the organization. Kiley believes, "We have to constantly be looking for better ways to do what we do, even when our current plan is working. Our communities and patients are changing. Their needs are too." She wants to make sure the organization is flexible enough to adapt to every change that hits it.
Beginning of career
Kiley didn't intend to work in the healthcare industry, but she thinks that God guided her there. Therefore, her entire career was a leap of faith. She needed to work at a young age in
order to support her family. She started working for a staffing firm and was given the Kansas CityArea HospitalAssociation as her employer. She began her career in health care with it. She started working full-time for the hospital association but resigned after twelve years to take a chance again and became the administrator of her hometown hospital. She devoted herself to upholding the dignity of patients and encouraging respect among the medical staff.
In Kiley's opinion, two kinds of acknowledgement have stood out for her. Being acknowledged as a mentor or as someone who has changed someone's life is what matters most in the first instance. The best prize she could possibly ask for is a card or message of appreciation. In terms of her career, she was really thrilled to have been selected for the Leadership Kansas class of 2018. She gained a great deal of knowledge about Kansas and its many sectors.
CEO, Nemaha Valley Community Hospital
Nemaha Valley Community Hospital
In the prosperous agricultural region of northeast Kansas, Nemaha Valley Community Hospital is a full-service critical access hospital. It is encircled by a lovely landscape with lakes and rolling hills of greenery. The communities that the hospital serves take great delight in caring for one another. Family farms have a long history, as do independent industrial triumphs. Both the organization's schools and the local population's demand for healthcare are expanding.
The community hospital in Seneca, Kansas is expanding.As a result of the current gap between demand and capacity for services.. For the organization, these are incredibly exciting times.As per Kiley, the
organization believes innovation is key in every part of the life. There is always a better way. The team believes, "We have to respect the history of our cultures. There may be a better way, but it might not be the right way for our patients. Balancing the need to be more efficient and a patient's experience is important."
For a rural CAH, innovation often means collaborating with the competitor down the road. The team can do much more for its patients when they work together. The hospital can share staff and even technology much more efficiently than it can by duplicating services. Kiley thinks this is key to the survival of rural medicine.
ACommitted Chief
As Chief Executive Officer, Kiley believes that the buck stops with her. So, on a daily basis, she checks in with a variety of departments to make sure they have the resources they need to do their job. She shares, "Some days the responsibility of talking to an unhappy patient or family member falls on me." She further shares that she ok with that as she does not want her staff to have to have these unpleasant conversations if they can be avoided.
According to Kiley, state and federal surveys are big parts of the hospital's lists of compliance, for which she works on policies and procedures and compliance. She is also the primary recruiter for its medical staff. She shares, "If I have a vacancy, have
When you talk, you are only repeating what you already know. But if you listen, you may learn something new.
- Dalai Lama
plans for future growth, or need to adjust schedules, I manage those efforts as well." When she has the chance to interact with the patients at the hospital, that is Kiley's favorite time of the day. The most significant portion of her day is these private discussions. I enjoy taking part in this organization's growth.
According to Kiley's vision for it, the company should continue to be a patient-focused, financially independent rural health care provider. She says, "I can help by continually listening to our staff, working with them to identify a better way to do something; working with our peer organizations; and reinforcing accountability within our organization."
Keeping Balance
Kiley struggles to strike a decent work-life balance. She benefits from working with a fantastic team of professionals that help her love what she does. She looks forward to coming to work. Kiley says that her husband has always encouraged her in her professional endeavours and has made it simple for her to carry out her responsibilities.
Thriving amidst Challenges
"Like with any exercise, you have to stretch. It's nice to be comfortable, but you will not ever know or reach your full potential until you move outside your comfort zone; This isn't for everyone," opines Kiley. People who are content with where they are and do not feel the urge to change are respected by her. She recognizes the need for personal growth and regards obstacles as vital training for getting better at what one does.
Kiley claims that she does not face many obstacles different from any other small rural healthcare provider in the way of her profession. But she is aware of the difficulties she has faced. She asserts, "I learned what type of leader I do not want to be. I learned what type of leader individuals respond to and what type they do not respond to."
