How to Lead with Purpose and Vulnerability
Aurora Martinez Ramos, Chief Learning Officer at Keralty, explores how purpose-driven leadership fosters resilience and innovation in healthcare. She highlights the role of education, diversity, and AI in addressing global healthcare challenges while inspiring meaningful change.
In today’s episode of the HR Leaders Podcast, we welcome Aurora Martinez Ramos, Chief Learning Officer at Keralty. Aurora shares her journey of leading with purpose in the healthcare industry, highlighting how aligning personal purpose with organizational goals fosters resilience and innovation.
She dives into the importance of education and upskilling to address global healthcare challenges and the transformative role of AI in improving patient care and operations. Aurora also discusses how diverse leadership can inspire meaningful change and create lasting impact in complex industries like healthcare.
🎓 In this episode, Aurora discusses:
How aligning purpose with leadership builds resilience
The role of education and upskilling in healthcare innovation
How AI is transforming patient care and healthcare leadership
The importance of diversity in leadership for creating meaningful change
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Aurora Martinez Ramos 0:00
Hey, Aurora, welcome to the show. How are you? I'm doing great, Chris, thank you for having me. Nice to see you again,
Chris Rainey 0:05
although virtually, virtually. Yeah, what you've been up to? How are things?
Aurora Martinez Ramos 0:11
Well, things are, you know, things are great. I have been at this new company for about a year. It's called Sanitas, Carol T and is in the healthcare industry, which was a change in industry for me, but it was an amazing change, and I'm so glad that that that I made the decision to change industries when I did. Having spent my entire career in publishing and doing educational materials I was looking for, for a way to challenge myself and to go into a new industry, and that was full of challenges, but at the same time, it was great to see that many of the skills that I had acquired before and the knowledge I was really able to transfer to this new industry. So although it's been only a year, it has been an amazing year, and I feel I am a little bit further along in my learning of the healthcare industry. Amazing
Chris Rainey 1:13
for those aren't aware, tell everyone a little bit about the organization.
Aurora Martinez Ramos 1:19
Yeah. So Sanitas, USA is a healthcare organization. We focus in the US primarily on primary care. So we have a bunch of or number of clinics and healthcare centers and urgent care in the US. However, we are a global company, and as such, we operate in a number of countries in Latin America, such as Colombia, which is our headquarters, and we serve about 6 million patients there. We also have clinics and hospitals in Peru, in the Dominican Republic, in Mexico, in the Philippines, in some of those countries. Just not to go into a lot of detail. In some of them are, we are only providers, as as it is the case here in the US, but in some others, we're also the insurers. So we have, we provide the insurance company aspect of it, as well as the, you know, as the providers. In a nutshell,
Chris Rainey 2:17
no, you've done a really good job a long way from publishing, a long way
Aurora Martinez Ramos 2:21
from publishing, a long way from publishing, but a long way from educational learning. That's
Chris Rainey 2:27
true. Yeah. That transcends any industry as well. Talk about the current role, obviously, your chief learning officer, when you met with the team, what was the main focus of why they wanted to bring you into the organization? What are the sort of, some of the key priorities,
Aurora Martinez Ramos 2:43
great question. And, you know, I feel extremely privileged because the CEO and the founder, in some ways, I think they created this position because at Sanitas, Carol t they believe, and we believe that education, research and innovation is one of our four pillars, alongside with healthcare outcomes and alongside with the community and the social needs, education is the fourth pillar, so it's highly integrated into the healthcare model, and as such, They wanted to build the same kind of prestige and influence that we have in Colombia, where we actually own the universities called Unice, and we also own research centers, and we do a lot of things with innovation through some of our institutes there, and they brought me in to replicate that model in the US, where we could focus more on value based health care, which is the kind of of health care model that we believe in and that we implement here in the US, which is very, very different from the pay for, you know, the fee, the pay for fee model, right? Which, which happens here in the in the US. So my role here as chief learning officer is to one, improve the teaching and learning of our own professionals. We are growing at an incredible pace, and with that, we need a lot of training internally, A, for people to practice medicine following this value based health care and be just because, you know soft skills and you know, and although the multiple areas in training that we are focusing on, and second is to create and build a university here, very specific and focused on educating Healthcare Professionals in an effort to contribute towards the shortage of doctors and nurses and healthcare professionals in in the US, which is a common unfortunately, I think it's a common, a common need everywhere in the world, but we're focusing here, yeah,
Chris Rainey 4:56
yeah. How does that make you feel? Knowing. That what you're creating is not only up skinning or re skinning people, but it's saving people's lives.
