The following reflection on personal impact and growth was originally published in the October 2025 issue of HOPA News. To discover even more articles in that issue and beyond, visit the HOPA News archive.
Authors
- Mary Walters, PharmD, BCOP, Director Pharmacy Precision Medicine, Illinois and Wisconsin Divisions, Advocate Health
- Peter Stuessy, PharmD, BCOP, Clinical Pharmacy Manager - Oncology, Illinois and Wisconsin Divisions, Advocate Health
A formal leadership position was not on the vision board for either of us. We were both enjoying our comfortable daily clinical work, not dreaming about what other opportunities may manifest. Comfortable on the path we were on, we just kept our heads down, putting one foot in front of the other. The problem with keeping your head down and sticking to the path you know is that you may walk straight past the wounded bird in the underbrush, the rare flower blooming off-trial, or the strange animal tracks that hint at a deeper story. In medicine, this means missing the chance to treat the overlooked, to study the unexpected, or to question the well-trodden routes of policy and practice. The forest may seem safer when you don't stray, but growth lives in the tangled edges - where curiosity leads, and change begins.
Mary: I have always had a keen passion for the "why" everything. Why is the sky blue? Why do you do it like that? Why do some people get sick, and others don't? Early in my career, this was what drew me to biochemistry and research. Despite the detailed focus and ability to answer some of the "whys," I was dissatisfied with the broader impact of the work I was doing as a medicinal chemistry intern and lack of connection to individual patients with "benchtop" scientific research. Once some of "whys" were answered, I found myself stuck on "so what?" Then I found Precision Oncology as a PGY2 pharmacy resident - a field where the molecular biology of cancer (the "why") informs tailored treatment approaches that improve outcomes for patients. I finally found my "so what" and have been a clinical pharmacist in Precision Oncology for the past four years.
Peter: My experience was quite different. Initially, I had no interest in oncology, favoring cardiology, infectious disease, and critical care. I covered these specialties for six years before discovering the appeal of oncology through discussions with oncology pharmacy leaders within my organization. When our organization began adding pharmacists to cancer infusion clinics, I took the leap to become an outpatient general infusion clinic pharmacist. After building several years of experience, I moved into a coordinator role within the oncology service line managing projects, providing clinical support, and creating standards and treatment protocols.
Embracing the Unforeseen Call to Lead - Why Not Me?
Mary: When I first started in the Precision Oncology program, I was the only pharmacist on the service, a service piecemealed from a variety of departments under the oncology service line without clear ownership. As our organization expanded and the demand for clinical support from Precision Oncology and associated Molecular Tumor Board services grew, our team did not. I advocated for a change after recognizing the stress this was putting on my teammates and the potential to adversely affect the quality of the patient. The Director of Pharmacy Precision Medicine role was created early 2025 to address the increasing demands for precision oncology services, practice standardization, and coordinated workflows. At first, I was reluctant to apply for this new position - one which would depart from the direct patient care activities I enjoyed most in favor of more administrative and strategic activities. However, with the support of former preceptors, colleagues, and my supervisor, I realized this was the best avenue to ensure continued growth and success of the program. With my experience and passion for the program, I asked myself "why not me" for this role. A short time later, I was fortunate to have been selected. I now oversee the activities of the Precision Oncology and more broad Precision medicine Pharmacy services for the Mi clinical pharmacists.
Peter: I was content with my role as a clinical coordinator for many years. Like Mary's story, the organization's oncology pharmacy services began to expand, and an operations manager position for the cancer clinics became available. In my coordinator role, I took on several leadership opportunities and enjoyed that work. While talking to my direct leader about this new manager position, he encouraged me to apply. I applied for that role but was, unfortunately, not selected. Though I was not chosen for this job, I continued to volunteer for leadership opportunities, hoping another chance would come. Years later, a new clinical manager position was created. This role would be the leader of my coordinator team at the time - which I already knew well - and oversee clinical pharmacy practice for oncology patients in the Midwest area of our healthcare system. Encouraged by my colleagues and leader, I applied for this position and was chosen.
Practice Makes Perfect
Experience in clinical practice with direct patient care was critical in preparing both of us for our current roles. Building strong relationships with patients, healthcare providers, and colleagues was fundamental to delivering high-quality care. The same skill sets (i.e., active listening, emotional intelligence, conflict resolution, effective follow up, personal integrity, cultural competency, mentorship and coaching) developed in the clinics are the same as those required in leadership. The difference now is that our network and diversity of relationships has expanded. With this expanded scale and scope, strong relationships are even more crucial - relying on trust, collaboration, and mutual respect - to drive strategic initiatives forward.
Mary: Additionally, my direct patient care experience gives me the ability to shift lenses and refocus perspectives based on the task. Strategic planning in management involves a global perspective to anticipate long-term objectives, broad impact, resource allocation, and future challenges. My clinical practice experience helps me appreciate and anticipate the individual needs, perceptions, and impact of initiatives on front-line team members.
Peter: I would like to also highlight the importance of understanding clinical practice challenges and how decisions impact patient care. In my time in the infusion clinics and as a clinical coordinator, I saw how initiatives both positively and negatively impacted patient care and identified patterns consistent with success. This experience locked my focus on patient care as the anchoring principle to my decision-making as a leader.
Bigger Really is Better
Both of us have discussed how the platform of our new leadership roles has expanded the impact of initiatives and the ability to help team members within the organization.
Mary: I particularly value building and growing Precision Oncology expertise and seeing the positive impact it has on getting the right patient, the right drug, at the right dose, at the right time.
Peter: Leadership has given me an expanded appreciation of the new relationships I am building with team members and leaders within and outside of the organization.
Leadership has equipped us with more resources to tackle increasingly complex problems that previously frustrated us and felt out of reach in our clinical roles. These new positions challenge our prior beliefs and promote the development of new skillsets as we continue to explore the interdependence of departments and workflows within the organization.
Advice for Those Seeking Career Changes
For both of us, leadership was not part of the plan but rather an identified need, an opportunity to make an improvement or a bigger impact. To do this, we had to listen. Listening to the needs of patients, care teams, departments, and organizations helped identify how our experience and skillsets could bridge the gaps. Listening helps us gather all the necessary information critical for careful decision-making. Embrace every fork in the road as an opportunity to learn and develop new skills and perspectives. Having the courage to say yes to a less beaten path, try and fail, and challenge oneself is crucial for growth.
Conclusion
Sometimes the journey to leadership does not have to be on the roadmap, but rather finds an individual, beckoning them to rise above their reservations and take charge in service to others. Our journeys from clinical pharmacy to leadership roles within the oncology service line for our organization highlights the importance of listening, curiosity, service, and the support of professional networks. We want to underscore the value of clinical practice in preparing both of us for our strategic and managerial roles; clinical practice built the foundations for strong professional relationships and the continuous pursuit of learning and development. For anyone considering a career change, we hope our story and insights can provide a roadmap for growth and success in the ever-evolving spectrum of pharmacist career opportunities. Keep your head up, looking for new trails along the way.
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