Stephanie Slater

I attribute my success to tenacity—and to the people who shaped how I lead. Early in my career, a CEO saw potential in me, gave me real responsibility, and pushed me to run with it. He became a mentor who taught me that leadership isn’t about being “the boss.” The most effective leaders don’t collect employees—they build teammates.

That lesson has stayed with me. I believe every role matters, and the strongest outcomes come from teams where everyone is respected and empowered. I also believe that if I’m the smartest person in the room, I’m in the wrong room. I intentionally surround myself with people who are sharper than I am because I want to keep learning. I can walk into any room—whether it’s executives or frontline staff—and I know I’ll learn something, because everyone has value and insight.

At my core, I love solving problems. I stay curious, I ask questions, and I’m not afraid to make mistakes as long as I’m learning from them. Consistency, humility, and a strong team are what keep the wheel moving—and that’s what I credit most for my success.

The best career advice I’ve ever received is simple: everyone counts. Every role brings perspective, and every voice can carry insight—regardless of title. I’ve learned to never dismiss anyone based on position, because the people closest to the work often see the problems (and solutions) first.

I would tell young women entering this industry: be bold, but be kind. Be assertive, but never confuse confidence with arrogance. You don’t have to be loud to be powerful—you have to be clear, prepared, and consistent.

Most importantly, listen. Listening is one of the fastest ways to earn trust and the quickest way to learn the real dynamics of a room—what people need, what they’re not saying, and where the actual problems live. Ask smart questions. Take notes. Follow through. Your reputation will be built on what you deliver, not what you intend.

Also: don’t wait until you feel “ready” to raise your hand. Apply for the role, speak up in the meeting, take the stretch assignment. Advocate for yourself the way you advocate for others. Find mentors, but also build a circle of peers—people who will tell you the truth, sharpen your thinking, and celebrate your wins without competition.

And finally, protect your integrity. This industry is complex and high-pressure. Lead with empathy, but keep your standards. When you combine competence with character, you become the kind of leader people follow—and the kind of professional doors open for.

The biggest challenge is that access is still too often determined by process—not patient need. Even with relentless advocacy, there are situations where coverage is denied and you have to deliver that news to someone who is already scared, exhausted, and hoping for relief. That emotional responsibility is real, and it never becomes routine.

The biggest opportunity is transforming access from reactive firefighting into a disciplined, measurable function. When we invest in better intake, cleaner documentation, payer intelligence, and outcomes data, we can reduce denials, shorten cycle times, and scale support without losing the humanity of the work. The future of patient access is proactive, data-informed, and built around the patient experience—not bureaucracy.

The values that matter most to me—at work and in my personal life—are loyalty, empathy, and integrity.

I have strong family values, and I believe “family” is defined by commitment, not blood. People earn a place in your life through trust, consistency, and how they show up when it matters. That belief shapes how I lead teams and how I care for patients: I try to treat people the way I would want someone to treat the people I love—clearly, respectfully, and with genuine effort.

Empathy is central to everything I do. In healthcare, it’s easy for processes to turn people into case numbers. I refuse to let that happen. I believe dignity matters—especially when someone is scared, frustrated, or being told “no.” Empathy doesn’t mean lowering standards; it means understanding the weight people carry and meeting them with humanity while still doing the hard work.

I also value excellence and resilience. I don’t believe in perfection—I believe in responsibility. People will make mistakes. What matters is owning them, learning quickly, and coming back the next day ready to give 100% again. I may fail, but I will never stop showing up with effort, humility, and a willingness to improve.

Finally, I extend those values to the way I live outside of work—especially with animals. I believe animals deserve the same respect we expect as humans: safety, patience, consistency, and care. How you treat those who depend on you—patients, teammates, animals—says everything about your character. That’s the standard I try to live by.