Offering a Healthier Future
Nemaha Valley Community Hospital has a long, proud history of service to local communities.Although the healthcare industry has evolved over the years, its dedication to the people it serves has not. The group
understands that giving back to your community is the greatest opportunity someone can receive.
According to Kiley's plans, Nemaha Valley Community Hospital will continue to be a healthcare innovator in northeast Kansas. The organization has a fantastic workforce. They are exceptionally devoted to their patients and to one another. She continues by saying that she feels it is her duty as a leader to help the hospital's personnel become future-ready. She asserts, "To help them be the best they can be at whatever it is that is important to them. So, when a member of my team tells me they were successful and achieved their goal, I feel a great pride for their accomplishments. ." She feels successful when someone tells her she made a difference in their lives
Kiley's message to aspiring leaders is "listen". She states, "Don't assume you have answers because if you aren't listening to your staff, you don't know the questions."
ANNA GRÄBNER A Visionary Leader Transforming Healthcare with Innovation and Inclusivity
In a world where innovation is key to progress,Anna Gräbner, CEO of the Genolier Innovation Hub, stands out as a visionary leader dedicated to transforming healthcare. Her goals not only focus on advancing medical and technological advancements but also in fostering a supportive environment for all professionals in business.
Through her vision and actions,Anna embodies the qualities of a successful businesswoman, inspiring others to aim high and pursue their passions with determination.
From Hospitality Integration to Startup Engagement
Anna's background before leading the Genolier Innovation Hub spanned innovation, medicine, and management, involving projects across various sectors. She states, "From the start, and above all, what has always motivated me deeply is the integration of hospitality standards into the hospital setting, convinced that it can significantly
improve the patient's experience by humanizing care."
This perspective led her to explore initiatives where fundamental principles of hospitality are integrated into the strict and often impersonal context of hospitalization, promoting holistic healing by considering patients' emotional and physical needs.
Anna's engagement with the startup ecosystem broadened her insights into business development, networking, and fundraising, which are vital for navigating entrepreneurial challenges. Her varied experiences, pursuit of excellence, and passion for innovation have equipped her to steer the Genolier Innovation Hub towards becoming a leader in medical innovation.
Redefining Success with Impact, Innovation, and Integrity
Anna's vision of success is built around three essential pillars: impact, innovation, and integrity. She believes
that success is not measured merely by personal achievements or profits, but rather by the lasting impact one has on the world, the ability to innovate responsibly, and the commitment to act with integrity.
Anna emphasizes, "Impact reflects our ability to generate positive and tangible change in society, particularly in the fields of health and technology. Innovation represents our ongoing quest to push the boundaries of knowledge, in order to meet future challenges. Finally, integrity emphasizes the importance of transparency, respect, and honesty in all our actions and interactions."
AHub for Translational Research and Development
The Genolier Innovation Hub is a significant project aiming to be recognized as a unique location in Switzerland for research and development. Spanning over 25,000 sqm, this scientific and medical platform will welcome global health stakeholders, encompassing the fields
CEO, Genolier Innovation Hub
of MedTech, pharmacology, digital technologies, and biosciences.
Its primary mission, asAnna explains, is "translational research, the promotion of innovations, their acceleration and development, as well as training and education." The Genolier Innovation Hub aims to be the focal intersection for clinical application in a real-world setting, meeting the needs of the medical community, startups in their launch phase, health industries, hospitals, and academic institutions, both on a national and international level. This Hub is set to open its doors in September 2024.
Anna emphasizes that carrying the name 'Innovation Hub' mandates constant innovation in every imaginable aspect, noting, “Therefore, self-reflection is essential for success, highlighting the need to
continually reassess and adapt our strategies." The vision of the Genolier Innovation Hub, asAnna describes it, is rooted in the ambition to become a global center of excellence.
She states, "Our goal is to build a unique innovation ecosystem in Europe, where translational research, the acceleration and development of innovations, as well as education, are seen as fundamental levers for progress."
Transforming Healthcare with Collaborative Innovation
As CEO of the Genolier Innovation Hub,Anna works to create a synergistic environment where teamwork and innovation in healthcare and related fields are prioritized. Furthermore, she and her team take an active part in developing and expanding partnerships both
locally and internationally to broaden the impact and scope of their initiatives.
