The Five Most Influential FQHC Leaders to Watch in 2025

From “Secretary” to CEO: The Freight Boss Who Rewrote the Rules Pg. 30 Stop Marrying Your First Idea: How Strategic Detachment Creates Breakthrough Wins Pg. 40 The Only Question That Builds a Legacy (While Everyone Else is Still Stuck Building a Website) Pg. 50

Dr Craig Glover

EDITOR’S LETTER

The Five Most Influential FQHC Leaders to Watch in 2025

DearReaders,

Theworld’shealthcarelandscapecontinuesitsrapidtransformationnotonlyinscience,AI,and emergingtherapeuticsbutinhowsocietiesthinkaboutaccess,equity,andtrust.Thefutureisnotonly aboutprecisionmedicine,genomicintelligence,anddigitalinfrastructure.Itisalsoaboutthehuman element,thecommunitiesthatneedcaremostyetremaintheleastprioritizedbytraditionalhealthcare deliverymodels.ThatiswhytheroleofFQHCs(FederallyQualifiedHealthCenters)hasbecomeone ofthemostcriticalelementsofhealthcareleadershipin2025.

FQHCleaderstodayareaskedtobemorethanexecutives.Theyarestewardsofpublicmission.They areinnovatorsoperatinginsidefundingconstraints.Theyarethetranslatorsbetweenthepolicymaker andthepatient,thepayerandtheunderserved.Andmostimportantly,theyaresystemredesignersina countrywhereaccessitselfisstillaprivilegemanycannotafford.Thevisionariesfeaturedinthis editionareprovingthathigh-qualitycareisnotdeterminedbyzipcode,insurancecategory,or socioeconomiccircumstance;itisshapedbythecourageandimaginationofleadership.

InthiseditionofGlobalHealthcareMagazine, “The Five Most Influential FQHC Leaders to Watch in 2025,” wehonorthoseleaderswhoarenotjustscalingorganizationsbutredesigninghealthcareitself.

OurcoverstoryfeaturesDr.CraigGlover,President&CEOofFamilyCareHealthCenters(WV). Thisisthestoryofamanwhoselifehascomefullcircle—fromapatientinthenationalsafetynetto leadingamajorFQHC.HispathfromgrowingupinSt.Louistoreachingthehighestlevelsof educationandleadershipisnotjustpersonaltriumph—itisthefuelbehindhisleadershipphilosophy Hecallshimselfa“thoughtfulsystemsthinker,”buthissystemsarebuiltuponhumanity,notsoftware. ForDr.Craig,systemdesignisatooltoremovebarriers—andcreateaccessthatleadstodignity, equity,andopportunity

Thiseditionalsospotlightsstandoutleaders,includingDr.AraJ.Baghdasarian,MiteshPopat,Cesar Herrera,andDr.KyuRhee,professionalsreshapingwhataccessiblehealthcarelookslikeinthefuture.

Parag Ahire

project EDITOR

PUBLISHER

EDITOR-IN-CHIEF

MANAGING

Cover Story

Dr. Craig Glover

Cover Story

Inthesummerof2004,Dr.Craig Glover,thenthenewchiefinformation officerforaSt.Louisbasedhealth center,foundhimselfreviewingan assettransfer Thecity’sDepartmentofHealth wasdivestingtwoofitsclinicstohis organization.Ashelookedoverthedetails,one oftheaddressessparkedaflickerof recognition.Itwasasimplebrickbuilding,a placeofclean,institutionalhallwaysandthe faint,antisepticsmellofhope.Itwasthevery clinicwherehismother,ateenagernavigating thechallengesofsingleparenthoodinalow incomehousehold,hadtakenhimforcareasa child.Themomentwasnotjustacoincidence. Itfeltlikeacalling.Itwastheuniverse confirming,inthemostpersonalway imaginable,thathewasinexactlytheright place,doingexactlytherightwork.

ThisisthestoryofDr.CraigGlover,aman whoselifehascomefullcircle,fromapatient inthenationalsafetynettothePresidentand CEOofamajorFederallyQualifiedHealth Center(FQHC).Hisjourneyfromahumble beginninginSt.Louistothehighestlevelsof educationandcareersuccessisthequietengine thatpowershisleadership.Heisarareblendof foresightandmission,astrategistwhoseesthe intricateinterconnectionsoftheentire healthcareecosystem,fromtheboardroomto theexamroom.Heiswhathecallsathoughtful systemsthinker,butwithaprofounddifference. Hissystemsarenotmadeofcodeorflowcharts. Theyaremadeofpeople.AndforDr.Craig,the ultimategoalofanysystemistoremovethe barriersthatstandbetweenapersonandalife ofdignity,health,andopportunity

APathwaytoDignity

Today,CraigleadsFamilyCareHealth Centers(WV),asprawlingnetworkof26 locationsacrossWestVirginiathatservesasthe primarymedicalhomeforapproximately 45,000people.Thenumbersarestaggering.His teammanagesaround141,000patientvisits annually.Butthenumbersdonottellthewhole story.Thestoryisintheservices,acarefully constructedwebofcaredesignedtomeet peoplewheretheyare,clinicallyandsocially

Cover Story

FamilyCarewasfoundedin1989byDr.MarthaCook Carterasawomen'shealthproviderandbirthcenter.That legacyremainsacornerstoneofitswork.ItsPrenataland MaternalHealthprogram,withamidwiferyledbirth center,providesacontinuumofcarethatpromotessafe birthsandpatientchoice.Fromthere,thesystemfollows thelifeofafamily ThePediatricsandSchoolBased Healthprogramembedscaredirectlyintomorethan30 schools,servingover5,200studentslastyear.Thissimple actofco-locationhasacascadingeffect.Itimproves studentattendance,keepsparentsfromhavingtoleave workforappointments,andclosescriticalgapsin immunizations,sportsphysicals,andurgentbehavioral healthneeds.

Aspatientsgrow,thesystemgrowswiththem.TheAdult Medicineprogramsprovideteambasedmanagementfor chronicconditionslikediabetesandhypertension,reducing avoidableemergencyroomvisits.Behavioralhealthand psychiatryareintegrateddirectlyintoprimarycare,a crucialstepinnormalizingmentalhealthandshortening thetimetotreatment.Dentalandvisionservicesprovide carethatdirectlyimpactsaperson’sabilitytolearnand findemployment.Andanetworkofurgentcarecenters provideswalk-inaccessforacuteissues,divertingnon emergenciesfromalreadystrainedhospitals.

AtthecoreofitallisCraig’sunwaveringbeliefthatwhere apersonlives,works,orwasbornshouldneverdetermine thequalityofcaretheyreceive.Thisphilosophyismost tangibleinFamilyCare’sapproachtosocialservices.They havebuiltprogramsthataddressthenon-clinicalbarriers thatsooftendrivepoorhealthoutcomes,likenavigation fortransportation,insuranceenrollment,andhealth literacy Theyhaveinstituted“foodasmedicine” initiatives,recognizingthatyoucannotmanageachronic illnessonanemptystomach.Hismission,ashestatesit,is simple.Removebarriers,expandaccess,andcreate environmentswherebothindividualsandcommunitiescan flourish.

