Meet your president-elect and board of director-elects

Summary by Promeus Inc.

Dr. Haroon Yousuf is a general internist and physician leader who serves as head of hospital medicine at Hamilton Health Sciences and associate chair for equity, diversity, inclusion and Indigenous reconciliation in the department of medicine at McMaster University. His work spans hospital operations, academic medicine, medical education, and equity-focused system leadership, with an emphasis on building physician-led structures that support high-quality patient care and workforce sustainability.  

In his hospital leadership role, Dr. Yousuf led the large-scale redesign of inpatient medicine services at the Juravinski Hospital, replacing a resident-based model with a physician-staffed hospitalist program. This transformation involved extensive physician co-design, large-scale physician recruitment, and the development of new staffing models, workflows, and digital tools to improve communication, care coordination, and physician experience. This work required sustained engagement with physicians, hospital leadership, and academic partners within a complex and resource-constrained system.  

Dr. Yousuf holds additional senior academic roles at McMaster University, including hospitalist fellowship director and co-chair of the professional competencies program. He was also instrumental in developing the McMaster–PEI Collaborative Hospitalist Fellowship, an interprovincial partnership with Health PEI designed to address specialist workforce shortages by creating a structured training and licensure pathway for internationally trained internal medicine physicians, while expanding access to care in underserved regions. Through these roles, he has contributed to academic governance, curriculum design, and postgraduate training oversight across clinical and educational settings.  

Dr. Yousuf is seeking the president-elect role out of a commitment to strengthening the OMA’s advocacy, governance, and impact for physicians across Ontario.

OMA competencies

1. Strategic and transformational thinking

Dr. Yousuf has led complex, system-level transformation in hospital medicine, most notably the redesign of inpatient services at the Juravinski Hospital into a physician-staffed hospitalist model. This work required strategic planning, large-scale physician recruitment, complex negotiations, change management, and continuous quality improvement within a constrained health system environment. He emphasizes physician co-design, data-informed decision-making, and iterative improvement to ensure sustainability and engagement. His leadership experience includes aligning clinical operations with institutional priorities while maintaining a focus on patient outcomes and physician wellness, skills directly relevant to advancing the OMA’s strategic objectives in a rapidly evolving health-care system.

2. Equity, Diversity, Inclusion & Accessibility (EDIA)

As associate chair for Equity, Diversity, Inclusion and Indigenous Reconciliation at McMaster University, Dr. Yousuf supports the integration of EDIA principles into governance, education, and clinical practice. His work includes advancing Indigenous health initiatives in partnership with Indigenous leaders, supporting mentorship and engagement for equity-deserving faculty, and strengthening policies that promote inclusive and psychologically safe professional environments. He approaches equity work as a structural and process-oriented responsibility, focused on building durable systems rather than one-time initiatives.

3. Innovation and digital leadership

Dr. Yousuf has applied digital and data-enabled approaches to improve hospital-based and post-discharge care. His leadership has included implementing secure digital communication tools, standardized handover processes, and hybrid care models that integrate in-person and virtual services. These initiatives have contributed to improved care coordination, reduced unnecessary paging, and more efficient use of physician time. He emphasizes the use of data, continuous quality improvement, and thoughtful workflow design to support both patient outcomes and physician sustainability, demonstrating how digital tools can be embedded into clinical systems in practical and scalable ways. 

Candidate's statement of interest

I am honoured to declare my candidacy for president-elect of the Ontario Medical Association. I am deeply motivated by the OMA’s mission to advocate for physicians and strengthen our leadership role in shaping high-quality, equitable care for Ontarians. The OMA’s vision to be the trusted voice of the profession aligns closely with both my professional journey and core values. 

As an internist and physician leader, I founded and led the hospital medicine department at Juravinski Hospital, transforming care for thousands of inpatients annually. This was not simply a structural redesign, it required complex negotiations with hospital leadership, alignment of funding models, workforce planning, and sustained physician engagement. Through co-design, advocacy, and change management, we built a system where over 90 rotating physicians now deliver consistent, high-quality care. The model has improved patient flow, physician retention and become so successful that we continue to receive new physician interest despite a full physician roster. 