Her responsibilities are not limited to daily operations but also extend to shaping the long-term aspirations of the Hub. They are dedicated to exploring the intricate intersection of healthcare and technology, with a goal to keep them at the cutting edge of innovation and contribute meaningfully to the progression of these sectors.
Anna's role as CEO involves guiding the operational and strategic direction of the Genolier Innovation Hub, focusing on collaborative innovation in healthcare. The Hub aspires to be a catalyst for profound and positive change, facilitating a fruitful exchange of ideas and resources for the good of all. It offers a unique added value by wishing to work hand
in hand with all actors of the health ecosystem, including incubators, hospitals, and academic institutions.
Contrary to a traditional approach focused on competition,Anna explains that their strategy is based on collaboration and openness. She believes that collaboration is crucial for progress and the key to advancing together in the health domain and welcomes the emergence of other medical innovation hubs.
“Our approach aims to complement and enrich what already exists without reinventing the wheel or breaking the valuable links with these actors. We firmly believe that, instead of working in silos, we enrich each other to overcome the complexities of the health domain. Should other medical innovation hubs emerge, we would welcome them with enthusiasm, convinced that
“Carrying the name 'Innovation Hub' mandates constant innovation in every imaginable aspect.”
collaboration is the key to advancing together. This collaborative approach is, in our opinion, the only way to make progress in a sector where access to innovation is crucial and sometimes hindered. Thus, the Genolier Innovation Hub aspires to be more than just a player in the health innovation landscape, but a catalyst for profound and positive change, facilitating a fruitful exchange of
ideas and resources for the good of all,” she elaborates.
ALeadership Journey Focusing on Human Impact and Innovation
Anna describes leading an organization to success as a continuous learning process, involving navigating challenges, adapting to change, and fostering a culture of innovation. She believes that each obstacle encountered has been a stepping stone, shaping their path forward.
Anna believes that the greatest achievement for a leader is the human aspect, including having a motivated team committed to optimizing patient health, stating, “Above all the objectives a leader might set, in my view, the human aspect constitutes the greatest achievement. Not just in having a motivated and fulfilled team
“With perseverance and resilience, it is possible to reach impressive heights and leave a lasting, even if small, imprint.”
by their everyday experiences, but also in the entire team's commitment to optimizing the patient's health.”
Anna emphasizes the importance of placing the patient at the center of concerns, noting that, “Patient” is a paradoxical term that gently reminds us that life's unpredictable nature touches us all, leading to moments when we may seek for care and support. Therefore, it's fundamental for the whole team to feel that they have an impact, no matter how small, on placing the patient at the center of our concerns.
Anna sees this focus on human impact as a fundamental aspect of leadership, highlighting a collective commitment to advancing health and research. “It goes without saying that the creation and development of the Hub represent the realization of an ambitious vision, marking a significant achievement in leadership. This underscores a collective commitment to advancing health and research, providing a supportive
framework for innovation and the development of tomorrow's health solutions,” she observes.
Anna approaches challenges as opportunities to discover new ideas, rather than as barriers. She views roadblocks as creative opportunities to interact with the world from a different angle, reflecting her belief that challenges can lead to better outcomes than if the journey had been smooth.
“I approach every new situation not as an obstacle, but as a direction to take or to navigate around. This perspective stems from my upbringing and my approach to life: I do not see challenges as barriers, but rather as opportunities to discover new ideas, which sometimes turn out to be better than if the journey had been smooth. Therefore, what one might call 'roadblocks' are, in my eyes, more like creative opportunities to perceive and interact with the world from a different angle,”Anna explains.
Breaking Barriers: Redefining Leadership in Healthcare
Anna sees challenges as opportunities to redefine norms, especially regarding gender and age in leadership. She emphasizes, "While challenges exist, I see them as opportunities to redefine norms. In my role, I strive to support the next generation, by breaking down barriers and promoting inclusivity."
At 30 years old,Anna brings a fresh perspective and an unwavering commitment to demonstrate that age and gender are not limitations in the pursuit of leadership roles. “I believe that impact comes from authenticity and determination, and I am dedicated to highlighting the strength and capacity of each person can bring to the forefront of the professional world. Through my journey, I hope to contribute to a future where diversity is celebrated and everyone is encouraged to lead with confidence and resilience, without distinction of age or gender,” she asserts.