DesigningGovernancearoundStrategy

Whilehisheartisfirmlyrootedinthemissionof communityhealth,Craig’smindoperateswiththe precisionofacorporatestrategist.Heisdeeplyinvolvedin themechanicsofgovernance,believingthataneffective organizationisbuiltuponafoundationofaccountability andstrategicalignment.Forhim,aboardofdirectors shouldbedesignedaroundtheorganization’sstrategy andrisk.

Itbegins,heexplains,withaskillsmatrix.This isnotjustachecklistofprofessions.Itisa translationofthestrategicplanintothespecific expertiseandbehaviorsrequiredtoachieveit. Thismatrixshoulddefinetheneedforleadersin finance,clinicalquality,populationhealth, cybersecurity,andlaw Thisdocumentthen becomesthedrivingforcebehindrecruitment, committeeplacement,andtheannualboard educationagenda.Theby-laws,hesays,should functionasthe “operating system for accountability,” preservingtheconsumer majorityrequiredofFQHCswhilestrategically engagingsubjectmatteradvisors.

CraigguideshisboardatFamilyCarewiththis disciplinedapproach.Heusesastandard monthlyagendasodirectorsknowwhatto expect.Heensurestheyhavethedataneededfor timely,wellinformeddecisions.Theboardis fullyintegratedintoathreeyearstrategic planningcycle,withmanagementdeveloping annualimplementationplansthattheboard approves.Everystrategicinitiativehasamatrix ofactionitems,andheprovidesquarterly updatesontheirprogress.Itisasystemdesigned forclarity,engagement,andresults,ensuringthe organizationremainssteadfastlyalignedwithits longtermgoals.

MoreThanaMissedAppointment

NowhereisCraig’ssystemsthinkingapproach moreevidentthaninarecentbreakthroughat FamilyCare.Histeamnoticedatroublingpattern intheirdata.Aspecificsubsetofpatientshada highrateofnoshowappointmentsandwas showingweakercontrolovertheirchronic diseases.Theconventionalviewmighthave beentolabelthesepatientsasnon-compliant. ButCraigsawitasasystemproblem,nota patientproblem.

Heguidedhisteamtomergetheclinical informationandvisitpatternswiththesocial determinantsofhealth(SDOH)datatheywere alreadycapturingintheirintakeworkflows.A clearandpowerfullinkemerged.Patientswho screenedpositiveforfoodinsecuritywerethe samepatientswhoweremissingappointments andstrugglingwiththeirhealth.

Cover Story

Cover Story

Thesolutionwasimmediateandsystemic.They embeddedthescreeningandclosedloopreferrals directlyintotheelectronichealthrecord.Theytrained thefrontdesk,nursing,andsocialworkteamsonthe newprotocols.Theystockedeverysinglesitewith threedayemergencyfoodboxes,ensuringnoonelefta visithungry.Socialworkersnowprovidewarm handoffstocommunityresourcesforlongerterm support.Theimpactwastangible.Visitadherence improved.Patientsweremoreengagedintheircare plans.Andthedatabegantoshowimprovedtrendsin chronicdiseasemanagementamongthepatients receivingbothclinicalcareandfoodsupport.Itwasa powerfulreinforcementofacorebelief.Basicneeds comefirst.

EveryoneisWelcome

Thisabilitytoseethewholesystemalsoappliestohow Craigapproachesbusinessdevelopment.Foryears, FamilyCarehadofferedurgentcareservices,butpublic perceptionwasthattheywereonlyforexisting patients.Whenanopportunityarosetoexpandthrough apartnershipwithalocalpharmacychain,heknewa simpleexpansionwasnotenough.Theyneededanew brand.

Heledthecreationof ConvenientCare Thenamewas intentionallysimple.Thevisualsandsignagewere alignedwithanew,inclusiveidentity

Themessagingwasrelentlessononesinglepoint: everyoneiswelcome.Themarketingstrategyshifted tomeetpeoplewheretheyalreadywere,includingat thepharmacypartner’slocations.

Theresultswereimmediate.Inthefirstyearof operatingasConvenientCare,theservicesawa significantriseinnewpatientswhohadnoprior relationshipwithFamilyCare.Basedonthatsuccess, theyhavealreadyexpandedtoasecondlocationand plantoaddmore.ItisaclearexampleofCraig’s abilitytocombinemissionwithmarketsavvy, turningstrategyintoascalableservicethatexpands accessfortheentirecommunity Thisintrapreneurial spiritisalsodrivingthelaunchofPrescriptionCare, afullserviceretailpharmacysettoopeninthefall of2025,whichwillgiveFamilyCareanother powerfultooltohelppatientsmanagetheirhealth.

CredibilitywithoutDefensiveness

Craig’sjourneyhasnotbeenwithoutitspersonal challenges.Hehasoftenhadtoleadorganizations wheremostofhiscolleagueswereofadifferent race,ormanageteamswherehewastheyoungest personintheroom.Herecallsasubordinateonce tellinghim, “My grandchild is older than you are. I’m not sure if I can follow your lead.” These dynamics,heacknowledges,caninvitebias orskepticism.

Hisapproachtotacklingthemrevealsthecoreofhisleadership style.Hecenteredconversationsonhiscontributions,focusingon cleargoals,measurableresults,andhisunwaveringsupportforhis team'ssuccess.Heconsciouslyavoidedspotlightingdifferences, keepingtheteam’sattentionontheirsharedmission.Aboveall,he stayedauthentic,leadingwithconsistentvaluesandtransparent decisions.Thisapproach,hesays, “built credibility without defensiveness, strengthened trust, and kept teams aligned on what matters: delivering for the people we serve.”

Thisquietstrengthandemotionalintelligencearewhathehopesto bringtoanewarena.Heispreparingtoserveasanindependent directoronaprivatehealthcareorhealthtechboard,wherehe believeshisuniquelensasasafetynetCEOcanaddimmense value.

Outsideofwork,herechargesnotbychasinga“perfect”balance, butbyrunningwhathecallsa “sustainable rhythm.” This involvestightmeetingdiscipline,predictabletimeoff,andleading byexampleinsettingboundaries.Thatrhythmallowshimtimefor thehobbiesthatsharpenhismindandrestorehisspirit.Golf,he says,sharpenshispatienceandstrategy.Marksmanshipreinforces hisfocus.AndasadevotedNFLfan,heisslowlyworkingthrough alongtermgoaltovisiteverystadiumintheleague.

Itisalifeofintention,focus,andquietdedication. Whenaskedforapersonalmantra,hisanswerisa perfectencapsulationofhisentirejourney “Lead fairly, act kindly, and think strategically.” ForDr. CraigGlover,theboyfromtheSt.Louisclinic,these arenotjustwords.Theyaretheoperatingsystemfor alifespentturningapersonalmissioninto measurableoutcomes,onepatient,onesystem, onecommunityatatime.

Providing ABA 1-to-1 therapy in your home

Offering social skills training and groups

Supplying community-based training

Supplying prevocational training at an early age

Providing parents and family members with training, too

The Five Most Inuential FQHC Leaders to Watch in 2025

The Architect of a System He Was Never Meant to Enter

Thesmellisthefirstthingheremembers.Notthefluorescenthumofthelights,orthemuffledsoundofthevacuum cleanerdownthehall,butthesharp,chemicaltangofindustrial-gradecleanerandfloorwax.It’sthesmellofempty officeslateatnight.WhenCesarHerrerawasoldenough,hewouldjoinhisparentsonthesecleaningjobsinand aroundDetroit.HisfamilyhadimmigratedfromthePhilippineswhenhewasthree,settlingintothekindof working-classneighborhoodswheresurvivalwasamosaicofvariousjobs.

