From Bogotá to the boardroom

Leadership is a word used frequently in healthcare, but what does it really mean to lead with authenticity? To ground leadership in personal experience, cultural identity, collaboration, and a genuine commitment to helping others grow? This article is a reflection on that journey — my journey — as a Colombian immigrant, a healthcare revenue cycle executive, and a lifelong learner. 

I write this to encourage others — especially women, immigrants, and underrepresented leaders — to own their stories, invest in their growth, and lift up those rising alongside them. The lessons shared here are rooted in persistence and community and inspired by the ever-wise (and wonderfully quirky) Ted Lasso. Whether you’re just stepping into leadership or have been on this path for years, I hope these insights resonate with, challenge, or inspire you. 

The power of continuous learning: The foundation for success 

In healthcare finance, expertise alone isn’t enough; leaders must be lifelong learners. The rules shift, payer expectations evolve, and innovation reshapes how we work. Staying curious, adaptable, and growth-minded is essential. This mindset isn’t optional; it’s what enables us to anticipate change, make informed decisions, and lead through uncertainty. 

For me, continuous learning has always been a mindset rooted in curiosity, discipline, and a desire to improve. It’s what opened doors, built credibility, and helped me speak the language of physicians and executives alike. It allowed me lead with humility and authority, building trust in rooms where technical fluency and strategic clarity are non-negotiable. 

One thing I’ve learned: at some point, you will fail. I have. Many times. And it’s okay. Failure is not a measure of your worth — it’s a vital part of growth. What matters is how we respond: Do we reflect, adjust, and keep going? Creating a culture where it’s safe to fail and to learn from it makes all the difference. While it’s not easy to admit failure, each moment pushed me to be better. The grace we give ourselves and others in those moments often determines how far we can go. In fact, it’s often through failure that our greatest hunger to learn is sparked. 

Education, formal and informal, has been my most valuable investment. From graduate school and certification programs through MGMA and Healthcare Financial Management Association (HFMA) to industry webinars and late-night reading, I’ve made it a habit to never stop learning. My accent may hint at where I’m from, but it’s my preparation and insight that define how I lead. Continuous learning has helped me stay relevant, anticipate challenges, and deliver results — skills that transcend background or job title. Some of my most powerful lessons came through hands-on experience and intentionally designed learning programs at work. 

One such program is the Global Foresee Leadership Program, which has made a strong impression in my executive role at Resolv Healthcare, a Harris Computer company. The year-long experience emphasizes shared knowledge, open dialogue, and real-time leadership application. Through this program, I’m reinforcing competencies such as transparency, curiosity, and ownership. Programs like this go beyond professional development; they are transformative spaces for leaders to reflect, recalibrate, and rise. 

The data backs this up. The 2025 LinkedIn Workplace Learning Report¹ names access to learning opportunities as the top retention strategy. Companies that prioritize career development see stronger promotion pipelines, more engaged employees, and greater agility. In an industry where essential skills evolve quickly, learning isn’t just a competitive advantage — it’s a strategic imperative. Organizations that fail to invest in upskilling risk falling behind. Those that do empower their people to grow and shape the future. 

Here’s one practical habit I recommend to every aspiring leader: start where you are. Does your organization offer formal programs, tuition reimbursement, mentorship circles, or online learning tools? If so, take advantage. If not, create your own learning path. Block one hour a week for development. Watch a TED Talk. Read an article. Explore a case study. That consistent, small investment builds momentum and sharpens your thinking, as well as strengthens your voice in the rooms where it matters. 

In a field as dynamic as healthcare finance and revenue cycle, the people who thrive are those who never stop learning. It’s how we grow and, ultimately, how we lead.  

Servant leadership: Lifting as we climb 

Leadership, to me, isn’t about titles; it’s about service. Embracing servant leadership means putting the growth and well-being of others first. It’s about creating spaces where voices are heard, talents are nurtured, and people feel empowered to reach their potential. This approach has not only enriched my professional relationships but also fostered environments where collaboration and innovation thrive. 

Research supports this model. A study in the Journal of Business Ethics found that servant leadership improves employee engagement, trust in leadership, and job performance.¹ In healthcare operations, where cross-functional collaboration and strategic decision-making are key, this style helps build high-performing teams and aligns business goals with the human side of healthcare. It supports those who support the patient. 

Early in my leadership journey, I led a team of early-career professionals. I took time to understand their goals, paired them with resources, training, and encouragement, and took pride in their growth — even when it meant watching them move on to bigger roles. 

That’s what servant leadership is about: lifting others as we climb. It’s not about having all the answers but creating space for others to find theirs. It’s asking, “How can I support you?” instead of “What can you do for me?” 

Here are a few ways to cultivate servant leadership: 

• Hold regular check-ins focused on growth, not just tasks. 
• Ask open-ended questions that encourage reflection and initiative. 
• Celebrate small wins to build confidence and momentum. 
• Model humility by acknowledging your own growth areas and welcoming feedback. 
• Use the SBAR (Situation, Background, Assessment, Recommendation) communication tool to guide concise, solution-focused conversations. 