Anna believes that impact comes from authenticity and determination, and she is dedicated to highlighting the strength and capacity of each person to bring to the forefront of the professional world. Through her journey, she hopes to contribute to a future where diversity is celebrated, and everyone is encouraged to lead with confidence and resilience, without distinction of age or gender.
AMultifaceted Leader Prioritizing PersonalActivities for Inspiration
Anna's workday is anything but typical, filled with challenges and discoveries that fuel her passion for innovation in healthcare. She appreciates the multitude of roles she gets to play, actively contributing to the Hub's mission of transforming scientific and medical discoveries into concrete applications that improve healthcare.
Anna approaches the challenge of maintaining a balance between her personal and professional life with a well-defined strategy focused on time management, demarcation of life spheres, and sustained attention to her well-being. Her weekly schedule is balanced to include professional demands and dedicated periods for personal activities.
“The key lies in prioritization and effective delegation of tasks to concentrate on strategic decisions, while allowing my team to grow and flourish,”Anna emphasizes, “I do not have a typical day, which for me is a source of motivation and fulfillment. Each day is a new adventure, rich in challenges and discoveries, fueling my passion for innovation in the healthcare sector. What I particularly appreciate is the multitude of roles I get to play on a daily basis. Each role
I assume enables me to actively contribute to the Hub's mission: transforming scientific and medical discoveries into concrete applications that improve healthcare.”
Anna finds that sports, music, and culture play a crucial role, offering her the opportunity to step back from work and draw new inspiration. However, she acknowledges that her main source of energy and inspiration comes from her family and friends, who form the foundation of her motivation, inspiration, and strength.
Anna considers her profession not just as a job but as a passion. Going to work is a pleasure and not an obligation, a privilege she fully appreciates. She feels that the word, "multifaceted" best describes her, highlighting her dedication to innovation, adaptability, and the drive to establish the Hub as a nexus of excellence in healthcare.
Promoting Equal Opportunities and Mentorship for Women
Anna's priority as a businesswoman is to ensure that the Genolier Innovation Hub remains at the forefront of progress and serves as a springboard for technologies and discoveries that can transform health and well-being. She states, "The ambition to make medical and technological advancements accessible to a broader range of stakeholders in this field, from startups to academic institutions and patients, guides my daily actions."
Anna's second goal is to create an environment that promotes equal opportunities and mentorship for women in all aspects of the business world, particularly in STEM and healthcare, where women are often
underrepresented. She believes it is crucial to build spaces that encourage diversity, inclusion, and are primarily based on skills.
Anna also aims to instill a culture of excellence, open innovation, and collaboration, acknowledging that great achievements stem from teamwork, knowledge sharing, and interdisciplinary synergy. To women aspiring to a career in the business world,Anna shares this inspiring message:
“Don't be afraid to aim high and pursue your passions with determination. Be ready to take calculated risks and learn from every experience, whether it is a success or a failure. Every obstacle is an opportunity to learn and grow. With perseverance and resilience, it is possible to reach impressive heights and leave a lasting, even if small, imprint.”
Conclusion
Anna's story is a testament to the power of perseverance and resilience in the face of challenges. Her dedication to advancing healthcare and promoting diversity and inclusion serves as an inspiration to aspiring businesswomen everywhere.AsAnna continues to lead the way in innovation and collaboration, her message remains clear: with determination and a focus on excellence, anything is possible.
ANGIE BELTSOS
Helping Patients find their way to Fertility Health and Treatment with the Highest Chance of Success
Angeline N. Beltsos is the CEO and Chief Medical Officer of Vios Fertility Institute.After 16 years of education post-high school,Angie graduated from Washington University in St. Louis where she completed her fellowship in Reproductive Endocrinology and Infertility. She returned to Chicago and after 2 other positions as an REI, she began Vios Fertility Institute Chicago in 2016. She has had positions and duties in all parts of the business throughout her career including Managing Partner and Medical Director of various laboratories, in addition to her job as a physician. At the time she returned to Chicago she also married and has four amazing children.