Heremembersthefeeling,too.Acreepingshame,hotandprivate,asheemptiedwastebasketsinthedark,knowing otherfamiliesdidn’thavetodothis.Heunderstood,inthatvisceral,wordlesswayachilddoes,thatthearchitecture ofthisnewcountrywasbuiltonruleshecouldn'tsee,andthathisfamilywasontheoutsideofthem.

TomeetCesarHerreratodayistomeetamanwhoseemstohavemasteredeveryruleofthatarchitecture.Heis theCEOandCo-founderofYuvoHealth,acompanybuiltonapremisesocomplex—enablingFederally QualifiedHealthCenters(FQHCs)tothriveinvalue-basedcarearrangements—thatexplainingitrequiresa glossaryofhealthcarejargon.Heholdsthreedegreesfromthreeprestigiousuniversities:theUniversity ofMichigan,JohnsHopkins,andtheNYUSternSchoolofBusiness.Heiscalm,pragmatic,and speakswiththeconsideredprecisionofsomeonewhohasledteamsinstrategy,finance, andoperations.

Heis,inshort,thelastpersonyou’dexpecttohaveeverfeltlikean outsider.Butthemanbuildingoneofthemostcriticalnew platformsforAmerica’shealthcaresafetynetisthe samekidwhofelttheshameofemptyingthose wastebaskets.Thetwoarenotjust connected;onecreatedtheother

TheNarrowPath

Thethingaboutpredeterminedfuturesisthattheyfeel, mostofall, constraining.Bynineteen,Herrerawasat collegeandfeltthewallsofculturalandsocietal expectationclosingin.Hewaslost.Hesawanarrow pathlaidoutforhimbyhissocioeconomicstatusand seriouslyconsidereddroppingout.

Thechangecamenotasalightningbolt,butasa person.AFilipinoAmericanprofessorattheuniversity Shedidn’tjustmentorhim;herveryexistence “demolishedthetraditionalstereotypes.”Shepresented analternativeversionofsuccess,adifferentblueprint. Thisencounterdidn’tjustempowerHerrera;itgave himatarget.Herealizedthatthesystemicconstructs he’dfeltasachild—theonesthatmadehisfamily cleanofficeswhileothersownedthem—hadaname. HemajoredinSociologyandEthnicStudies.Hebegan tostudythemapofrace,class,andgender,andhow thoselinesinvariably,cruelly,tracedtheoutlinesof healthoutcomes.

Hemadeamission:tobeanadvocateforcommunitieslikehis. Butwithoutaguide,hehadtoforgehisownway.“Twenty yearsago,”hesays,“Ididn’tevenknowthesecareer opportunitiesexistedandIcertainlydidn’tbelievetheywere availabletome.”

Sohestartedcollectingtools.

AResumeLikeaToolkit

IfyoulookatCesarHerrera’scareerbeforeYuvoHealth,it seemswinding,almostchaotic.HeworkedonMedicarepolicy HedevelopedprogramsforHIVinitiatives.Hemanagedvaluebasedstrategiesforaninsurancecompany.Heevendidaoneyearstintininvestmentbanking.Itreadslesslikeacareer ladderandmorelikeanapprenticeshipineverycornerofthe problem.Hewaslearningthelanguageofthepublicsector,the privatesector,thepayers,thefinanciers,andtheproviders.

Hewas,piecebypiece,learningtobetheleaderhe’dwantedto findinhisowncommunity

Eventually,helandedaleadershiproleatahealthcarestartup, developingprogramstoremovesocialbarriersforlow-income communities.Itwas,byallaccounts,thejob.Thiswas “everythinghehadsetouttodo.”Butafamiliarfeeling returned:constraint.Hewasunfulfilled.Theworkwas right,butthecompany’sdirectionwasoutofhis control.

“Ineverthoughtentrepreneurshipwasanoption tome,”Herreraadmits.It’sastriking confessionfromanow-CEO.Butthe realizationhadcrystallized:“Inorderto makethemostimpactfulchangeatalocal level,IknewIhadtodosoonmyown terms.”

TheideaforYuvoHealth,discussedinthe liminalspacesofwork—betweenmeetings, ontrips—withhisco-founder,JanelSia, wasn’tjustamarketopportunity.Itwasthe culminationofhisentirelife’ssearch.Itwas thetoolhehadbeenbuildingallalong.

TheProblemoftheClinic

HereisthecentralparadoxofAmericanhealthcare: “Freeandlow-costhealthcareexistsinthiscountry,” Herreraexplains,“butmillionsofAmericanscan’taccess itbecauseprovidersareoverburdenedandunderfunded.”

Theprovidershe’stalkingaboutareFQHCs,the communityhealthcentersthathave,fordecades,beenthe onlylifelineforourmostunderservedpopulations.They aretheheroesofthestory.Buttheyaredrowning.They operateonrazor-thinmargins,buriedinadministrative work,andarestructurallylockedoutofthenewfinancial models—likevalue-basedcare—thatrewardkeeping people healthy ratherthanjusttreatingthemwhenthey're sick.

“Thisinevitablyharmshistoricallyunderserved communitieswhoalreadyfacedisproportionatehealth outcomes,”headds.

Herrera’sinsightwasto not reinventthewheel.Don’tbuild newclinics.Don’ttrytobetheprovider.Instead,buildthe thingtheprovidersthemselvesdon’thavethetime,capital, orexpertisetobuild:amodern,scalableadministrativeand managed-careengine.YuvoHealthistheinfrastructure.It’s theplumbing,thescaffolding,thetranslator.Itpartners withFQHCs,takestheadministrativeburdenofftheir backs,andgivesthemthepowertonegotiatewithlarge insurers,allowingthemtofinallyunlocktherevenue streamsthatcomefrom proving theyarekeepingtheir communitieshealthy.

Itis,inessence,acompanydesignedtogivecommunity clinicsfinancialindependence.Itisabusinessmodelbuilt onempathy

TheZipCodeEquation

WhenHerreraspeaksnow,youcanhearthesociologist,the policywonk,andthebankerallatonce.Butmostofall,you hearthekidfromDetroit.“Rightnow,zipcodesandannual incomesdictatehowlongwelive,butthisshouldn’tbethe case,”hesays,hisvoicequietbutfirm.“Whenweinvestin localcommunities,weinvestingenerationalchange.”

Heis,bynature,apragmatist.Hewouldn’thavefoundeda companyunlesshebelieved,wholeheartedly,thatthe missionwassoundandthemodelwaspractical.Heis implementingchangenotwithspeeches,butwith spreadsheets;notwithoutrage,butwithcontractsand scalabletech.

Heistryingtobreaktheequationthatdefinedhischildhood. Heisbuildingasystemthatrecognizesthevalueofthevery peoplewhoare,rightnow,invisibleinplainsight—theones cleaningtheoffices,drivingthebuses,andcaringforthe children.

