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7 Questions with Kimberly Levy
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7 Questions with Kimberly Levy
Name: Kimberly Levy
Current title: VP, Customer Care, Marketing & Sales
Current organisation: HNL Lab Medicine
In her role as VP of Customer Care, Marketing & Sales (CMS), Kim is responsible for developing and implementing strategic plans to support the continued growth and evolution of HNL Lab Medicine.
Prior to assuming this role, Kim spent the last 25 years in sales, marketing, and strategy leadership roles, bringing pharmaceutical and health technology solutions to healthcare providers, patients and consumers. Kim completed her undergraduate work at University of California, Davis and completed her MS in Health Management at Mercer University.
Outside of work, Kim is a passionate volunteer and has served with her black lab, Ruby as a “pet therapy team” for the last 6 years at community hospitals, schools and assisted living facilities. She is also an advisor to the Heroic Gardens non-profit organization, providing veterans with horticultural therapy. Kim enjoys swimming at the Rodale Aquatic Center, reading and listening to podcasts, hiking, traveling and entertaining family and friends.
1. What have you found most challenging as a CEO or executive of a large enterprise?
Staying focused, limiting priorities and continuously communicating to all stakeholders.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
I feel like I've come full circle -- having started my career in a global pharmaceutical company (sales, medical affairs, marketing) and then going to the service side of the industry (advertising agency, consulting, CRM agency) and then finally to the health technology sector (small, agile, growth). Coming back to a large enterprise allows me to use the experiences I've had in multiple environments to benefit an organization that would likely be more "set in its ways" and slow to evolve without my perspective.
3. How do you structure your work days from waking up to going to sleep?
My mornings are about centering myself in the present, setting intentions for the day, enjoying a brisk walk with my dog, often while listening to a podcast or meditation and then getting coffee for me and my family. I then roll into the bulk of the day, structuring some heads down work-time on my calendar free of distraction with elements that keep me at my best (swimming/volunteer work) and of course, meetings related to work projects and time to connect with people. It's a bonus when I have a walking meeting with a colleague (connecting in fresh air) or enjoy coffee or lunch while progressing on a work-related priority. My evenings are phone-free family time, usually cooking, a little TV or reading and catching up, another dog walk and then bed.
4. What's the most recent significant leadership lesson you've learned?
The way people "feel" matters... it informs motivation, performance and possibilities.
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?
Dan Pink's DRIVE -- purpose, autonomy and mastery as the primary motivators to action. It hit me so (positively) hard that I've purchased it for countless colleagues/friends and shared the RSA animate version electronically with hundreds of people. There are many other books too -- I am a lifelong learner. I just bought Adam Grant's THINK AGAIN for our team and am reading David Epstein's RANGE as well.
6. How do you build leadership capacity in a large enterprise?
I think you foster mentoring and peer relationships, develop succession plans and keep your eyes/ears/brain wide open so that you don't fall victim to relying only on what has worked before.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
I love the Toni Morrison quote..."As you enter positions of trust and power, dream a little before you think" -- I try to envision and share my perspective while learning that of those around me. It's only together that you create an inspiring, collaborative space that everyone can contribute to and grow in. I like walking the halls (to the extent one can during the pandemic), championing things like "the Sunshine Committee" -- and enabling people to bring their "whole selves" to work. We spend too much time working for it not to be fun and inspiring.