Starting her profession in medicine and fertility in Chicago was a watershed moment forAngie. In the beginning of her career, she was a physician as well as a clinical assistant professor at Loyola University Medical Center.After three years, she moved to a larger organization, where she rose through the ranks to become a leader in the organization and launched a career in national and international speaking, as well as hosting the country's fertility conference Midwest Reproductive Symposium international (MRSi). These unique opportunities created a
force forAngie to learn not only as a physician but also as a scientist and entrepreneur. The best recognition she has received comes from her patients who she can help, who teachAngie, and who show her their tenacity to fiercely chase their dreams. She says, "I am honoured and privileged to be a part of their baby's existence and the joy I feel after transferring the embryo into the womb and then getting to hold the baby is life-altering."
Meaning of Success
Angie finds that success comes from professional endeavours as well as her personal satisfaction with her work and play. She says, "Real success is a means and not an end." In starting Vios Fertility, she measures success in how many patients achieve pregnancy, but also in patient satisfaction and teamwork engagement. She asserts, "Be intentional and strive to create a positive culture. The rest of the metrics and key performance indicators fall into place resulting in an incredible business as well."
From a Dream to a Reality
AsAngie approached graduation from high school, she considered her options
CEO and Chief Medical Officer, Vios Fertility Institute
and decided on engineering. Later, she discovered that she really loved working more directly with people, so she changed her major to biology and applied to medical school. She says, "One day during my medical school training, I came across a sign outside a door that read, "IVF Lab" and that inspired me on my path to becoming a Reproductive Endocrinologist and Infertility Specialist (REI). Part of the training needed to be included becoming an OBGYN physician, which I enjoyed because of my passion for women's health and female empowerment. " She further adds, "Behind that IVF door was a world that I wanted to know about and was fascinated with the science of human life creation.”
Angie had great success and enjoyed her work but saw a huge need to deliver care in a very different way which lead her to opening Vios. She felt there was a different approach that could be taken by a fertility clinic; one with more emphasis on a personalized patient experience and technology. Furthermore, it included one that could be built from the ground up with a focus on innovation, passion, vision, and teamwork where everyone works toward a shared mission. She asserts, "Vios was always a dream of mine."
Challenges that the Pandemic Brought
The COVID-19 pandemic has presented many challenges professionally and personally. Navigating the first few weeks of lockdown as a business owner, team
leader, patient advocate, physician, and parent was incredibly challenging. Information changed rapidly and the management was highly sensitive to the safety of their families, team members, and patients.As forAngie, one of the most valuable lessons she learned through this experience is just how critical effective communication and communication technologies are. Before the pandemic, the team was already using laptop computers and encouraging video calls among their patients, clinic locations, and administrative team. Despite the sudden onset of the lockdown, the team was able to keep business operations running.Angie asserts, "We sought out new ways to stay connected, like regular and frequent standing "all hands" meetings, video calls for all employees, internal chat systems,
telephone technology, and the like, which I believe has made us stronger and more connected than we would have been without a global pandemic forcing an emphasis on this."
The company was also able to capitalize on each team member's strengths to pivot, find opportunities, and ultimately deliver excellent patient care despite the challenges of the past year.Angie has always emphasized a management style focused on helping people play to their strengths. According to her, the lesson she learned during this time was that transparent communication, enablement, and trust allow those strengths to surface from everyone. She opines, "I'm so proud of our team for their flexibility, patience, and collaboration in helping us come through the early days of the pandemic and be where we are today, only having exceeded our original goal of 1000 pregnancies in 2020 and more than, doubling our number of employees in the past year.
Vios Fertility Institute
Vios Fertility Institute provides a full range of fertility and reproductive health services, including fertility and reproductive wellness, infertility testing and diagnostics, and fertility treatment options such as IUI, IVF, fertility preservation, egg freezing, third-party reproduction, Preimplantation genetic testing (PGT), and oncofertility, to name a few.
Vios is a company that has built a national organization with internal systems and processes that allow it to work efficiently and effectively with its locations in the United States and a
patient population that spans the globe. Vios prides itself on innovations and is often the first clinic in the country and sometimes in the world to use groundbreaking treatments and technology like the TMRW cryorobot that improves patient care.
