Eve Lee, MBA, CAE, became SIR’s new chief executive officer in January. Lee has worked in the healthcare space for over 30 years and served in executive roles for over 12 years, most recently as the executive director of the American Orthotic and Prosthetic Association.
In this time, Lee has worked with specialties such as otolaryngology and infectious disease/healthcare epidemiology, and collaborated across with provider groups, physician groups, surgical groups and even device manufacturers.
What is it about the healthcare association space that appeals to you?
Eve Lee, MBA, CAE: When I was first out of school, I was a government affairs professional, and it was almost by accident that I found myself advocating for better healthcare, healthcare delivery and access. I may have found it by accident, but since then I have been able to really build a career out of serving both patients and the healthcare community. I have always worked for organizations that are patient-centric, which has made it easy to love what I do. When you really care about what you do and become passionate about the mission, it sets you up for success.
What excites you most about working with SIR and our members?
EL: It’s become very clear that SIR isn’t like other medical specialties. The more I learn about interventional radiology, its history of innovation and the collaborative and passionate way that our members want to evolve healthcare, the more excited I’ve become to be a part of this mission.
I accepted this role because it represents an entire team of staff and experts dedicated to advancing healthcare. In a leadership sense, you want to be part of the specialty that will be at the forefront of healthcare—and that’s IR.
What experiences are you bringing to SIR from your past positions?
EL: Each organization and specialty I’ve worked with has progressed in terms of size, structure and challenges. My most recent position was with the American Orthotic and Prosthetic Association, where I worked with allied health professionals who treat those living with limb loss and limb difference. At that organization, we represented both the device manufactures and the healthcare professionals who fit those devices and care for patients directly.
It was an interesting balance, because historically, there is a necessary firewall between corporate partners and physicians. But it allowed me to gain experience navigating the balance between those interests, and those lessons are something I’m eager to bring to SIR.
Interventional radiology and our corporate partners have a very special relationship, and there is a tremendous opportunity for our members, physicians and industry partners to collaborate in a real, meaningful way that can advance patient outcomes.
What’s the most interesting thing you’ve learned about IR so far?
EL: What has really stuck out in my conversations with board members, staff, committee members and volunteers is an innovative, “can do” approach. There is such an openness to change within this specialty and its community. I have not heard anyone say, “This is the way we’ve always done it, so that’s how we’ll always do it.” From both staff and volunteers, I’ve seen problems posed as opportunities, rather than challenges—and the solutions always come back to patient outcomes.
With many specialties and organizations, there is a legacy that prevents any kind of challenge or question of the status-quo—but IR’s legacy is to question, challenge and innovate.
There is also a real desire to demonstrate value to the wider world. IRs are so proud of the fantastic work they do, and there is a need and drive to share those outcomes and communicate how they will impact patients. And these outcomes are based on evidence. The excitement around that is contagious, and it creates a true enthusiasm of all IRs to step into a healthcare leadership role.
What are your key priorities as SIR’s new CEO?
EL: It is still early days, and everything changes very fast—so while I do have key priorities, I will be constantly reevaluating them to make sure they are still what I should be prioritizing. With that said, one of my key priorities will be strengthening SIR’s infrastructure, to make sure that we, as a society, are able to take IR where it needs to go and facilitate an influence as leaders in healthcare. Part of that means defining our value in a very specific way. To me, it is important that over the next 3 to 5 years, we gain consensus around that value and have a unified message and understanding of how IR can shape and support the face of healthcare over the next 10 to 15 years.
It also means making sure that we are positioned to support all our members, and provide them with the resources and tools they need to flourish in whatever practice setting they are in. Whether they are in private practice or academics or hybrid groups, SIR should be helping members advance their careers, improve their care and demonstrate their value.
In order to do this, we have to make sure that SIR is running at peak operational efficiency and has clear lines of communication with SIR members, so they know we’re making decisions in an informed, intentional way. With operational efficiency and a strong infrastructure, SIR will be better situated to participate as a specialty externally, while also serving members internally.
What is your special interest? What could you talk about for hours?
EL: I think it would be leadership and leadership development—specifically authentic leadership, and how it has become more inclusive. I love sharing these lessons and principles, and maybe when I retire, I will end up teaching authentic leadership principles.
Is there anything else you’d like members to know about you and your vision for SIR and SIR Foundation?
EL: I truly have a passion for this work, and the structure of associations and medical societies. I love working with boards and volunteers and enjoy the way that societies are almost a puzzle: all the governing bodies and staff are working on different pieces of the whole, and it’s my job to make sure that all those different pieces are working together to advance a mission. The idea of having a group of passionate, skilled people, and getting them all organized and rowing in the same direction is something that I’m truly passionate about. I just love my work, and I’m excited to be here.