This experience reinforced a central truth: physicians and patients thrive when doctors are empowered with strong representation, strategic negotiation, and meaningful involvement in system-level decisions. It is this approach I bring to the OMA. 

If elected, I will prioritize physician wellness, reducing administrative burden, and advocating for fair compensation and modern working conditions. I will apply a system-focused, evidence-informed leadership style that bridges frontline realities with policy and governance. Together, we can strengthen the profession’s voice, influence meaningful reform, and ensure that the OMA remains responsive to the evolving needs of its members and the patients we serve. 

Candidate Equity, Diversity and Inclusion statement

My commitment to equity, diversity, inclusion, and accessibility (EDIA) is rooted in both lived experience and sustained leadership. I currently serve as associate chair for Equity, Diversity, Inclusion, and Indigenous Reconciliation (EDI-IR) in the department of medicine at McMaster University, where I work closely with departmental leadership to embed EDIA principles into governance, policy, and everyday practice.

In this role, I have led and supported several initiatives aimed at moving EDIA from aspiration to action. These include the development of an Indigenous health retreat in partnership with Indigenous knowledge keepers, the creation of communities of practice focused on culturally safe care and anti-oppressive leadership, and the establishment of mentorship pathways for new and diverse faculty, with particular attention to early-career physicians navigating academic and clinical systems. I have also contributed to strengthening EDIA-related departmental policies, ensuring they are clear, accountable, and operationalized rather than symbolic. 

I describe my approach as process-oriented. Sustainable equity work requires clear structures, shared accountability, and continuous feedback, not one-time interventions. I focus on building systems that support inclusive leadership, transparent decision-making, and psychological safety for physicians and learners. 

This perspective aligns closely with the OMA’s goals of advancing physician wellness, advocacy, and a more equitable health-care system. As president-elect, I would bring a practical, systems-based EDIA lens that supports physicians across specialties and practice settings, while ultimately improving access, trust, and outcomes for the patients we serve.

CPSO member information

Reference and social media check complete; candidate eligible to run

LinkedIn profile

Summary by Promeus Inc.

Dr. Sharon Bal is a family physician and experienced medical leader with clinical, governance, and academic roles at the local, regional, and provincial levels. She currently serves as vice chair of the OMA board, chair of the OMA’s Governance and Nominating Committee (GNC), and is a two-term elected member of the OMA board of directors. Her experience includes previous service on the OMA’s Finance & Audit Committee (FAC) and Human Resources and Compensation Committee (HRCC), as well as on the boards of the Ontario Medical Foundation and the Federation of Medical Women of Canada. 

Dr. Bal has held multiple leadership roles within the Local Health Integration Network (LHIN) and Ontario Health (OH), including as regional clinical lead (primary care), and as part of the Waterloo Wellington regional triad overseeing pandemic response in eighty-eight congregate care settings. She contributed to the development of a cross-sector incident management system that improved alignment across three Ontario Health Teams (OHTs) which was provincially recognized by the Retirement Homes Regulatory Authority for the outcomes achieved. She is a Family Health Organization (FHO) lead and serves on the joint board of the Cambridge North Dumfries OHT. In addition to her system roles, Dr. Bal is electives chair at the Michael G. DeGroote School of Medicine, McMaster University, where she supports national accreditation priorities and oversees equity-focused clinical education across three campuses. 

Her governance experience includes board succession planning, modernization of elections processes, and policy reform with a focus on equity, transparency, and strategic foresight. She has key bilateral experience on OMA’s Physician Services Committee (PSC), which provides oversight of negotiations. She has a demonstrated interest in supporting emerging leaders, including through extensive mentorship and advocacy to advance gender equity in medicine. 

