I didn’t leave medicine because I stopped believing in the healing power of the white coat. I left because I realized that healing, in today’s health care system, often requires more than a stethoscope.

My journey began in India, where I earned my medical degree and practiced within a health care system that, like many around the world, faces the dual challenges of limited resources and high patient demand. I saw firsthand how clinicians often had to compensate for systemic gaps, navigating overcrowded wards, fragmented policies, and an overstretched workforce. Even in those challenging conditions, I was drawn not only to the science of medicine but to the structures surrounding it. Why were systems failing providers? Why were good policies so rarely implemented well?

I am currently pursuing a master’s in health care administration in the U.S. I brought with me the same clinical instincts applied to operations, policy, and strategy. The more I understood the machinery behind health care delivery, the clearer it became: healing systems is just as urgent as healing people.

Bridging the chasm between clinical reality and administrative decision-making

Across health care systems, I’ve observed a growing rift between the boardroom and the bedside. Administrators often operate with limited visibility into clinical workflows. Clinicians, meanwhile, are excluded from key strategic conversations that directly affect their ability to deliver care.

This disconnect leads to policies built in abstraction: staffing models that don’t reflect real patient acuity, technologies that interrupt rather than support care, and burnout that is addressed reactively, if at all.

Clinically trained health care leaders can change this. We are a bridge, bringing clinical empathy and operational clarity to the same table.

Leadership, informed by lived clinical experience

When physicians or other health care professionals pursue administrative leadership, they are not stepping away from care; they are elevating it. They are applying their frontline experience to design systems that work better for everyone.

Having worked as a provider, I know what it means to make decisions under clinical pressure. That knowledge doesn’t disappear when you enter the world of administration; it becomes your compass. It helps you build policies that make sense, workflows that protect your staff, and structures that serve patients before profits.

Building the pipeline for clinician leaders

Despite the need, the path from clinical practice to leadership remains underdeveloped. In many settings, the traditional expectation is that clinicians stay in clinical roles. But those who seek to expand their impact should be empowered to do so with support, not skepticism.

What can help:

• Investing in dual-degree programs (MD/MHA, MD/MPH) and positioning them as transformative leadership tracks
• Creating mentorship ecosystems within hospitals and health systems for clinicians interested in leadership
• Reframing the narrative: this isn’t about leaving medicine; it’s about leading it differently

Final thoughts: Healing the system is still practicing care

Today, I no longer hold a scalpel or a stethoscope. But I still practice medicine, just through different tools.

As a clinically trained health care leader, I bring the same commitment I had at the bedside to boardrooms, team huddles, and strategic discussions. I advocate for workflows that support staff and protect patients. I push for decisions that reflect the realities of care, not just spreadsheets. And I believe that those who have worn the white coat bring an unmatched clarity when it comes to building systems that serve people, not just processes.

A provider is a provider, no matter the setting. And our systems need more of them in leadership now more than ever.

Vandana Maurya is a health care executive.