“I’mconfidentthatI’mworkingonimplementingpractical, meaningful,andimportantchangeincommunitieslikemy own,”Herrerasays.There’sapause.“I’mprivilegedtobe inthepositionI’minandIknowmyteenageselfwouldbe shocked—andproud—toseemenow.”Theshameofthe cleaning-fluidsmellisgone.He’sbuildingsomethingnew, somethingdesignedtolast,andthistime,he’sthearchitect.

FROM “SECRETARY” TO CEO

The Freight Boss Who Rewrote the Rules

Youdon’tstumbleintoaleadershiproleinamale-heavyindustry. Youtakeit.

Andwhenyoutakeit,youdon’taskforpermission—youbuildyour ownplatform,setyourownrules,andmakesurenoonecanevershrink yourtitleagain.

That’sexactlywhatDianadid.Today,sherunsTexasGlobalServices, afreightforwardingpowerhouseoutofHouston.Thecompanymoves goodsacrossoceans,skies,andborders—anddoesitsowellthatglobal playerstrustthemwithprojectstoocomplexforanyoneelsetotouch.

Buthere’sthepartpeoplemiss:herbusinessdidn’tstartfromaplaceof strategyandcapital.Itstartedfromsurvival.

TheJobSheTookJusttoPaytheBills

Dianawasn’tlookingfora“careermove”23yearsago.Shewasanewly divorcedmomwithtwokids,noworkhistory,andnosafetynet.

Sheneededajob.Anyjob.

Afriendpulledherintoasmall,woman-ownedfreightforwarding company.Shedidn’tknowwhatafreightforwarderwas—andifyou don’teither,here’sthequickversion:

Freightforwardersarethebackstagecrewofglobaltrade.Theymove goodsfromPointAtoPointBacrossland,sea,andair Theycoordinate thetrucks,ships,planes,warehouses,andallthepaperworkinbetween.

It’smessy.It’shighstakes.Andifyouscrewitup,someone’smilliondollarshipmentcanvanishintothinair.

Thatfirstjobdidn’tjustteachhertheropes.Ithandedherablueprintfor survivalinamale-dominatedindustry.Shelearnedhowtospeakupin roomswherehervoicewasn’texpected.Shelearnedhowtonegotiate withoutblinking.Shelearnedthatconfidenceisn'tabouthowloudyou are—it’saboutknowingyourworthandrefusingtoundersellit.

TheMoveThatAlmostBrokeHer

Yearslater,Dianajoinedaformer colleague—someoneshehadmentored—athisnew freightforwardingcompany.Sheworkedon commissionandcrushedit.

Butthecommutewasbrutal.Twohourseachway,every day.Healthproblemsstartedpilingup.Sheknewshe couldn'tkeepupthatpaceforever.

Herhusband,whohadanITandbookkeeping background,keptsaying, "Start your own company. You can do this.”

Shekeptsayingno.

Why?Becauselikemostpeoplestandingattheedgeof entrepreneurship,shesawthecliff,nottherunway.She didn'tknowaccounting.Sheworriedaboutcapital.She wasn'treadytogambleherstabilityonahunch.

Thencamethemomentthatflippedtheswitch.

TheTitleThatLitaFire

Atabusinessevent,thatsamecolleague—theoneshe hadtaughteverything—introducedherashis secretary

Nothispartner.Nothisright-hand.Noteven"headof operations.”

Secretary.

Itwasn’tjustinaccurate.Itwasdismissive. Itwasthekindofpublicundercuttingthat eitherbreaksyouorforcesyoutobuild somethingsoundeniabletheycanneverbox youinagain.

Dianawenthomeandtoldherhusbandshe wasready.

TexasGlobalServicesWasBorn

Startingwasn’tglamorous.Ittookmonthsto securetheFederalMaritimeCommission license.Herhusbandbuiltthefirstwebsiteand handledSEOsoclientscouldactuallyfind them.

Cashflowwasanightmare.Youcan’tmove bigfreightwithoutbigmoney,andbanks aren’texactlyeagertofundasmall, woman-ownedstartupinamale-heavy industry.Shehustled.Shereinvestedevery cent.Shefoughtthroughlostcargo,botched supplierdeals,andratesthatcutmarginsrazorthin.

Mostpeoplequitintheearlyyears.

Shedidn’t.

TheFive-YearRule

Here’sthetruthnobodywantstotellyou:most businessesdon’thitrealstabilityuntilyear five.

Bythen,TexasGlobalcouldfunditsown shipmentswithoutbeggingforoutside financing.Theygotbetterrates.Clientscame backandreferredothers.Thephonestarted ringingwithoutherhavingtochaseeverylead.

Forthelastthreeyears,thecompanyhasn’t justbeenstable—it’sbeenstrong.

TheLessonsThatTurnEmployeesinto Owners

Ifyou’resittingwhereDianasatyears ago—underpaid,undervalued,and overworked—here'sherno-fluffplaybook:

Trucking

· Seetheopportunityinsidethejobyouhate.

Thatfirstjobyouthinkis“beneath”you?Treatitlikepaidtraining. Learntheindustryinsideoutsonoonecantellyouyou'renotqualified later.

· Watchhowthebestoperatorsmove. Dianalearnedfromwomenwhodidn’tapologizefortheirexpertise. Studyhowtheytalk,howtheynegotiate,andhowtheyhandleconflict. You’llneedthosetools.

· Don’twaitforperfectconditions. Ifyou’rewaitingfor“therighttime,”you’regoingtobewaiting forever.Dianastartedwithnoaccountingskills,nocapitalcushion, andnoroadmap.

· Usedisrespectasfuel.

The“secretary”commentcouldhavebeenagutpunchthatknocked herout.Instead,itbecameherlaunchbutton.

· Survivelongenoughtogetgoodrates.

Freightforwardingisagameofmargins.It'sthesameinmany industries—yourleverageincreaseswithtimeandprovenreliability Stayalivelongenoughtogetthatleverage.

WhyHerStoryHitsDifferent

Plentyofpeoplestartcompaniesbecausetheyseeamarketgaporsmella bigpayday.That’snotDiana’soriginstory.

Shestartedbecausesherefusedtoletsomeoneelsewritehertitleforher

Andbecauseofthatdecision,hercompany nowmovesprojectsthatmostpeopleinthe industrydon’thavethestomachfor High-stakes,high-complexity,highresponsibilityshipments—andshe’sbuilt ateamthatthrivesonmakingthe impossiblehappen.

IfYou’reThinkingAboutStartingYour OwnThing

Youdon’tneedtobeready Youneedtobe willing.

Willingtotakethefirstuncomfortablestep. Willingtostayinthegamewhentheearly yearstestyou.

Willingtolearneverythingyoudon'tknow andadmitwhenyouscrewup.

Mostofall,youneedtobewillingtobet onyourselfbeforeanyoneelsewill.

Dianadid.Andshe’sproofthattheperson theyunderestimatetodaymightjustbethe onetheyanswertotomorrow.

Ocean Freight

Air Freight

Dr. Ara J. Baghdasarian The Man Who Believes Compassion Can

Be Optimized

CEO Southern California Medical Center (SCMC)

Inthelexiconofmodernhealthcare,thereisaparticularphrase:“unmet needs.”It’saclean,sterileterm,somethingtobeenteredintoareportor discussedatastrategymeeting.Itsoundslikeanemptyshelfata supermarket.ButataFederallyQualifiedHealthCenter(FQHC)in SouthernCalifornia,an“unmetneed”isadiabeticpatientwhocan’tgeta ridetohisappointment.It’samotherofthreewhoneedsaspecialistbutis stuckinareferralloop.Itisthegapbetweenapersonandtheirsurvival.