OMA competencies

1. Strategic and transformational thinking

Dr. Bal has supported long term planning and transformation efforts at OH and McMaster University. She led the development of an incident management system adopted across multiple OHTs and helped shape vaccine distribution strategy in the Waterloo region. In her academic leadership role, she oversees equity-focused clinical education across three campuses, aligning curriculum with national accreditation standards.

2. Governance and fiduciary oversight

A two-term OMA board director, Dr. Bal currently serves as board vice chair, chairs the GNC Committee and previously served on the FAC and HRCC (vice chair). She has contributed to modernization of board policies, oversight of director nominations, and governance reform. She also holds board roles with the Ontario Medical Foundation and the Federation of Medical Women of Canada. 

3. Health-care system and professional insight

Dr. Bal has worked across hospital, primary care, congregate, and community settings at local, regional, and provincial levels. She contributed to pandemic response leadership within OH West and continues to support system integration through her roles with Cambridge North Dumfries OHT, the Ontario Primary Care Council, and the OMA PSC. Her experience spans system planning, outbreak response, cross-sector collaboration, and bilateral committees. 

Candidate's statement of interest

I am seeking a final term on the OMA board because I profoundly believe in the power of collective physician leadership to drive meaningful change. Over the past several years, I have heard firsthand from you how system disruption, administrative burden, and workforce pressures have affected physicians across Ontario. I am guided by this as my North Star: my commitment has been, and remains, to ensure that our board acts decisively on the issues that matter most to members: sustainable and competitive compensation, strong health system advocacy, and policy solutions that support physician wellbeing and sustainability. 

My experience as a family physician, regional and provincial clinical leader, and academic chair enables me to bring a broad and balanced perspective to board deliberations. I work to ensure that the diverse realities of physicians across specialties, geographies, and stages of practice inform our strategic decisions. I am especially focused on ensuring that the lived experience of doctors is reflected in advocacy, negotiations, and organizational priorities. 

Since joining the board, I have served as board vice chair and chair of the Governance and Nominating Committee, roles that have strengthened my commitment to disciplined governance, accountability, equity, and transparent decision-making. I remain focused on ensuring the board is well positioned to guide the OMA through the next phase of system transformation and member advocacy. 

Our members deserve a board that listens, responds, and leads with integrity. I hope to continue contributing to that work through a final term of principled, collaborative, and forward-looking service. 

Candidate Equity, Diversity and Inclusion statement

Equity, diversity, inclusion, and accessibility are foundational to a strong and representative OMA. Our members must see themselves reflected in leadership and know that their experiences, identities, and needs inform our decisions. I believe EDIA is not simply a cultural aspiration but a governance responsibility that requires intentional structures, fair processes, and accountability for outcomes. 

My commitment to EDIA began before joining the board, through my work as co-chair of OMA Women, where I collaborated with members to address the gender pay gap, improve pregnancy and parental benefits, and create platforms for women physicians’ leadership and mentorship. These efforts reinforced for me the importance of data-driven advocacy to address systemic inequities across the profession. 

As board vice chair and chair of the Governance and Nominating Committee, I apply an EDIA lens to succession planning, board and committee recruitment, and governance modernization. This includes ensuring leadership pathways reflect the diversity of our 47,000+ members across specialty, geography, practice model, and career stage. I am proud of advancements such as strengthened pregnancy and parental leave benefits, intentional work on intra-sectional gender pay gaps, and the establishment of the new OMA Women’s Forum. 

Outside the OMA, my previous work as an Ontario Health clinical lead and now as electives chair at McMaster University focuses on culturally safe care, inclusive curriculum design, and collaboration with Black, Indigenous, and racialized communities. 

There is significant work ahead for us: I remain deeply committed to advancing equity as a core principle of OMA governance and member advocacy. 

CPSO member information

Reference and social media check complete; candidate eligible to run

LinkedIn profile

Summary by Promeus Inc.

Dr. Kenneth Fung is a psychiatrist, educator, and researcher with over two decades of clinical, academic, and governance experience. His work focuses on mental health equity, cultural psychiatry, and system-level engagement. Until recently, he served as clinical director of the Asian Initiative in Mental Health at Toronto Western Hospital and is currently director of global mental health in the department of psychiatry at the University of Toronto.