 This leadership style fosters loyalty, reduces burnout, and helps build diverse, high-performing teams. Importantly, it reflects a core truth: real leadership isn’t measured by how many people follow you, but by how many people you help rise. 

Embracing vulnerability and authenticity: A path to stronger leadership  

One of the quiet struggles many leaders face, especially high-achieving women, is imposter syndrome. That internalized doubt that whispers, “You don’t belong here,” even when your accomplishments prove otherwise. I’ve felt it in rooms where I was the youngest, the only woman, or the only immigrant. But I’ve learned that naming it helps disarm it. Talking about imposter syndrome normalizes it and invites others to step into their confidence. It doesn’t mean never doubting yourself; it means moving forward even when you do. 

As my career progressed, I realized that vulnerability and authenticity aren’t weaknesses; they are powerful tools for building trust and connection. Leadership can be lonely, especially for those of us whose perspectives aren’t always represented at the table. According to McKinsey & Company’s 2023 Women in the Workplace report, women — especially women of color — remain underrepresented at every level of leadership.²  

One of the best ways I’ve overcome that isolation is building my own “personal board of directors,” a group of thoughtful, supportive, and ambitious women I met through Chief, a network for senior executive women.³ Chief’s mission is to “maximize the impact of women executives,” offering space for honest conversations and real connection. These spaces are crucial, as women often face a unique set of challenges navigating visibility, influence, and balance. 

Although I left the organization about a year ago, the relationships I formed there have endured. These women have helped me navigate tough decisions, career pivots, and even a few late-night, wine-fueled conversations filled with laughter and truth. What began as networking became a circle of trust, and that trust made me a better leader. 

Authenticity isn’t just about being open — it’s about being aligned. It’s showing up the same in every room. It’s choosing to lead with clarity and vulnerability, even when it feels risky. As Brené Brown says, “Vulnerability is the birthplace of innovation, creativity and change.”⁴ 

My advice? Find your people. Build your circle. Be honest about your experiences and seek others who do the same. And above all, don’t water yourself down to fit someone else’s mold. Your voice, your background, and your values are your greatest assets as a leader. 

Persistence and resilience: The Colombian way 

In Colombia, we often say, “No hay mal que por bien no venga” — every cloud has a silver lining. This mindset shaped how I view challenges: not as roadblocks, but as opportunities to grow. Whether facing systemic barriers or personal setbacks, resilience and optimism have carried me forward. Persistence opened doors, built bridges, and made a lasting, meaningful impact. 

Growing up in Colombia during the height of the cartel wars shaped my approach to life and leadership. The environment was dangerous and unpredictable. Traveling between cities carried the threat of kidnappings. I watched my father, an honest businessman, rebuild his ventures with integrity time and again while others succeeded through corruption, money laundering, unfair advantages and zero accountability. That experience taught me one of the most valuable traits a leader can have: persistence. 

Living in that environment demanded a deep sense of resilience. I learned early to assess risk, adapt quickly, and push forward even when the odds seemed against us. The need to prevail wasn’t optional; it was survival. From that, I developed a lasting skill: perseverance without bitterness. 

This is the Colombian way — resilience rooted in realism, not idealism. We grow up learning to reinvent ourselves, to hustle ethically in unfair systems, and to move forward with fire and grace. That upbringing gave me a mindset I carry into boardrooms, strategy sessions, and tough conversations today. 

When I coach professionals, especially those navigating similar challenges, I remind them: persistence isn’t blind effort. It’s staying grounded in purpose, adapting as needed, and getting up with clarity every time you fall. 

A few practices I rely on to nurture persistence and resilience in leadership: 

• Practice regular self-reflection. Understanding your “why” gives you direction during the “what now?” moments. 
• Celebrate resilience, not just results. Highlight stories of persistence paying off, not just success. 
• Build your resilience toolkit. Mine includes journaling, connecting with mentors, and reminding myself that setbacks don’t define my trajectory. 
• Seek feedback, not validation. Feedback fuels growth. Validation seeks approval. Choose feedback, even when it stings. 

 Persistence and resilience helped me show up in rooms where I didn’t always feel welcome. They are the quiet strengths behind every milestone I’ve reached, and the most valuable lessons I carry from Colombia into every leadership moment. 

Leadership lessons from Ted Lasso 

One of my favorite leadership inspirations comes from fictional coach Ted Lasso. His focus on kindness, curiosity, and belief in others resonates deeply with me. Ted reminds us that leadership isn’t about having all the answers; it’s about fostering trust, embracing vulnerability, and leading with heart. As he says, “Be curious, not judgmental.” That simple shift can transform how we listen, understand, and lead. 

