20 Health System CEOs and Leaders in South Australia
_Last updated: 10 August 2026._
Health systems are shaped by more than hospital buildings and service plans. They depend on leaders who can connect clinical care, workforce capability, community need, research, prevention and the practical choices that keep services moving. This list brings together 20 current CEOs and senior leaders whose public roles make that work visible across South Australia.
Why these leaders matter.
The most useful health leadership is close to the real work. It helps people make safer decisions, build capability, explain change and keep services connected to the communities they serve. The leaders below are interesting because their roles sit at the point where strategy becomes daily care.
1. Dr Robyn Lawrence.
Chief Executive, Department for Health and Wellbeing.
SA Health.
The department leads the overall management and strategic direction of health, wellbeing and related services across South Australia. That makes this a useful example of making system leadership practical.
2. Dr Emma McCahon.
Chief Executive.
Central Adelaide Local Health Network.
Her network role sits across major metropolitan services and a system that uses benchmarking and shared learning to improve care. That makes this a useful example of keeping strategy close to care and community.
3. Karen Puvogel.
Chief Executive.
Northern Adelaide Local Health Network.
The network connects hospital, community and research governance across northern Adelaide, with current board records naming her as CEO. That makes this a useful example of keeping strategy close to care and community.
4. Kerrie Mahon.
Chief Executive.
Southern Adelaide Local Health Network.
Her leadership remit combines hospital, community and mental health services with long-term clinical and service planning in the south. That makes this a useful example of making system leadership practical.
5. Lindsey Gough.
Chief Executive.
Women’s and Children’s Health Network.
She leads specialist services for women, babies, children and families across South Australia. That makes this a useful example of keeping strategy close to care and community.
6. Bronwyn Masters.
Chief Executive.
Barossa Hills Fleurieu Local Health Network.
The network serves around 12 per cent of South Australia and links hospital, aged care, mental health and community services across a large regional footprint. That makes this a useful example of keeping strategy close to care and community.
7. Julie Marron.
Chief Executive.
Eyre and Far North Local Health Network.
The network’s current leadership work includes regional workforce pathways, digital capability and health service planning across a very large geographic area. That makes this a useful example of making system leadership practical.
8. Craig Packard.
Chief Executive.
Flinders and Upper North Local Health Network.
The network’s 2025 service plan links executive accountability with community and allied health, mental health, nursing and medical service leadership. That makes this a useful example of keeping strategy close to care and community.
9. Emma Poland.
Chief Executive.
Limestone Coast Local Health Network.
The network’s current plan brings together hospital, community and allied health, mental health, Aboriginal health and people and culture functions. That makes this a useful example of keeping strategy close to care and community.
10. Wayne Champion.
Chief Executive Officer.
Riverland Mallee Coorong Local Health Network.
The network’s 2025 to 2028 engagement strategy treats clinicians, staff, contractors, volunteers and partners as part of service planning and improvement. That makes this a useful example of making system leadership practical.
11. Dr Zoe Bishop.
Chief Executive Officer.
Yorke and Northern Local Health Network.
She leads a regional network spanning hospital, community and residential aged care services across the Yorke and Mid North. That makes this a useful example of keeping strategy close to care and community.
12. Rob Elliott ASM.
Chief Executive Officer.
South Australian Ambulance Service.
SAAS is progressing a new headquarters and Adelaide station designed to bring ambulance operations and 24-hour health coordination closer together. That makes this a useful example of keeping strategy close to care and community.
13. Marina Bowshall.
Chief Executive.
Preventive Health SA.
She is leading the first legislated preventive health agency in South Australia, including work across tobacco, alcohol and other drugs, and preventive health policy. That makes this a useful example of making system leadership practical.
14. Eileen Sawyer.
Chief Executive Officer.
St Andrew’s Hospital.
Her current remit combines private medical and surgical care with the hospital’s patient-centred culture and long-term clinical capability. That makes this a useful example of keeping strategy close to care and community.