Dr. Fung has served on a range of professional boards and associations, including the Ontario Psychiatric Association, Society for the Study of Psychiatry and Culture, and the World Association of Cultural Psychiatry, among others. His governance contributions span policy development, education, and strategy related to equity, cultural safety, and physician well-being. He is active in implementation science research and digital innovation, including CIHR-funded digital tools supporting resilience, and is engaged in collaborative work involving artificial intelligence in mental health. He is a core member of the committee steering the next revision of the Diagnostic and Statistical Manual of Mental Disorders (DSM), with a focus on integrating cultural and social context into diagnostic frameworks. 

Dr. Fung’s leadership bridges academic research, clinical service, and community partnerships, with a focus on inclusive care design, workforce resilience, and structural approaches to equity. He brings broad experience across local and international systems, and a commitment to aligning system transformation with the needs of Ontario’s diverse physician and patient populations.

OMA competencies

1. Equity, Diversity, Inclusion & Accessibility (EDIA)

Dr. Fung’s work in cultural psychiatry spans clinical, academic, and policy domains. He has led national EDIA-focused training initiatives, developed culturally adapted care models, and supported community-based research with equity-seeking groups. He integrates EDIA principles across clinical education, digital innovation, and governance. His approach emphasizes translating equity principles into practical frameworks that inform education, service design, and governance, with attention to structural barriers affecting both physicians and patients. 

2. Innovation and digital leadership

Dr. Fung has led several digital projects aimed at improving physician resilience and equitable access to care. His work includes co-developing a resilience training platform for health-care providers, developing a mobile app for mental health, and contributing to international AI collaborations. His approach emphasizes ethical design, end-user engagement, and alignment with EDIA principles. 

3. Governance and fiduciary oversight

Dr. Fung has served in governance roles across local, national, and international psychiatric and medical organizations. His experience includes strategic policy work, board engagement during periods of structural transition, and the development of equity and education initiatives across professional networks. Through these roles, he has contributed to setting organizational priorities, supporting accountable decision-making, and balancing professional advocacy with fiduciary responsibility in complex, member-driven organizations.

Candidate's statement of interest

I am seeking election to the OMA board of directors because I want to help strengthen the physician voice to guide health system transformation, serve Ontario’s diverse communities, and promote physician well-being, resilience, and thriving practice. This includes championing equity, diversity, inclusion, and accessibility for patients and physicians, promoting the valuing of physicians as healers and leaders, and helping prevent burnout. I also recognize the importance of strategically harnessing rapidly evolving technology so that, rather than adding burden, it supports clinical practice, eases documentation, and improves data capture to better anticipate needs. I bring more than two decades of experience bridging frontline clinical care, academic leadership, and community partnerships. I founded and led the Asian Initiative in Mental Health at UHN for 23 years, and I serve as director of global mental health in the department of psychiatry at the University of Toronto. My governance and leadership experience includes service as a board member of the Ontario Psychiatric Association, past president of the Society for the Study of Psychiatry and Culture, and leadership roles in other national and international organizations. I bring practical insights into hospital and community physician realities, deep experience in mental health, addictions, and health equity, and experience supporting frontline health care provider resilience through digital interventions. I will foster a collaborative, values-informed approach to complex decisions, grounded in authenticity, integrity, and compassion, and a strong commitment to fiduciary stewardship and acting in the interests of all members.