Managing Team to Set a New Direction for Business
Angie's role at Vios Fertility Institute is a mix of direct patient care, clinical and medical management, and business strategy. Her responsibilities include meeting with business partners, interviewing new doctors, and hiring new staff. She opines, "I always try to pause in the evenings for family time that includes dinner, sports and other activities with my children and my husband. I spend a bit of time on email, reviewing proposals, contracts, and patient charts, and planning the next day after that. " Angie is dedicated to her work. She likes what she does, and she adores Vios' motto, "conception is our life," since it is so true.
Focusing on Good Results
Angie sees a blurred line between her personal and professional lives. She works out every day to be mentally fit and retain physical stamina during what might be lengthy days. She also has "thinking time," which she spends with a journal, where she may plan and think without being interrupted.
Angie thrives on patient success as inspiration, and she understands that great patient results are highly motivating for the staff. Furthermore, she is humbled and inspired by the Vios team's dedication, enthusiasm, and teamwork. She says, "Our
employees are the reason we have grown as fast as we have in such a short period of time. We try to offer many professional growth opportunities and education, and we actively look for ways to publicly celebrate accomplishments, anniversaries, and contributions. "
Vision for Vios Fertility Institute
Many people in need of reproductive treatment still travel many hours to see an REI. The company's mission includes opening Vios clinics around the country so that patients may obtain individualised, innovative, and professional care closer to home.
"Increasing access to care is one of my goals," saysAngie. She wants to continue to lead Vios in this mission and build relationships and partnerships around the world that allow it to deliver on its promise of innovative, accessible, personalized fertility care. She asserts, "Leading our young industry, and new physicians, in education and collaboration, to continue to improve care for patients is important."
For aspiring business minds,Angie's message is to seek out passion. She explains, "Find that thing that job that lights you up and you will never run out of energy, ideas, and joy. You will find that the limits go away as you chase your dreams. Don't give up. "
CHANIE GLUCK
A Dynamic Entrepreneur Determined To Grow And Impact Positive Change In The Healthcare Industry
Chanie Gluck, the CEO of 4D Global is a growth-oriented entrepreneur and healthcare leader who comes from a family of entrepreneurs and considers herself to be blessed for the same. She comes from a family of entrepeners and has been watching her family members grow their businesses since she was a child. Her father entered entrepreneurship at a later point in his life when Chanie was a teenager.
“I was able to observe the difference between entrepeners that own a job and those that create a scaleable business. I decided to create a scalable organization,” Chanie states. She had the idea to start her billing company at age 18. She entered the healthcare industry as her first job by joining a medical practice in Brooklyn, NY as a medical billing specialist directly after high school. At the age of 24, she started her own healthcare billing and coding business.
Abrief about 4D Global and Chanie's leadership
4D Global is an Indian-based medical billing staffing company servicing U.S. medical billing companies, healthcare software companies, hospitals and medical centers. They help Healthcare Companies scale their business easily and increase profitability by leveraging a global workforce. They apply their medical billing expertise and exceed clients' expectations in delivery, performance, and accuracy. Chanie launched 4D in 2015 and since then the business has grown tremendously. Today, she has over 400 full-time employees.
“I vowed to treat her staff with respect, we would focus on company culture and make it a happy and enjoyable place to work. We would celebrate birthdays, weddings, births, and holidays,” she notes. Chanie aims for 4D Global to be the place where Indians will want to work; the good
ones will stay and advance within the company, and they provide great opportunities for growth and advancement. Chanie proudly states that they have been able to do all of that and more.
Roadblocks help you learn valuable lessons to grow and become successful
Chanie's definition of success is having the confidence, freedom, and capability to make decisions independent of what others are saying and doing. Her success and the success of her team are determined by her ability to trust herself and empower her team to make the best decisions that are rooted in the company's core values.
She also believes that it is not the challenge itself that makes you stronger. “I've learned that my response to those challenges - how clearly I think, how composed I am
when I respond and being able to see the glass half full - is what is most critical,” she says.