Lasso stands out because of his unapologetic optimism in the face of cynicism. He shows how a culture of encouragement can elevate individuals and entire teams. When morale is low, his response is curiosity, not criticism. When conflict arises, he meets it with compassion and candor. 

In a world that often rewards bravado and perfectionism, Ted’s humility and people-first approach are a breath of fresh air. Research backs it up: Google’s Project Aristotle found that psychological safety is the top factor driving high-performing teams.⁵ Ted models that by creating environments where people feel safe to speak up, take risks, and learn from failure. 

Here are a few “Lasso-isms” I use in my own leadership: 

• Lead with belief. Show your team you see their potential, especially when they don’t see it in themselves. 
• Assume positive intent. Most mistakes aren’t malicious; they stem from misunderstanding or miscommunication. 
• Create rituals of encouragement. Like Ted’s iconic “BELIEVE” sign, find your own way to reinforce shared purpose. 
• Don’t fear the biscuit. Ted wins people over with British biscuits. In other words, connection fuels collaboration. Invest time to build genuine relationships. 

Sometimes, leadership means dancing awkwardly in the locker room to break the tension. For me, it’s not an awkward shuffle — it’s hours of salsa steps that awaken the bones in my body and fill the room with energy. Movement is joy, and joy is contagious. That’s the power of showing up as yourself. 

Ted Lasso reminds us: you don’t have to lead like everyone else. You can be a kind or joyful leader. Somone who leads with both head and heart. That’s not weakness, it’s courage. 

Giving back: Building a legacy of empowerment 

If I could change one thing in my professional journey, it would be to start volunteering sooner. Giving back has been incredibly rewarding and has stretched me in ways no formal job ever could. Volunteering has exposed me to new perspectives, challenged my thinking, and sharpened my leadership — all of which has broadened my capacity to serve. 

One of the most fulfilling parts of my journey has been co-leading the MGMA Women Leaders in Healthcare resource group, alongside two amazing colleagues and dear friends, Cheryl Mongillo and Delores McNair. Together, we’ve built a space where women can connect, exchange knowledge, and support one another. Our diverse backgrounds and strengths form what I call a “powerhouse trio” — we complement each other, balance one another’s gaps, and model what collaborative leadership collaboration should look like. 

We focus on meaningful networking, sharing real-world experience, and celebrating the unique strengths women bring to healthcare leadership. Whether someone joins us seeking growth, community, or a chance to inspire others, this is their space to thrive. The response has been energizing, and it’s a privilege to help shape it. 

I also proudly serve with HFMA, where I’ll step into the role of President for the South Texas Chapter. This role has given me exposure to event planning, board leadership, sponsorship development, and strategic communication — experiences I might not have had otherwise in my day job. Volunteering has expanded my impact and deepened my understanding of the industry. 

Volunteering isn’t just about service; it’s about growth, and it’s a two-way exchange. I only wish I’d stepped into it sooner. 

Conclusion 

Leadership is a journey of continuous learning, meaningful service, and authentic presence. It’s about becoming better while helping others rise with you. My path — from Colombia to the United States, from student to executive, from mentee to mentor — has shown me that leadership is never about titles. It’s about the impact you create, the people you empower, and the values you uphold. 

For women, especially immigrant women, that path can be steeper. Latinas represent only 4% of executives in U.S. corporate leadership,⁶ despite being one of the fastest-growing demographics in the workforce. We’re still pushing back against systems that were not built with us in mind. That is why it is essential to invest in ourselves, support each other, and lead with confidence and clarity. Because leadership, at its core, is the commitment to rise by lifting others. 

We must normalize vulnerability in leadership, celebrate lifelong learning, and embrace the beautiful diversity of our backgrounds as strengths, not challenges to overcome. We must advocate for ourselves and others, building not just ladders but elevators that bring more people up with us. 

As you reflect on your own leadership journey, I leave you with this: invest in your growth, seek out communities that lift you, and don’t be afraid to lead with joy, kindness, and authenticity. 

And of course, as Ted Lasso would say, “Believe.”  

Notes: 

1. Canavesi A, Minelli E. “Servant Leadership and Employee Engagement: A Qualitative Study.” Empl Responsib Rights J (Dordr). 2022;34(4):413–35. doi: 10.1007/s10672-021-09389-9. Epub 2021 Oct 16. PMCID: PMC8520456.  
2. McKinsey & Company. Women in the Workplace 2023. Oct. 5, 2023. Available from: https://bit.ly/4dK11GU .  
3. Chief.com. 
4. Walters H. “Vulnerability is the birthplace of innovation, creativity and change: Brene Brown at TED2012.” TEDBlog. March 2, 20212. Availabel from: https://bit.ly/4mNyfJI . 
5. Poyton B. “Google’s Project Aristotle.” Psych Safety. March 28, 2024. Available from: https://bit.ly/3Fy0Emj . 
6. Unpublished data, LeanIn.Org and McKinsey & Company, Women in the Workplace 2023.