Candidate Equity, Diversity and Inclusion statement

Equity, diversity, inclusion, indigeneity, and accessibility are core principles for an effective health system that responds to the diverse needs of all Ontarians and reflects our professional values and ethical responsibilities as physicians. As a cultural psychiatrist, educator, and global mental health leader, I have focused my career on advancing mental health equity and reducing structural barriers, including health-related stigma, racism, and other forms of oppression. Over two decades, I have led EDIIA-related initiatives at local, national, and international levels. This has included co-leading a University of Toronto departmental strategic pillar on social responsibility, strengthening engagement with people with lived experience, and supporting initiatives that improved inclusion and dialogue across diverse communities. I have contributed to Canadian Psychiatric Association position papers and training initiatives in cultural psychiatry, anti-racism, and international medical graduates training. I have created culturally adapted interventions that build resilience and promote empowerment for underserved or vulnerable groups, including frontline health-care providers during COVID, communities facing health-related stigma (including HIV and mental health), migrant workers, Indigenous communities in Ontario, caregivers of individuals with neurodevelopmental disabilities, university students, trauma-affected populations, and Asian communities. I will bring an EDIIA approach grounded in cultural humility, empathy, and collaboration, with an implementation mindset that translates values into practical policies and measurable impact. I aim to help ensure OMA’s strategies and advocacy are inclusive of Ontario’s diverse physician workforce and the patients we serve, strengthening belonging while maintaining constructive, respectful engagement across differences, so that diversity is truly our strength. 

CPSO member information

Reference and social media check complete; candidate eligible to run

LinkedIn profile

Summary by Promeus Inc.

Dr. Hemant Shah is a physician leader whose career spans complex clinical practice, academic medicine, health system leadership, and physician advocacy across public and private health-care environments. He currently serves as vice president, academics at William Osler Health System (Osler) and practises hepatology, contributing to the development of an expanding academic mandate within a large community teaching hospital serving one of Ontario’s fastest growing and most diverse regions.

Dr. Shah’s experience includes senior leadership roles within an academic health science centre and a large community teaching hospital, as well as senior executive roles in a private-sector health-care organization with accountability for physician partnerships, clinical operations, and organizational performance. At Osler, he has led the establishment of new medical education infrastructure in partnership with Toronto Metropolitan University (TMU), requiring alignment across physicians, academic institutions, and health system stakeholders. In this context, Dr. Shah has played a central role in building academic and research capacity within a large, rapidly growing community health system, balancing expanding educational mandates with service delivery demands in one of Ontario’s most diverse regions. 

Dr. Shah has also served as an elected director on the OMA board and as vice chair of the Negotiations Task Force (NTF). Across these roles, he brings a system-level perspective focused on physician sustainability, member engagement, and translating frontline realities into effective organizational and policy decisions.

OMA competencies

1. Strategic and transformational thinking

Dr. Shah has led large-scale transformation initiatives focused on workforce development, medical education, and system sustainability. In his role as vice president, academics at Osler, he has built a new academic function from the ground up, supporting the organization’s transition toward an academic community teaching model. This work includes developing education strategy, establishing leadership and governance structures, and implementing phased roadmaps to expand training capacity in partnership with TMU. His experience also includes senior leadership roles within a private-sector health-care organization during periods of rapid growth, strengthening his ability to translate long term vision into executable plans across complex environments.

2. Health-care system and professional insight

Dr. Shah brings professional insight shaped by experience across key segments of Ontario’s health-care system. He has practised and held leadership roles within an academic health science centre and within a large community teaching hospital serving diverse and rapidly growing populations. His private-sector health-care experience has provided exposure to data-driven performance management, operational decision-making, and alternative care delivery models. Together, these experiences have given him a nuanced understanding of how policies, funding models, digital tools, and education strategies affect physician practice across settings, and how alignment between system components can improve both care delivery and physician experience.

3. Member engagement, influence and advocacy

Dr. Shah has extensive experience engaging physicians across primary care, specialty practice, academic medicine, and community-based settings. His leadership in medical education has required close collaboration with front-line physicians to design training models that reflect real-world practice conditions and support sustainable careers. Through prior roles within the OMA, including participation in negotiations and physician advocacy, he has worked directly on issues related to compensation, workload, and professional sustainability. His experience spanning public and private health-care environments has further informed his understanding of physician motivations, workflow realities, and the importance of meaningful engagement in achieving durable system change. 