One of the biggest challenges of Chanie's professional life was when she tried to start her first BPO in India. She recruited a few employees and asked a colleague that had an office in Chennai to rent their office space. She hired the people and went back to the US. The office owner handed her a ridiculous contract that her attorney advised her not to sign. He then took her people and started his own BPO with her core group of employees. “I was too trusting and took his word instead of having a signed agreement. The experience taught me to get everything in writing before doing business with anyone,” she states.
Chanie's contribution in redefining the healthcare industry
Chanie claims that the way to redefine the healthcare industry is to destigmatize offshoring and show the human side of a global workforce.
The culture in 4D Global's Indian office is just as strong, if not stronger, as their culture in the US. By creating a culture where every person gets a say, where their employees can build careers, and introducing a democratic working style in predominantly autocratic work standards in India, they aim to plant seeds of integrity and innovation.
“I am always delighted with the innovative methods and diligent studying our team does to make an impact for our clients. We have innovation days where employees are encouraged to present their best ideas. Ideas are rewarded and encouraged,” explains Chanie.
Chanie's journey towards becoming a successful healthcare leader
The beginning of Chanie's career was marked by a strong desire to lead a lifestyle of freedom and impact. She notes three important professional milestones before her time at 4D Global:
•From 18-24 years old I became a medical billing specialist directly out of high school. I focused on specialty billing including Cardiology, Neurology, GI, Dermatology, Podiatry, Hematology/Oncology, Gynecology, Pulmonary, and Internal Medicine. I learned everything I could learn about the medical billing industry.
•When I was 24, I founded 4D Medical a Medical Billing company I ran and owned the company for 13 years. I sold 4D Medical and founded 4D Global in 2015.
•In 2009 I was a Managing Director for a medical billing division within a larger company. My primary responsibility was to set up and establish a BPO (Business Process Outsourcing) in Chennai, India, which I completed in a few months. During that experience, I fell for the people and culture in Chennai.
When Chanie started 4D Global, she shared that she wanted to build a healthcare company that was worthy of the Inc 5000 list. This summer they learned that they ranked in the list, making them the 72nd largest business inArizona and number 125 in healthcare services. “This is a journey partially realized and the most rewarding recognition for me
and the whole 4D Global team,” she exclaims.
Core responsibilities as the Founder and CEO of 4D Global
“My responsibilities as the founder and CEO of 4D Global are twofold: create a culture that can deliver highquality work consistently for our clients and ensure a profitability model that propels our Great Place to Work culture,” explains Chanie
She further states that the beauty of her role is that there is not just one regular day at work. She could be attending conferences and industry events one week, visiting the Chennai office the next, interviewing people on her Growing Global and Leaders in Medical Billing Podcast, and networking with other thought leaders in the space in between. Chanie loves the variety in her work and enjoys hiring others to fill her blind spots, and weaknesses, or otherwise, take her out of her zone of genius. She reads a ton, listens to podcasts, hosts her own podcasts, and is constantly working on herself to be a better person and Leader.
Staying motivated and maintaining a healthy work-life balance
Chanie is happily married and has four children, so balance is something she strives for each day. The way she maintains a healthy balance is by taking care of herself. When she feels run down, she rests. When she needs a break, she works out, listens to music or gets together with friends. “When I care for myself, I can care for my immediate family and those entrusted to my care in a business setting,” she states.
Chanie is a planner and schedules everything on her calendar, even the time she spends with her kids is on her calendar. This way she can make sure that she doesn't neglect the most important relationships in her life.
The way she keeps everyone motivated to deliver the highest quality services is by treating them with care and respect. “I listen not just to hear, but to understand, then respond in kind. I also listen to myself and assess my needs to make sure I stay connected to what is most important,” she says.
Plans for the future success of 4D Global
The plan for 4D Global is to build client relationships for decades. They will expand their impact and humanize the dedicated and highly qualified team members in India. Their goal is to provide jobs to 10,000 employees in India.
Chanie's personal goal as a healthcare leader is to advocate for their offshored resources and deliver a working environment that is fair and invigorating to their staff and thus invigorating and rewarding to their clients.
The message Chanie wishes to relay to aspiring business leaders is this: the answer is within you. Simply embrace a growth mindset, take risks, treat your people well and keep going. There will always be challenges and how you deal with those challenges will determine your success.
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