In this conversation, Marie-Eve Desrosiers shares her vision of leadership in the hospital environment, between human management, organizational complexity and the desire to make an impact. She talks about her convictions and the daily challenges of a committed CEO at the heart of CHUM.
Stéphanie Doyle: What are the main challenges the CHUM is facing today?
Marie-Eve D.: It would be hard to answer that question without mentioning the financial situation of the healthcare network and of Quebec. That’s our primary challenge. I’d also mention the need to adapt to the new reality surrounding the creation of Santé Québec. It’s definitely a major challenge, especially since it means adopting new ways of doing things. Discussions are ongoing about resource sharing, how we’ll work together, and so on. It’s one of the most significant reforms the network has experienced so far, and we have to think about how to support our teams and navigate this environment, which includes some uncertainty.
Stéphanie Doyle: Santé Québec was only recently established, on December 1st. Are you hopeful for the future?
Marie-Eve D.: Always—otherwise, I wouldn’t be here! I’m optimistic, but that doesn’t mean it will be easy. If we remember that we’re all here for the same reason—our patients and citizens—it will work. We need to let go of individual incentives or concerns. If we prioritize the common good, it will succeed.
We all have a stake in making this new organizational model work. Right now, there are constructive debates on different topics, and it’s healthy to have these discussions. New people are stepping into roles with fresh perspectives, and others have been around for years and bring deep expertise. The mix of both is exactly what we need. A fresh perspective helps take us in new directions, but the expertise and memory of long-standing staff are indispensable. We all need to work in the same direction.
Stéphanie Doyle: I wish you great success because the challenges are many and it’s crucial that this works.
Marie-Eve D.: This will all depend on the choices we make together—as a network and as a society. The population is what motivates us, what brings us together and guides our actions. It’s what drives our teams—it’s why they get up in the morning. We know the working conditions are not always the most attractive, but people bring their heart, their conviction, and their humanity to the job.
Stéphanie Doyle: We’re seeing what’s happening in the U.S. regarding research, particularly with budget cuts. But we’ve also seen the Université de Montréal announce a $25 million fund to attract high-caliber researchers. What’s your position on that initiative?
Marie-Eve D.: We’re the university hospital of the Université de Montréal—we’re closely connected! Every challenge is an opportunity. That’s how we approach it. We’ll make sure we create the right conditions to attract these individuals. We’re working on many ideas. But we must remain fair to our researchers—we won’t create a two-tier system.
Stéphanie Doyle: Was the news well received by the Montreal research community?
Marie-Eve D.: For the most part, yes! We all share the ambition of having a stronger international presence—at the CHUM, at the Université de Montréal, and across the health network. We must be proud of our universal access to care. With fair conditions, this initiative will help elevate our standing internationally. When there’s a crisis, it’s important to seize the opportunities that arise.
Stéphanie Doyle: As someone who leads several teams, what actions are you taking to promote collaboration among them?
Marie-Eve D.: Collaboration is a major part of my daily work. We’ve just reviewed our values, and choosing collaboration was a collective decision. Our new values are: boldness, continuous learning, collaboration, and kindness.
We chose boldness to reflect our drive to push boundaries, strive for excellence, and take risks. You can’t go above and beyond if you never take risks. It’s also important to remind people of our common goal—the population.
I also believe in recognition practices. What I choose to highlight and celebrate are group achievements that involved collaborative efforts. That’s what we spotlight as an organization. As cliché as it might sound, one of my favorite sayings is: “Alone you go faster, but together you go further.” We have to remind ourselves of that daily, because it’s tempting to run off on your own when there’s urgency. But in the end, that catches up with you, and you don’t have the desired impact.
Stéphanie Doyle: You’ve been at the CHUM for over nine years and recently became President and CEO. What do you find most rewarding in your new role?
Marie-Eve D.: So many things! It’s certainly a big responsibility, but above all, it’s an incredible privilege to lead an organization like the CHUM. Thinking, building, and realizing our future vision alongside the CHUM community is incredibly rewarding and educational. Our vision must clearly translate into real impact for the people of Quebec. And I love learning every day.
I often find myself outside of my comfort zone, but I’m well supported! I also love drawing inspiration from the best health institutions around the world—comparing ourselves critically and seeking improvement.
But one of the most rewarding parts of this role is the small wins. It could be resolving a long-standing issue or simplifying and clarifying a process—those small daily victories matter.
But the most rewarding thing is hearing directly from patients—and we get that regularly. I’m fortunate to meet many of them; in fact, we have two patients on our executive committee. They are equal members, just like the other directors.
I recently spoke with a woman whose mother, a Canadian citizen, was diagnosed with lung cancer a few years ago and is now in remission. She told me that despite having French roots and siblings living in Japan and the U.S., they wanted to bring their mother to where the best care was available. And they chose the CHUM. They trusted us, and the outcome confirmed that they made the right choice.
The feedback isn’t just about our expertise—it also reflects our humanity. Patients often mention how they were treated—by everyone, from the parking attendant to reception to the clinicians. Our human-centered approach is felt throughout.
Stéphanie Doyle: What’s the biggest lesson you’ve learned since the start of the year?
Marie-Eve D.: That anything can happen and we can’t rest on our laurels. We always have to stand up for our values and principles. Those are my main lessons from recent months. And through all of it, we must cultivate tolerance for ambiguity and adaptability skills. There’s no way forward without them.
Stéphanie Doyle: What are your biggest challenges at the moment?
Marie-Eve D.: Professionally, I have to keep our teams engaged and motivated. And I want to do that while staying transparent and accessible—because that’s at the heart of my leadership style.
I also have to ensure the CHUM remains a leader and continues to advance. We can’t afford to lose ground. We have to do this for the entire Quebec society. We can’t let people down—that’s a huge challenge.
On a more personal level, it’s simply about guiding my children through life. I have six kids at home, so that’s quite the challenge—helping them find their way in the best possible manner. Parenting is the hardest job! I also have to maintain a good work-life balance. I’ve long been careful about that for personal reasons. And now I see the impact it’s had on those around me. I often hear from women who say my approach inspires them and helps them feel legitimate in choosing that balance too. If I can be a guilt-free role model—so much the better!
Stéphanie Doyle: Your journey is very inspiring. What message would you like to share with young women who hope to balance a family life and a career like yours?
Marie-Eve D.: I’d tell them to follow what they want to do—don’t feel like you have to choose between one or the other. If you want both, go for it! There’s no rule that says you have to choose. You can do both.
What matters is being passionate, well supported, and sometimes gentle with yourself. But above all, listen to yourself!