Candidate's statement of interest

Effective physician advocacy and system stability are inseparable, and a strong OMA is essential to advancing both. As a clinician caring for complex patients, and as a parent navigating the health-care system from the other side, I have seen how important it is that physician voices meaningfully inform policy, governance, and system design. And also that the OMA listens to those physician voices itself. 

My professional experience spans frontline clinical practice, academic medicine, leadership across public and private organizations, and physician advocacy. I have seen firsthand how policy choices, compensation models, digital transformation, and education strategy shape physicians’ ability to deliver care and sustain their careers. As a former OMA board director elected to bring change to the organization, and vice-chair of the Negotiations Task Force, I have experience with governance, negotiations, and the discipline required to balance advocacy with stewardship. 

In my current role as vice president, academics at William Osler Health System, and as a practising community hepatologist, I am helping to build a rapidly expanding community-academic enterprise serving diverse and growing populations. This work has reinforced that durable systems recognize variation across practice settings and career stages, and that workforce, education, and digital supports must reflect clinical realities. 

I bring a systems perspective grounded in evidence, negotiation experience informed by respect for the profession, and a collaborative leadership style. I am motivated to support an OMA that remains a trusted, effective voice for physicians across Ontario.

Candidate Equity, Diversity and Inclusion statement

My approach to equity, diversity, inclusion, and accessibility is grounded in fairness, practicality, and respect for the diversity of physicians and patients across Ontario.

As a clinician, I have cared for patients whose outcomes were shaped by access, language, geography, and social circumstance. As a leader, I have worked alongside physicians practising in varied settings, including large academic centres, community hospitals, and resource-constrained environments. These experiences have reinforced that equity is not about privileging some groups over others, but about ensuring systems function predictably and fairly for all. In order to thrive while being different, we have to understand each other’s’ experiences and differences.

There are circumstances where specific groups face structural barriers that require focused attention—not to elevate one group, but to remove obstacles so that all physicians can participate and succeed on equal footing. In leadership roles, I have emphasized policies and supports that recognize differences in practice conditions while maintaining common standards and expectations. There is no one-size-fits-all solution.

As an OMA board member, I would support balanced, inclusive decision-making that strengthens the profession and keeps the focus on practical solutions that benefit both physicians and patients.

CPSO member information

Reference and social media check complete; candidate eligible to run

LinkedIn profile

Summary by Promeus Inc.

Jennifer Quaglietta is an experienced CEO and board director, with experience creating long-term, sustainable change, and inspiring the next generation of leaders. Jennifer has served the private and public sectors throughout her career, with over twenty years of experience spanning health care, professional regulation, government, insurance, and professional services. She currently serves as CEO and registrar of Professional Engineers Ontario and as a board director of the OMA, where she chairs the Human Resources and Compensation Committee (HRCC) and sits on both the Pension Committee and the OMA Foundation Board. 

Ms. Quaglietta’s leadership career includes senior roles at North York General Hospital, the Ontario Ministry of Health and Long-Term Care, and the Healthcare Insurance Reciprocal of Canada (HIROC). Across these organizations, she has led high-impact initiatives in digital modernization, governance reform, quality and safety, enterprise risk, and health system transformation. She has also worked closely with hospital boards and executives across Canada to strengthen the health-care system’s resilience and risk management capacity. 

Ms. Quaglietta holds a bachelor of applied science and engineering, a master of business administration, an institute of corporate directors designation from the University of Toronto, and a certificate in strategic partnerships in nonprofit management from Harvard Business School. She also serves on the board of the Holland Bloorview Kids Rehabilitation Hospital and is appointed to several advisory committees including the Real Estate Council of Ontario and Engineers Canada. Her contributions have earned national recognition, including the 2023 Canada’s Most Powerful Women: Top 100 Award, the 2022 Robert Zed Young Health Leader Award, and the 2021 Not-for-Profit CIO of the Year Award. She brings to the OMA board strong credentials in governance, organizational performance, and cross-sector transformation.  