TounderstandDr.AraJ.Baghdasarian,theCEOofSouthernCalifornia MedicalCenter(SCMC),youmustfirstunderstandthatheseesthesegaps withanalmostpainfulclarity.Andmoreimportantly,hedoesnotseethem assadinevitabilities.Heseesthemasfailuresof process

TomeetDr.Baghdasarianistomeetamanwhois,bytraining,amedical doctor,butwhothinkslikeasystemsengineer.Heisahealthcareexecutive, butheisalsoaphilanthropistwhohasspenteightyearschairinganon-profit intheDemocraticRepublicofCongo.Heisamanwhocanspeak,with equalfluency,about“compassionatecare”and“keyperformancemetrics,” because,inhismind,theyareexactlythesamething.

Hehasbeenfeaturedin Forbes asathoughtleader,amanwhoseesthe “evolvingandever-changinghealthcarelandscape.”Butthisisn’tsome abstract,30,000-footview.Heseesthelandscapefromthegroundup.He doesn’tjustseethe pressure,heseesthe pain point Andapainpoint,he knows,isjustapersonwhoishurting,multipliedbyathousand.

TheLanguageoftheMachine

ThethingaboutDr.Baghdasarian’sresumeisthatitreadslikearepair manualforavast,complicated,andbrokenmachine.Heisadoctor,yes—he earnedhisMDfromXavierUniversity—buttherestofhiseducationisan MBAandaMasterofHealthServicesAdministration(MHSA).Hedidn’t justwanttoknowhowtohealaperson;hewantedtoknowhowtobuildthe place thathealstheperson,howtopayforit,andhowtorunitsoitdoesn’t fallapart.

Hespeaksalanguagethatcansound coldtotheuninitiated.Heisan expertin“OperationsManagement,” “UtilizationManagement,”and “process&qualityimprovement.” Thisisthelanguageofefficiency.In acorporatesetting,thislanguageis usedtomaximizeprofit.Inan FQHC,thislanguageisusedto maximize life

AtanFQHC,everydollarwastedon aninefficientprocessisadollarnot spentonachild’svaccination.Every “failedkeyperformancemetric”isa humanbeingwhodidn’tgetthecare theyarelegallyandmorallyentitled to.Dr.Baghdasarian'sobsessionwith operationsisnotabusinessfetish;it isamoralimperative.Heisdrivenby theradicalbeliefthatthehighest formofcompassionisasystemthat actually works.

ACareerintheGaps

BeforeSCMC,hiscareerwasastudy oftheplaceswherethesystem breaks.Heranclinicaloperationsfor Optum/DaVita’sPatientPathways,a companybuiltentirelytomanage oneofthemostdangerousmoments inhealthcare:thedischarge.Hewas inchargeofthehandoff,themoment apatientleavesthehospitalandis mostlikelytofallthroughthecracks. It’sajobaboutlogistics,aboutphone calls,aboutensuringafileis transferredandaprescriptionis filled.Itisajob,fundamentally, aboutnotlettinggooftherope.

Then,hewastheVicePresidentof OperationsatVetFed,overseeingthe VeteransAffairsmedicaldisability evaluationprogram.Ifyouwantto findaplacewherebureaucracyand humanneedcollidewiththeforceof atrainwreck,itisintheVA disabilitysystem.Itisaworldof paperwork,ofwaitinglists,ofrules.

Tosucceedthere,youmustbeamasterofprocess.You musthavethe“stronganalyticalandreasoning abilities”hisbioboasts,butyoumustalsohavethe willtoseetheveteranburiedunderthemountainof forms.

Hechosethesejobs.Hechosetoworkinthegaps.He wasnotjustclimbingaladder;hewasgathering intelligence.Hewaslearning,piecebypiece,howthe machinefails.

TheViewfromtheCongo

Forthelasteightyears,Dr.Baghdasarianhasalso beenthechairandpresidentofTheIdaLeeProject,a non-profitintheDemocraticRepublicofCongo.This isnotalineonaresume;itisthekeytotheentireman.

IntheDRC,theproblemsarenottheoretical.An “unmetneed”isavillagewithoutcleanwater A “processfailure”isasupplychainofmedicinethat breaksdown,withfatalconsequences.Whenyouare tryingtodelivercareinEastAfrica,logisticsarenot boring.Logisticsareeverything.Your“negotiationand confrontationskills”arenotforaboardroom;theyare foracheckpoint.Your“analytics”arefordetermining howtostretchashoestringbudgettoserveawhole community

ThisisthelensthroughtoseehisworkinSouthern California.Heisrunningamulti-siteFQHC,aplace thatexiststoservethosewhohavetheleast.Heis applyingtheruthlessefficiencyofalogisticiantothe empatheticmissionofahumanitarian.

WhenDr.Baghdasariantalksabout“newbusiness opportunities,”he’snottalkingaboutnewmarketsin thetraditionalsense.He’stalkingaboutfindinganew waytofundastreetmedicineteam.He’stalkingabout apartnershipthatallowsSCMCtoofferdentalservices wherenoneexisted.Heisa“progressiveexecutive” becausehehasstoppedacceptingthat“vulnerable” mustalsomean“unprofitable,”or,worse, “unmanageable.”

Heis,inshort,tryingtobuildasystemsorobust,so well-designed,andsooperationallysoundthatit finally,truly,leavesnoonebehind.Heisadoctorwho understandsthatyoucan’thealacommunityone patientatatime.Youhavetohealthesystemthatis makingthemsick.

Letmetellyouatruththat’smade—and saved—millionsforCEOswhoplaythelong game:Youcan’tmarryyourfirstidea.

Ilearnedthatthehardway.

TheOfferThatWentNowhere

Ihadwhatfeltlikeabrilliantidea.Myapartmentin Porto,Portugal,sitsemptywhenItravel.Manyofmy friendsfantasizeaboutworkingremotely,tastingthe “digitalnomad”lifestyle.SoIthought—perfect.I’doffer themthechancetostayinmyplace,free.

They’dgetatasteoflocationfreedom.I’dgetthe satisfactionofhelpingthemtakeasteptowardabigger life.Win-win,right?

Ireachedouttosevenpeoplewhoseemedlikeperfect fits.

Result?

Nothing.Notasingle“yes.”

Sure,Igotpolitereplies.Afew“That’samazing!”and “I’dloveto,but…”Butnoaction.

Iwasstunned.Inmyhead,I’dpicturedatleasttwo peoplesayingyesbeforeIfinishedmakingtheoffer. Instead,Iwasleftstaringatalistofpeoplewhoseemed interested—butweren’tmoving.

TheAutopsyofaDeadIdea

Here'swhereIwentwrong:Ididn’tfollowmyownrules.

Iteachentrepreneursthatastrongofferneeds:

· Aclearproblem—andprooftheaudiencefeelsitnow, notlater

· Asolutionthatconnectsdirectlytothatproblem.

· Awhythatmattersemotionally,notjustlogically.

· Messagingthatjoinstheconversationalreadyin theirheads.

