What does the future of healthcare leadership look like? For Dr. Brenda McLaughlin, Chief Medical Officer at Kanad Hospital, it’s a future characterized by resilient healthcare that adapts to changing needs and challenges everything the medical sector knows. Through her commander-like fusion of clinical know-how with leadership vision Dr. McLaughlin drove Kanad Hospital to new heights by resolving critical modern healthcare challenges.
The path that led Dr. McLaughlin to her role as CMO developed organically. Her leadership characteristics emerged from her talent to identify critical times that required direction and her readiness to eliminate boundaries by accepting uncharted roles. As a leader holding a crucial role within UAE healthcare Dr. McLaughlin reinvents traditional approaches to medical leadership. Her experience shows us that authentic transformation emerges from radical visionary thinking instead of protecting established systems.
Let’s delve into the interview details below!
Can you tell us about your journey to become the Chief Medical Officer at Kanad Hospital?
I joined Kanad Hospital in 2010 as a member of the Obstetrics and Gynecology department. Over the years, I gradually took on more leadership responsibilities within the department, eventually becoming the Head of Department. In 2015, when the position of Chief Medical Officer became available, I was honored to transition into this role, leveraging my clinical and administrative experience to contribute to the hospital at a higher level.
What inspired you to transition from obstetrics and gynecology to a leadership role in healthcare administration?
My passion for medicine remains strong, and I continue to dedicate half of my time to clinical work. I deeply value the opportunity to connect with women throughout their prenatal, labor, and postnatal journeys. While celebrating childbirth is one of the most rewarding aspects of my work, providing support during times of loss is equally meaningful.
In 2015, there was a pressing need for a Chief Medical Officer at Kanad Hospital. I felt a strong calling to serve where I was most needed, which at the time was in an administrative capacity. Although I had always envisioned leading my department, I had not specifically aspired to become CMO. However, when the opportunity arose and I recognized how I could contribute, I embraced the transition.
As a woman in a leadership position, what unique perspectives do you bring to your role as Chief Medical Officer?
I would not necessarily say that my perspective is different solely because I am a woman. However, over the past decade, our executive leadership team has undergone changes, and at any given time, there have only been two or, at most, three women on the team—accounting for about one-third of the leadership. Diversity in leadership is crucial, and I believe my presence helps foster a more balanced and inclusive decision-making process.
How has your experience working in the UAE influenced your approach to healthcare management?
The Department of Health in Abu Dhabi has evolved significantly over the past 15 years, and I have actively participated in that transformation. I have contributed to various task forces and assisted in drafting healthcare policies and standards. Just today, for instance, I was reviewing upcoming standards for postpartum care.
With a diverse medical workforce in the UAE, comprising physicians trained in different healthcare systems worldwide, it is essential to incorporate diverse perspectives in policy development. This dynamic environment has strengthened my ability to collaborate, adapt, and implement best practices from multiple healthcare models.
What are some of the key challenges you’ve faced in implementing new policies and best practices at Kanad Hospital?
At Kanad Hospital we have been able to achieve success by implementing new policies that are in line with international best practice. However, one of the biggest challenges is achieving consensus among physicians regarding standardized care. Within my current department, we have physicians from at least eight different countries, each trained in distinct healthcare systems. Aligning everyone to a unified standard of care and ensuring consistent practice is a continuous effort. Standardization is critical to providing high-quality, evidence-based care, but achieving it in such a diverse setting requires persistence and collaboration.
Can you share an example of an innovative initiative you’ve spearheaded that has significantly improved patient care?
One initiative I introduced at Kanad Hospital is a structured system for escalating concerns within the organization. Given our multicultural workforce, some staff members hesitate to voice concerns. Even with this initiative, many remain reluctant, but I continue to encourage its use. The system I implemented is called ARCC, which stands for:
- Ask a clarifying question
- Request a change
- State that you have a concern
- Chain of Command – escalate the issue if necessary.
This framework provides staff with a clear, structured approach to raising concerns, fostering a culture of open communication and patient safety.
How do you balance the demands of your role as Chief Medical Officer with your ongoing work in obstetrics and gynecology?
I strive to maintain a balance of 50% clinical work and 50% administrative responsibilities. However, in reality, it often feels like I am managing 60% in each area. The more important question, perhaps, is how I maintain work-life balance.
To sustain both my professional and personal well-being, I prioritize time for activities outside of work, such as travel, SCUBA diving, triathlons, Bible study, and church. I also make it a point to take short breaks—at least three days every few months—to recharge. Additionally, unless I am on call, I ensure I get 7.5 hours of sleep each night, which is essential for maintaining energy and focus.
What advice would you give to young women aspiring to leadership roles in healthcare in the Arab world?
This is an exciting time of growth and change in the region, but with growth comes challenges. Aspiring leaders must be prepared to work hard and navigate evolving landscapes. One of the best pieces of advice I received before moving here was: “Be flexible, and in this way, you will not break.”
This wisdom has stayed with me, and I find myself repeating it at least once a month. Adaptability, resilience, and a willingness to embrace change are key qualities for success in leadership, especially in the dynamic field of healthcare.
About Kanad Hospital
Kanad Hospital (formerly Oasis Hospital) was founded in 1960 by Drs. Pat and Marian Kennedy at the request of His Highness Sheikh Zayed bin Sultan Al Nahyan. As a not-for-profit institution owned by True Sojourners, a U.S.-based humanitarian organization, Kanad remains committed to providing compassionate, high-quality care for women, children, and families. It was the first hospital in the Abu Dhabi Emirate and the first private hospital in the region to achieve Joint Commission International (JCI) accreditation.
Globally recognized for excellence in obstetric and pediatric care, Kanad was also the world’s first hospital to receive JCI Clinical Care Program Certifications for both its Respiratory Distress Syndrome treatment program in newborns and its Natural Birth After Cesarean Section program for mothers. Dedicated to advancing healthcare in Al Ain, UAE, Kanad Hospital is honored to serve the community with expertise, innovation, and unwavering care.
