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Thank you to the 1,400 leaders who’ve generously done the 7 questions!
I hope reading

7 Questions with Carlo Piraino

helps you in your leadership.



Jonno White

7 Questions with Carlo Piraino

Name: Carlo Piraino DNP,RN,FACHE

Current title: Chief Nursing Officer

Current organisation: Taiba Hospital

Dr. Carlo A. Piraino, RN has been a practicing RN since 1988 after graduating from Suffolk County Community College on Long Island (New York) with an AAS degree. He went back to school and received a BSN from the State University of New York at Stony Brook in 1991 and in 2004 he graduated from the University of Texas Health Science Center, San Antonio with a MSN in Nursing Leadership. In 2013 after returning to school for the 4th time, Carlo completed a Doctorate in Nursing Practice from George Washington University. His Doctoral research was completed on Veteran’s Perception of co-veteran’s death.

Carlo served in the United States Navy from 1981 to 1998. He was a Hospital Corpsman and served overseas in combat in Beirut, Lebanon as well as a Nurse Corps Officer in the US Navy.

Carlo has over 32 years’ experience as a RN, including over 20 years in senior Nursing Leadership positions around the world. He currently works overseas in Kuwait in a private hospital. In addition, he has lectured on Nursing topics and served as both an Undergraduate and Graduate level Nursing Instructor. He has been a speaker at several International conferences on Nursing and Healthcare Leadership topics at annual conferences and meetings as well as being a published author on Nursing related topics

Carlo is a past member of the Board of Director for the Medical-Surgical Nursing Certification Board and holds certifications in both Medical-Surgical Nursing and as a Nurse Executive. Carlo is a Fellow of the American College of Healthcare Executive

7 Questions with Carlo Piraino


1. What have you found most challenging as a CEO or executive of a large enterprise?

As CNO, my most challenging aspect is the merger of nurses from around the world with different cultures, norms, and education to provide the same level of culturally appropriate care throughout the facility.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

My journey to CNO was a typical one of working as a staff nurse, working my way up to Head Nurse (Nurse Manager), returning to graduate school to obtain my MSN and subsequently moving up to Nursing Director, returning to school and obtaining a DNP and eventually landing a role as a Chief Nursing Officer.

3. How do you structure your work days from waking up to going to sleep?

I wake up approximately 90 minutes before I arrive at the office, check personal email, social media, and messages, prepare for work and arrive at the office between 0645 - 7am. I structure my morning similarly, where I review/answer email and review quality data that was captured the previous day. Some days we have an executive meeting at 7:30, other days I move into reviewing issues that may have occurred the previous 24 hours and follow up on unresolved issues. During the day I attend meetings both as part of a group or one-on-one meetings with my staff or other partners at work to resolve issues and plan. My day ends between 4pm - 5pm and I go home to relax and enjoy my personal time. I rarely am interrupted at home as I have a Nursing Supervisor in house 24/7 to cover emergencies

4. What's the most recent significant leadership lesson you've learned?

Double check everything. Even when someone says they will do it, you need to check to be sure it was done, and done right

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

"Who moved my Cheese" a very short and easily read book that points out the need to be flexible in life

6. How do you build leadership capacity in a large enterprise?

Training and experience. I provide each of my leaders the opportunity to do the job that is next in line periodically so it becomes familiar and they know what to expect if they want to be promoted. It builds confidence that they can do the job and builds capacity should I lose someone suddenly, I have a trained replacement (or 10) already

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

We are never as prepared as we would like to think. Covid-19 proved that to all of us. You can have the best training and experience in the world, however, nothing prepares you for the next disaster...even if you have been through previous disasters, no two are alike. The best you can do to prepare is to keep an open mind and know your resources

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