Her Story
About Capucine
Capucine Sanders is an accomplished Executive Assistant to Vice Presidents at Children’s Health with 19 years and 10 months of experience at the organization, and more than 20 years of experience in administrative roles overall. Based in the Dallas–Fort Worth Metroplex, she brings a Master of Science in Management with a focus on Project Management, along with certifications including COS, CAP, PACE, and Lean Six Sigma Yellow Belt. Her professional expertise spans executive support, operational leadership, project coordination, and event and logistics management, with a strong reputation for organization, discretion, and strategic execution. Her career in healthcare began in 1997 after relocating to Dallas, starting with analytic work at a paging company before transitioning into a Health Unit Coordinator role in a hospital setting. In that position, she served as the first point of contact on the unit, ensuring patients, families, and staff had what they needed for smooth daily operations. She later advanced into a senior administrative role, where she remained for 16 years, strengthening her foundation in healthcare operations and executive support. During this time, she became highly skilled in administrative systems and workflow coordination but eventually recognized she was operating in routine tasks without continued professional growth. A turning point came after completing the “Drive Your Own Development” course through Children’s Health, which inspired her to take ownership of her career trajectory and pursue a more impactful path. In 2022, she transitioned into her current Executive Assistant role after initially believing the position was limited to calendar management. Once she discovered the strategic and project-driven nature of executive support, she embraced the opportunity and fully stepped into the role. Today, she supports three Vice Presidents, providing dedicated calendar management, proactive anticipatory support, and close collaboration on strategic initiatives and cross-functional projects. Her work is highly project-based, and she functions as an unofficial project manager and operational leader. She also provides daily support and mentorship to senior administrative staff within her VPs’ downline, many of whom are newer to their roles. Her core strengths lie in organization, project management, and operational coordination, with each day shifting between crisis response, executive alignment, and strategic project execution.
Her Interview
Ten minutes with Capucine
01What do you attribute your success to?
I attribute my success to the relationships I’ve built with my leaders and peers and my ability to consistently see the bigger picture. Those relationships are rooted in trust, and that trust allows me to operate at a higher level and keep things moving forward. I also have a strong growth mindset and a willingness to speak up. I’ve learned that how you speak up matters, it takes a level of awareness and knowing how to read the room, but your voice is essential to driving impact. At the same time, I understand that not every moment requires my voice. Knowing when to contribute and when to listen is just as important as speaking up. Most importantly, I’ve embraced the idea that leadership isn’t tied to a title, it’s about how you show up. When I walk into any room, I bring confidence, clarity, and the understanding that I add value. I know what I’m doing, and I’m prepared to operate at the highest level.
02What’s the best career advice you’ve ever received?
To use your voice and not remain in the background. Capucine emphasizes that even in supportive roles, it’s important to contribute ideas, think strategically, and advocate for your own growth.
03What advice would you give to young women entering your industry?
I would tell them to build relationships before they need them, because that's huge in this role. I think that's huge in any role, actually. I also live by the mindset that if my leader looks good, I look good. I’m always focused on elevating and supporting the people I work with. But just as important don’t lose your voice in the process. Your perspective, your ideas, and your presence matter.
Support others, absolutely, but never at the expense of who you are.
04What are the biggest challenges or opportunities in your field right now?
One of the biggest challenges in the Executive Assistant space right now is perception. Too often, this role is still viewed as a job not a career. Many don’t fully understand the depth, complexity, and strategic value EAs bring to an organization. We are far more than calendar managers. At our best, we operate as strategic partners and trusted advisors who anticipate needs, drive alignment, and help leaders move faster and smarter. The role has evolved, but the narrative hasn’t quite caught up.
There’s also a growing conversation around AI. Yes, AI can support and enhance our work BUT it cannot replace the judgment, relationship management, and organizational awareness that define a high-performing EA. If a role is limited to transactional tasks, then sure, there’s risk. But for those operating at a strategic level, AI is a tool not a threat.
The real question for leaders is this:
What kind of partnership are you looking for?
If the goal is simply task management, you’ll get task management. But if you want someone who is forward-thinking, who can lead process improvement, support data-informed decisions, and help drive operational excellence then it’s time to rethink what an EA can be.
The word “just” has no place in this profession. “Just an EA” doesn’t exist.
On the flip side, the opportunity in this field is incredible. EAs are uniquely positioned alongside senior leadership, often with access and insight that few roles have. That proximity creates pathways whether into Chief of Staff roles, project management, operations, or deeper strategic influence.
The role is what you make of it. And for those willing to grow with it, the ceiling is high.
05What values are most important to you in your work and personal life?
Integrity is at the core of everything I do both professionally and personally. Alongside that, unwavering integrity and selfless service are values I hold myself accountable to every day. They’re also core values at Children’s Health, which makes it even more meaningful for me to align who I am with the organization I serve. It’s not just about showing up to work it’s about living those values consistently, in every interaction and decision. For me, integrity isn’t situational...it’s a standard. It’s about doing the right thing, even when it’s not the easiest option, and showing up with a genuine commitment to serve others.
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