OMA competencies

1. Strategic and transformational thinking

Ms. Quaglietta has led complex change initiatives across sectors. At Professional Engineers Ontario, she is overseeing regulatory modernization, digital transformation, and governance renewal. Her earlier roles included system-level strategy in integrated care and quality improvement, and enterprise-wide transformation within hospital and insurance settings. Her approach combines long-term planning with phased implementation, performance measurement, and stakeholder alignment. 

2. Governance and fiduciary oversight

Ms. Quaglietta brings robust governance experience as both a CEO reporting to boards and a board director. She currently chairs the OMA’s Human Resources and Compensation Committee, overseeing executive performance, compensation strategy, and succession planning. She has served a wide range of governance, finance, quality, and risk committees across health care, insurance, and regulatory organizations, and holds the ICD.D designation. 

3. Health-care system and professional insight

Ms. Quaglietta’s health system insight is informed by senior roles in hospitals, government, and national insurers. At North York General Hospital, she led portfolios in patient safety, quality, and risk. At the Ministry of Health and Long-Term Care, she contributed to the development of Health Quality Ontario and system-wide reforms such as the Excellent Care for All Act and Health System Funding Reform. At HIROC, she supported boards across Canada in strengthening risk management and system resilience.

Candidate's statement of interest

I am seeking to continue serving on the OMA board because I believe deeply in the association’s mission to advocate for physicians and to strengthen Ontario’s health-care system at a time of profound transition. Over the past two years as a director, and as chair of the HR & Compensation Committee, I have seen firsthand the complexity of the challenges facing physicians and the critical role the OMA plays in advancing member interests while stewarding the organization for long-term sustainability.

My interest is grounded in continuity and contribution. I bring a systems-level understanding of health care shaped by senior leadership roles across hospitals, government, insurance, regulation, and academia, combined with lived board experience at the OMA table. This allows me to connect strategic decisions to operational realities, physician experience, and system impact. I am particularly motivated by the opportunity to help the OMA navigate workforce pressures, fiscal realities, digital disruption, and evolving expectations around governance.

The unique insight I bring is the ability to operate at the intersection of governance, policy, and transformation. As CEO of a large public-interest regulator, I understand board-management boundaries, fiduciary responsibility, and the importance of trust and credibility with stakeholders. As a health-care leader, I understand physician burnout, system fragmentation, and the urgency of practical advocacy. I am committed to contributing thoughtful, independent judgment, constructive challenge, and collaborative leadership to support the OMA’s mission and strategic direction.

Candidate Equity, Diversity and Inclusion statement

My commitment to equity, diversity, inclusion, and accessibility (EDI&A) is longstanding and deeply integrated into how I lead, govern, and make decisions. Across my executive and board roles, I have consistently applied an equity-informed lens to strategy, policy, and oversight, recognizing that fairness of process does not always result in fairness of outcome.

At the OMA, this commitment translates into ensuring that governance decisions reflect the diverse realities of Ontario physicians across geography, specialty, practice model, career stage, and lived experience. As HR & Compensation Committee chair, I apply EDI&A principles to executive oversight, performance evaluation, and succession considerations, ensuring decisions are transparent, defensible, and aligned with organizational values. More broadly, I support embedding EDI&A into governance culture as a core driver of credibility, trust, and effectiveness. 

Beyond the OMA, I have led and governed organizations through intentional EDI&A and environmental, social and governance (ESG) integration, including advancing inclusive nomination practices, modernizing governance frameworks, and embedding accessibility and equity into enterprise strategy. As a national advocate for women in leadership and STEM, I actively mentor and sponsor emerging leaders and regularly speak on inclusive leadership, psychological safety, and workforce sustainability. 

I see strong alignment between my experience and the OMA’s strategic vision. Advancing equity is essential to physician well-being, organizational excellence, and system performance. I am committed to supporting the OMA in continuing to evolve as an inclusive, responsive, and values-driven organization. 

Reference and social media check complete, candidate eligible to run

LinkedIn profile