1. What inspired your journey in advancing patient and staff experience in healthcare, and why do you believe human experience is becoming a central priority for healthcare systems today?

What inspired my journey in advancing patient and staff experience really comes from being on the frontlines as a clinician. I saw firsthand how deeply connected the experiences of staff and patients are—when staff feel supported, heard, and valued, it directly shapes the care they provide. That connection stayed with me and ultimately led me to focus on improving the systems and environments that support both.

I believe human experience is becoming a central priority in healthcare because we’ve reached a point where outcomes alone are not enough. Healthcare systems are recognizing that how care is delivered – how people feel, how they are treated, and how teams are supported – is just as important as clinical outcomes. There is also a growing understanding, backed by data, that workforce well-being, engagement, and psychological safety are essential to safety, quality, and patient outcomes.

At its core, prioritizing human experience is about creating environments where both patients and staff can feel respected, connected, and supported—and that’s foundational to delivering truly person-centered care.

 

2. From your perspective, what are the most pressing challenges healthcare organizations face today when trying to improve both patient and staff experiences simultaneously?

From my perspective, one of the most pressing challenges healthcare organizations face is that, despite the best intentions, we still often operate within a reactive culture. We tend to respond to issues after they arise rather than proactively designing environments that support both patients and staff from the start.

Another key challenge is that we frequently approach improvement work by doing things for people rather than with them. Without intentionally engaging staff, patients, and families as partners, we miss critical insights that could lead to more meaningful and sustainable change.

This is where true Person-Centered Care principles come in—particularly co-design. Too often, not all stakeholders are in the room when decisions are being made. When frontline staff, patients, and interdisciplinary voices are not included, solutions can feel disconnected from the realities of care delivery.

To truly improve both patient and staff experiences simultaneously, we have to shift from reactive to proactive, and from top-down decision-making to a more bottom-up, reverse, and circular approach—grounded in truly inclusive, co-designed practices.

 

3. What innovative approaches, technologies, or strategies do you believe are transforming how healthcare organizations deliver more human-centered care?

I believe some of the most transformative approaches are those that intentionally center the voices of both staff and patients in how care is designed and delivered. Co-design and shared decision-making are becoming more embedded, helping organizations move from assumption-based solutions to ones grounded in lived experience.

 

4. How can healthcare leaders foster a culture where both patients and healthcare professionals feel heard, valued, and supported?

Healthcare leaders can foster this kind of culture by intentionally creating environments where shared decision-making is the norm—not the exception.
This starts with actively listening and creating consistent opportunities for both patients and staff to share their experiences, ideas, and concerns—and then taking accountability to act on that feedback, do the work with them, share progress, and close the loop. When people see that their voices lead to real change, trust begins to grow.

It also means shifting from hierarchical, top-down approaches to more inclusive, collaborative models where frontline staff and patients are true partners in care design and delivery. Embedding co-design practices, interdisciplinary collaboration, and psychological safety allows individuals to speak up without fear and contribute meaningfully.

Equally important is supporting the workforce—ensuring staff feel valued, resourced, and cared for—because when healthcare professionals feel supported, they are better able to extend that same level of care to patients.
At its core, fostering this culture is about consistency: listening, partnering, acting, and closing the loop, so that everyone feels heard, valued, and supported.

 

5. Looking ahead, what does the future of human experience in healthcare look like to you, and what one change or action should healthcare organizations prioritize today to move in that direction?

Looking ahead, the future of human experience in healthcare is one where care is truly person-centered, where we see and support the whole person, not just the condition. This includes patients, families, and the workforce, with environments grounded in respect, dignity, psychological safety, and genuine connection.

I believe one of the most important changes healthcare organizations can prioritize today is focusing on the small, everyday actions that humanize care. This includes being mindful of the language we use, moving away from stigmatizing or labeling terms—and instead choosing words that reflect empathy, respect, and personhood. Language shapes perception, and perception shapes care.

It also means being more intentional in how we show up for one another, listening without rushing, involving patients and colleagues in decisions, and recognizing that every interaction is an opportunity to build trust.
While system-level change is critical, it’s these individual, consistent actions—how we speak, listen, and partner—that collectively transform culture and move us closer to truly human-centered healthcare.