· Acompellinghookthatmakessaying"no" feelexpensive.

· Therightaudiencesizewithskininthe game.

Ididnoneofthat.

IassumedmyfriendswantedwhatIwantedfor them.Ioffereditwithzerourgency,zerocost, andzerocommitment.Which,ironically,is exactlywhatItellmyclientsnottodo.

So,whatdidIget?

Politeenthusiasm.Andnothingelse.

TheRealProblemWasn’tThem

Iwasn’tjustattachedtotheidea—Iwasweddedtoit.Inmyhead,I’d alreadydecidedthey’dloveit.IskippedthepartwhereIactually confirmedwhethertheyneededit,wantedit,andwerereadyforitnow.

Worse,my“samplesize”wassevenpeople.That’snotevenatest—it’s adinnerparty

Andhere’sthebigbusinesstruthIhadtoswallow: Justbecausesomeonesaystheyloveanideadoesn’tmeanthey’llacton it.

It’snotmalice.I’stiming.Peoplehavelives.Prioritiesshift.Meaning welldoesn’tcreatemomentum.

ThePivotThatChangedEverything

OnceIgotovermybruisedego,IaskedthetwoquestionsI should’vestartedwith:

· What’sthereallessonhere?

· HowcanIpivotwithoutclingingtomyoriginalpictureof success?

That’swhenIflippedtheoffer

Iturnedthe“freestayinmyapartment”intoaVIPStrategy WeekendinPorto—apaidexperiencewherebusiness ownersworkwithmeontheirbiggestbusinesschallenges, face-to-face,inanenvironmentthatfuelsstrategicthinking.

Thistime,itlanded.

Why?Becausenowithadtheelementsthatactuallydrive action:

· Clearproblem:Entrepreneursneededfocusedtimeto workontheirbusiness,notjustinit.

· Logicalandemotionalpayoff:They’dleavewithclarity, strategy,andexecutionsteps—resultstheycouldfeeland measure.

· Skininthegame:Payingmeantthey’dprioritize showingupandimplementing.

· Rightaudience,rightmoment:Iputitinfrontofpeople activelysearchingforabreakthroughnow,not “someday.”

TheLessonYouCan’tIgnore

Yourfirstideaisn’tsacred.Thefasteryoureleaseit,the fasteryoufindtheversionthatworks.

Icould’vewastedmonthstryingtoconvincemyoriginal grouptotakemeuponthefreestay.Icould’vedoubled downonsellingsomethingtheydidn’tseeasurgent.But detachingfromtheoutcomefreedmetospotthebetter opportunity

Thesameprincipleapplieswhetheryou’repitching investors,launchingabiotechproduct,orsellingconsulting. CEOswhoscalefastdon’tjustinnovate—theydiscard quicklywhenaconceptdoesn’tconvert.

HowtoSpotWhenYou’reWeddedtoanIdea

Askyourself:

· AmIignoringrealfeedbackinfavorofwhatI imaginedwouldhappen?

· DoIkeeppushingthesameofferwithoutrevisiting theproblemitsolves?

· AmImoreinvestedintheideaitselfthaninsolving thecustomer’sactualneedrightnow?

Ifyouanswer“yes”toanyofthese,you’renot testing—you’redefending.Anddefensedoesn’tscale.

ACEO’sPlaybookforStrategicDetachment

Here’stheprocessInowfollow—andcoachothersto use—whenanofferstalls:

· StepBack.Removeyouremotionalinvestment. Thinklikeanexternalstrategist,notthecreator

· CheckYourAudience.Areyouspeakingtothe rightpeopleattherighttimeintheirdecision cycle?

· RefinetheProblem.Isthepainurgentenoughfor themtoactnow?

· RebuildtheOffer.Increaseclarity,urgency,and commitment.Givethemareasontoprioritizeit.

· RetestFast.Smallaudience?Smalllaunch.Don’t waitsixmonthstofindoutifthepivotworks.

FinalWord

Ifyourofferisn’tlanding,stopforcingit.Release yourattachmenttowhatshouldwork.Thefasteryou moveonfromthedeadweightofyourfirstidea,the fasteryoufindtheonethatcreatesrealtraction.

TheCEOswhowinbigaren’ttheoneswiththebest firstideas.They’retheoneswhoadjustfasterthan themarketshifts.

So,askyourselftoday—not“HowdoImakethisidea work?”but “What’sthenextbestversionIcantestnow?”

President and CEO | National Association of Community Health Centers)

Dr. Kyu

RHEE

The Man Who Toured the Empire to Save the Village

ThecareerpathofDr.KyuRhee

(PresidentandCEOoftheNational AssociationofCommunityHealth Centers)doesnot,atfirstglance,makeaparticleof sense.Itreadslikealistofwarringprincipalities,a collectionofacronymssodenseandpowerfulitfeels lesslikearesumeandmorelikeamapoftheentire Americanhealthcarecomplex.ThereisHHS(Health andHumanServices)andNIH(NationalInstitutesof Health),thetwinsunsofpublichealthpolicyand research.ThereisIBM,themountainkingdomof data,analytics,andartificialintelligence.Thereis CVS/Aetna,thevast,continent-spanningempireof privateinsuranceandpharmaceuticaldelivery.And then,atthebeginningandnowattheend—or, perhaps,theculmination—thereistheCHC (CommunityHealthCenter).

Itisastrangeandwindingpath,onethatseemsto moveinopposingdirections,fromthenonprofit worldtothepublicsector,thendeepintotheheartof corporateAmerica,andnowbacktothenonprofit worldagain.Itisajourneythatseemstodefythe normallogicofacareer,whichisusuallyastraight, upwardclimbonasingleladder.KyuRhee’spath looksmorelikeagrandtour,adeliberatepilgrimage toeveryseatofpowerinthehealthecosystem.

Youlookatthislist,andyouhavetowonder:Who is this person?Isheaprivate-sectortitan,apublicservant,atech visionary,oracommunitydoctor?Theanswer,itseems,is yes.Andinthat“yes”liestheentirestory.Rheeisn’tjusta leader;heisatranslator,amanwhohasmadehimself fluentineverylanguageofhealth.HeisaRosettaStonein asuit,andhehasjustbroughthisentirelibraryof knowledgebacktotheplacewherehestarted:the neighborhoodclinic.

TheFirstLanguage

Tounderstandthezig-zag,youhavetounderstandthe startingpoint.Beforethecorporatetitles,beforethe governmentservice,KyuRheewasadoctor.Notjustany doctor,butaNationalHealthServiceCorpsphysician,the kindwhodeliberatelychoosestoworkintheplaceswith thegreatestneed.HewastheChiefMedicalOfficerfor communityhealthcentersintheWashington, D.C./Baltimorearea,whichistosayheworkedatthe preciseintersectionofpolicyandhumansuffering.

Thisisthegroundfloor Thisistheworldof“regardlessof abilitytopay.”It’stheworldofMedicaidpaperwork,of patientswhoareuninsured,ofcommunitieswherethezip codeisamoreaccuratepredictorofhealththanthe geneticcode.

IntheCHC,youdon’tjusttreathypertension;you treatthelifethat causes thehypertension.Youtreat thelackoffreshfood,theunsafehousing,the chronicstressofpoverty.ThiswasRhee’sfirst language.Itisthelanguageof“yes,wewillsee you.”Itisthelanguageofthemission.Anditisa languageheclearlyrealizedwasnotspokeninthe widerhallsofpower.So,hewenttolearn.