15. Rebecca Badcock.
Chief Executive Officer.
Burnside Hospital.
She is leading the hospital as it develops the Burnside Hospital Health Precinct, with a longer-term expansion planned for 2028. That makes this a useful example of keeping strategy close to care and community.
16. Sharon Kendall.
Chief Operations Officer, Hospitals.
Calvary Health Care, South Australia.
Her South Australian portfolio spans hospitals and links private care with Calvary’s wider aged care, home care and community services. That makes this a useful example of making system leadership practical.
17. Sageran Naidoo.
Chief Executive Officer.
Sonder.
He has led Sonder through its change from a Medicare Local to a broader northern health network and then to a statewide community health organisation. That makes this a useful example of keeping strategy close to care and community.
18. Kerry Rowlands.
Chief Executive.
Cancer Council SA.
Her leadership connects cancer prevention, research and support with a strong focus on customer-centred design and internal capability. That makes this a useful example of keeping strategy close to care and community.
19. Beth McKenzie.
Chief Executive Officer.
GPEx.
She is leading GPEx’s new strategy through 2030, with a focus on primary care education, care models, evaluation and workforce planning. That makes this a useful example of making system leadership practical.
20. Professor Maria Makrides.
Executive Director.
South Australian Health and Medical Research Institute.
Her research leadership focuses on translating nutrition evidence into better health for mothers and babies, including work that has informed national guidance. That makes this a useful example of keeping strategy close to care and community.
What these leaders show.
First, health leadership is a system job. It crosses hospitals, community services, ambulance care, prevention, primary care education, research and the workforce that makes all of those services possible.
Second, the title matters less than the reach. A chief executive, executive director or chief operating officer can influence care through different levers, but the useful question is the same: what decisions become clearer because this role exists?
Third, capability is part of care. Workforce planning, learning, clinical governance, data, culture and service design are not side issues. They shape whether people can do good work under real pressure.
How to use this list.
Use this as a starting map, not a finished directory. If you work in health, choose one leader whose scope resembles yours and one whose work sits close to your current challenge. Ask what they appear to own, what evidence shows the work is active and what small change you could make in your own team this week.
You can also use the Working Genius glossary and the Working Genius implementation guide to turn a broad leadership conversation into a practical conversation about energy, ownership and the next stage of work.
Frequently asked questions.
Is this list ordered?
No. The order is editorial and the title uses an honest count. It is a useful set of current leaders, not a league table.
What counts as a health system leader here?
The scope includes current chief executives and senior executives in public health networks, ambulance services, preventive health, hospitals, community health, primary care education and health and medical research in South Australia.
Are all 50 people profiled in the article?
No. The article profiles 20 BLOG people. The companion has a separate TAG-ONLY block of 30 people so the owner can review a broader set without weakening the article evidence.
How current is the list?
The role check was completed on 10 August 2026 using current official pages, dated official reports, service plans and government announcements. Roles can change, so refresh the list before future reuse.
Conclusion.
The practical lesson is simple. Health leadership becomes credible when it is close enough to care to change decisions, clear enough for people to understand and grounded enough to support the communities behind the numbers. These leaders show how that responsibility can sit in many parts of the South Australian system while still pointing towards the same goal: safer, stronger and more connected health services.
Related reading.
The Consult Clarity home page explains Jonno White’s work with leaders and teams. The Working Genius glossary gives a plain-language explanation of the model, and the implementation guide focuses on what to do after the insight.
Work with Jonno.
If your leadership team needs clearer ownership, better conversations or a practical way to turn people insight into action, Jonno White can help you design the next step.
You can contact Jonno with a short outline of the challenge and what you want to change, or email jonno@consultclarity.org
About the author.
Jonno White helps leaders build organisations people would move cities to work at. He is a leadership consultant, keynote speaker, author and certified Working Genius facilitator. His work is practical rather than motivational, giving leaders something they can use on Monday morning.