LearningtoSpeak“System”

Youcanimaginehimintheclinic,realizingthatthe solutiontohispatients’problemswasn’tjustanew prescription;itwasanewpolicy,anewtechnology, anewpaymentmodel.Hecouldn’tfixthesystem frominsidethatoneclinic.So,heleft.

Histourbeganinthepublicsector,atHHSand NIH,rightwhentheAffordableCareActwas changingthearchitectureofthesky.Thisiswhere youlearnthelanguageof policy and scale,howa singlefederalrulecanchangethelivesofmillions. Butpolicyisslow.So,hewenttotech.

Foradecade,hewastheChiefHealthOfficerat IBM.Thisisnotanormalstopforacommunity doctor.Thisiswhereyoulearnthelanguageof data, analytics,and AI.Hewassuddenly responsibleforhowaglobaltechnologygiant thoughtabouthealth,howdatacould“transform” theverysystemsheonceworkedwithin.Hewas learning,inessence,thelanguageofthefuture.

Andthen,themostbafflingmoveofall:hewentto CVS/Aetna.HebecametheChiefMedicalOfficer, leadingover1,500healthprofessionals,responsible fortheclinicalsolutionsfor65millionpeople.This isthe“bellyofthebeast”formanypublichealth idealists.Thisisthelandofthe payer,theplace wheretherulesofmoneyandreimbursementare written.Hewaslearningthelanguageof capital.

Thisisn’tsellingout.Thisisinfiltration.Thisisaman systematically,patiently,anddeliberatelylearningto speakthelanguageofeverysingleentitythatholds poweroverthelifeofthatonepatientheusedtotreat inBaltimore.

TheFullCircle

Andnow,heisback.In2023,hetookthehelmofthe NationalAssociationofCommunityHealthCenters (NACHC),theadvocacyorganizationforall17,000 clinicsthatmakeupthenation’shealthsafetynet.He hascomefullcircle,butheisnotthesamemanwho left.Hehasreturnedtohisfirstlanguage,butnowheis fluentinfourothers.

Whenhesitsdownwithasenator,hecanspeakthe languageofHHS.WhenhemeetswithatechCEO,he canspeakthelanguageofIBM.Whenhenegotiates withaninsurer,hecanspeakthelanguageofAetna. Andwhenhevisitsaclinic,hecanspeakthelanguage ofadoctor

Thisiswhyheis,perhaps,themostinterestingFQHC leaderinthecountry.Heisnotjustadvocating for communityhealth;heisbuildingthebridge to it.Heis themanwhocanconnectthevast,abstract,and powerfulworldsofdata,policy,andfinancetothe concrete,human,andoften-overlookedworldofthe localclinic.

NACHC’smissionisaudacious:togrowfromserving 52millionpeopletoday(oneinsevenAmericans)to serving“upto1in2”by2045.Thisisnotadreamof incrementalchange;itisavisionofatotalredesign, wherethecommunityhealthcentermovesfromthe marginstotheabsolutecenterofAmericanhealthcare. Todothat,youdon’tjustneedaleaderwithagood heart.Youneedaleaderwhoknowsexactlywhereall theleversofpowerare,andwho,fortwentyyears,has beenquietlylearninghowtopullthem.

Let’sGetBrutalforaMinute.

You’renotconfused.

You’re avoiding the real question.

You’renotspinningincirclesbecauseyoudon’tknowhowto buildabrand.Orpriceyouroffers.Orwritetheperfectbiothat screams“humblegenius.”

You’respinningbecauseyou’reaskingweak,genericquestions thatkeepyourpowerdiluted.You’vegotvision-boardglitterin youreyesandyoucan’tseethedamnroad.

You’reasking:

· “WhatshouldIdo?”

· “WhatnicheshouldIpick?”

· “HowdoInotsoundtoobraggywhilealsosounding likeBeyoncé?”

You’rechasinganswerstoquestionsdesignedtokeep you small

NowI’mgoingtosaysomethingyourcoachwon’t. Thosearethequestionsthatamateursask.

Prosdon’task,“WhatshouldIdo?” Theyask,“WhatdoIwanttobeknownfor?”

Readthatagain.

ThatQuestionChangesEverything

It’sthe power seat.Itdoesn’tcarewhat’strending.It doesn’tcarewhatyourcompetitor’scharging.It doesn’tneedaCanvatemplate.

Itasksyoutostandstillforonesecondandremember: You’renotheretofitin.You’rehereto own your lane.

Andnoonecanownanythingtheyhaven’t claimed. Sohere’sthetruthnoone’sputtingonInstagram: Ifyoucan’tanswer“whatdoIwanttobeknown for?”,thennothingelsematters.

Notthelogo.Notthepackages.NottheDMstrategy Notthethree-partemailfunnel.

Becauseifyoudon’tknow why yourworkmatters,whythe hellshouldanyoneelse?

Let’sTalkAboutYou.No,Seriously

You’vebuilt,orarebuilding,somethingthatmatters.That takesguts.Butsomewherealongtheway,youstopped buildingamovementandstartedbuildingabrochure.

Youoverthinkyourpositioning.

Youwaterdownyourmessage.

Youwritecaptionsthatsoundlikeyouswallowedan inspirationalquotebookandpanickedhalfwaythrough.

Meanwhile,therealyou—theonewhohasstoriesthat couldchangelives,lessonsburnedintoherbones,anda truthonly you canspeak—iswaitingtobeinvitedtothe table.

Here’stheplottwist:Youarethedamntable.

LetMeAskYouThis:

· Whatdoyouknowfor sure aboutwhatyouoffer?

· Whatdopeoplesayaboutyouwhenyou’renotintheroom?

· Whatdoyou wish theysaid?

· Whatwouldyoufightfor,evenifnooneclapped?

Ifyoucananswerthat,youdon’tneedto“findyourniche.” Youaretheniche.

RealConfidenceIsn’tLoud.It’sClear

Whenyouownwhatyou’reheretobeknownfor:

· Yourbiowritesitself.

· Yourcontentbecomesmagnetic.

· Yourpricingstopsfeelinglikeamathtestandstartsfeeling likeaboundary

· Youstopwaitingforpermissionandstartactinglikethe leaderyoualreadyare.

Youwalkintoroomsdifferently.Youpostdifferently. Hell,youwakeupdifferently.

Becausethisisn’taboutbeingperfect.It’saboutbeing undeniable

Here’sthe3-StepClarityDetox

(Ifyou’vebeenstuckin“I-don’tknow-what-to-say”land,thispart’sfor you.)

1.KilltheMediocreQuestions.

They’redeadweight.Stopasking, “WhatshouldIdo?”and“HowdoI lookcredible?”Askinstead:

· “What’sthestoryonlyIcantell?”

· “WhatamIalreadydoingthat peoplethankmefor?”

· “WhatimpactdoIwantmyname attachedto5yearsfromnow?”

2.ClaimYourCategoryofOne.

You’renotcompeting.You’recreating. You’renotheretofitthemold.You’re heretobreakit.Soask:

· “Whatpartofmyworkisnonnegotiable?”

· “WhatamItiredofapologizing for?”

· “WhatdoIdodifferentlywithout eventrying?”

3.SpeakFromThatPlace.Always.

Stopwritinglikeastranger.Stop diluting.Stopmarketinglikeyou’re askingsomeoneoutonadate.

Startsaying,“Here’sthework. Here’swhyitmatters.Ifit’sfor you,let’sgo.”

BeingtheAuthorityIsn’taTitle.It’s aDecision.

Youdon’tneed10,000followers.You don’tneedtolooklikeanadfor ForbesWomen.Youdon’tneedto speakonfivepanels.

Youneedtostopoutsourcingyour confidencetometricsthatdon’tmatter

Yournamebelongsinroomsyouhaven’tenteredyet—butonlyifyou startusingyourvoicelikeithasadestination.

SoLet’sWrapThisUptheWayItStarted

Pullyourchaircloser.

You’renot“figuringitout.”

You’re remembering who the hell you are.

You’reheretobuildsomethingbiggerthanabrand.

You’reheretobe known forsomethingthatoutlivesanysinglecampaign, post,orlaunch.

Sostopwaitingto“haveitalltogether.”

Youalreadyknowwhatyoustandfor

Nowmakeitundeniable.

FinalPrompt:WriteThisSomewhereBigandLoud

“WhatdoIwanttobeso wildly known for… thattheysaymynameinroomsI'veneverevensteppedinto?”

That’stheonlyquestionworthanswering.

Andyou’vealreadygottheanswer.Startsayingitoutloud.

MITESH Popat, m.d

The CEO With the Global Play book for Local Problems

Onanygivenmorningin

Venice,California,theair smellsofsalt,oldasphalt, andeucalyptus.Youcanalso,ifyou’re payingattention,smellthefaint, metallictangofdieselfromtheVenice FamilyClinic’sstreetmedicinevan.

Thisiswhereyoumightfind Dr.MiteshPopat.Notinacorner office,necessarily—thoughhehas one—buthere,observingtheintricate, delicateworkofhisteamontheliteral edgeofsociety

Dr.PopatistheCEOof VeniceFamilyClinicasprawling, vitalinstitutionthatservesasthe primary,andoftenonly,pointofcare forover45,000peopleinLos Angeles.Heisaphysicianexecutive, whichmeanshespeakstwolanguages fluently:theclinicallanguageof diagnosesandtreatments,andthe administrativelanguageofbudgets, strategy,andscale.Heistrim,witha physician’scalm,observanteyes. Whenhespeaks,heisprecise,butthe precisionisaimedatatargetof profoundempathy

Heisexplainingtheproblem withametaphor.“Wetalk aboutthe‘safetynet,’”hesays, hishandssketchingtheideain theair.“Butanetispassive.It justcatchesyou.Itstopsyour fall.”Hepauses,lettingthe imagesettle.“Weneedtoshift awayfromthat.Weneedto fortifythesafetynet,andturnit intoatrampoline.”

Atrampoline.Theideaisso simple,sovisual,it’salmost whimsical.ButinDr.Popat’s framework,itisaradicalpiece ofengineering.Anetjust preventsdisaster Atrampoline usestheenergyofthefallto createanupwardbounce.It’s aboutpropulsion.It’sabout potential.Anditisthesingle bestexplanationforwhy MiteshPopatisoneofthemost influentialleadersin communityhealthtoday.He isn’tjusttryingtopatchpeople up;he’stryingtochange theirtrajectory.

TheDoctor-Economist

TounderstandhowDr.Popatthinks,youhave tolookatwhathestudied before heever touchedastethoscope.AtUCIrvine,he earneddegreesinbothbiologicalsciencesand economics.Thisdual-citizenshipintwo differentworlds—thecellularandthe systemic—defineshisentireworldview Heis,perhaps,theultimate doctor-economist.Heseesnotjustthepatient withdiabetes,butthefooddeserttheylivein. Heseesnotjusttheaddiction,butthe economicdespairandtraumathatfuelit.

“Healthcareisrelationalandnot transactional,”heinsists.Thisishisother mantra.Atransactionisanencounter You showup,yougetapill,youleave.It’s encounter-based,finite.Arelationshipis longitudinal.It’spreventive.It’s“wholistic.” Itrequiresa“trauma-informedlens,”an understandingthatthepeopleheserveshave beenfailedbysystems—andpeople—so manytimesthattrustisthemostfragile currency.

Thisphilosophywasnotborninaboardroom. Itwasforgedinthefield.Hesawitasayoung doctoratLaClinicadelaRazainVallejo.He sawitonaglobalscale,workinginIndia, Honduras,andSouthAfrica,studying everythingfromHIVpreventiontogroupvisit models.Hesaw,againandagain,thatyou couldnottreatthebodywithouttreatingthe life.

BeforearrivinginVeniceinlate2022,hewas theCEOofMarinCommunityClinics.Before that,hewasitsChiefMedicalOfficer.Hehas methodically,overhisentirecareer,collected viewpoints.Heservedasacommissionerfora managedMedi-Calplan,givinghimthe payer ’ s perspective.Hehasbeenanadvisorto BayAreahealthtechcompanies,givinghim the innovator’s perspective.Hehasassembled acomplete,360-degreeunderstandingofthe problem.He’snotjustadoctorinthesystem; he’samanwhohasstoodoutsideofit,looked attheblueprints,anddecidedthewhole designiswrong.

BuildingtheBounce

Sowhatdoesatrampoline look likewhenit’sahealthcare system?

AtVeniceFamilyClinic,itlookslikeafoodprogram, becauseyoucan’tgethealthyonanemptystomach.It lookslikeanEarlyHeadStartprogram,because multigenerationalwellness—breakingthecycleof poverty—istheultimate“bounce.”Itlookslikerobust substanceusetreatmentprograms.And,mostvisibly,it lookslikethestreetmedicinevans,whicharenotjust clinicsonwheelsbuttheveryedgeofthetrampoline,the partthatreachesouttopeoplewheretheyare,refusingto letthemfallthroughthecracks.

ThisiswhatDr.Popatmeansby“interdisciplinarycare.” It’sthetacitadmissionthataprescriptionpadisa woefullyinadequatetoolforfixingalife.

WhenDr.Popattalksabouttechnology,whichhedoes withpassion,it’snotaboutgadgets.It’saboutliberation. Heseestechnologyasthetoolthatcanfinallyabsorbthe “transactional”burdens—thebilling,thescheduling,the dataentry—thatburnoutdoctorsanddehumanize patients.Technology,inhismodel,iswhatfreesupthe humanstodothe relational work.It’stheinfrastructure thatmakestheempathyscalable.

LeadinganFQHCinLosAngeles,particularlyonewitha deepcommitmenttotheunhoused,isnotajobforthe faintofheart.Itisadailyconfrontationwiththenation’s mostcomplex,visible,andheartbreakingsocialfailures. Itisslow,grinding,andoftenthanklesswork.

ButDr.MiteshPopatdoesn’tseemgrounddown.He seemsenergized.Heseesthe45,000peoplehisclinic servesnotasaburden,butasaproofofconcept.Heisa manwhohaslookedattheabyssand,insteadofjust stringinganetacrossit,ismethodicallybuildinga machineforpropulsion.Heisbuildingabounce.

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