Aurora Martinez Ramos 5:08
You know, it gives you a sense of purpose that is truly you know, you always have that sense of you know, whether you wake up every morning, right? And it did. I wake up every morning, happy knowing that I'm going to make a difference. And speaking about switching industries, I haven't switched my purpose. I devoted over 20 years of my career in education, in helping children become successful, in motivating them to go to college, and helping them learn English that they could succeed in this country. And that motivated me to wake up early morning and to get out of bed. And now it's almost, is it the same feeling? Because you know you're having an impact in society beyond of your daily tasks. You know that that we do, that we all do, but for me, it's just highly inspiring. And as I said, there is you can cut through the red tape, and at the end of the day, what you do matters, and it matters a great deal, right?
Chris Rainey 6:09
There's also your personal connection, right? Because you've said before, and I don't agree with this, but I mean in terms of turning a double negative into a positive, and you mentioned being a female and a Latina that that you described it as two negatives, I would say they're two positives,
Aurora Martinez Ramos 6:28
but describe that, I take note, but just
Chris Rainey 6:32
describe to the audience what you meant by that, because obviously we can share and elaborate a little bit more. Yeah,
Aurora Martinez Ramos 6:37
thank you for asking that question. I actually took that from an interview that I read by a female Latina in Texas who was the only Latina I believe in the oil industry, or, you know, it was like a highly male oriented industry, and she was there. So I borrowed that term from her, but it really resonated with me, because both in this country and in many other countries, you know, being a female brings its challenges, right? We all know, and the statistics are, there is not because I say so, as I like to refer to it. But when it comes to high level executive positions, you know, the number of females are, you know, decreased as we go high up the chain, and then if you are a minority, and if you are a Latina minority, on top of that, I think, is just makes it more challenging. In my case, I love to say that that negative, or what could be considered a negative, or two negatives, they have actually become a positive for me, and I haven't, you know, in my case, being a female, I embrace that and I and I was empowered by it. I also had amazing role models, both male and female, who empowered me along the way. I use my accent as an asset, as something negative, and also I think being a Latina, right, and the culture that we bring, the different leadership style that I bring to the table, the different way of thinking that I bring to the table. I think all those are positive for any environment. I have also learned to be more assertive, and you know, and what you know, multiple things, right? But I think those two things actually make me unique, and it makes me, you know, some you know, somewhat different, and in the world where we need to focus more on diversity, I think I bring that aspect to it, not only me, but many, many other women like me. So I like to pay it forward. So I focus a lot of mentoring right now, and other, you know, a number of other young girls who are in their early careers, or finishing engineering degrees or or technology degrees, and you know, it's tough to stay, you know, to stay in those careers just because of the pressures of society that we know,
Chris Rainey 9:14
it feels like this has been a journey for you, right, of discovery. So what advice would you give to to other people out there that may see those type of things as a weakness, and how can they turn it into a superpower?
Aurora Martinez Ramos 9:32
I think it's harder to see it as a, you know, as a weakness. And what I often say is like, find a role model. Like find help. I like to think about the executive table. So I have one. I have my table with my corporate board, Aurora corporate board, where everyone has a seat at that table, and I find people who contribute to. To making me, you know, to compliment what I know, to support me. Sometimes it's because I need a specific advice on certain things. So I have this table with personal and professional. You know, we need to mix both, yeah, and I have people that that, people that support me personally. Have my family also. So there are a couple of members of my family there who support me, you know, in the moments that I need support, and then I have my professional table where, you know, I have people who help me to change industries. Right when I make that decision, I call a couple of people. How do I do these? You know, what do you recommend that I do when I have challenges at work that are many common to all of us. I go to some, you know, female role models. Tell me, how do you handle that situation? Give me some tips or tell me, you know, how should I be thinking about it? What can I do? So, I think creating that table around us, of people that can support us, both personally, personally and professionally, has really helped me along the way. And every year I revise the table. So every year I say, you know, what do I need for next year, you know? And what are my goals for next year? And you know, who do I know in my network can help me get there, right? So I as an example, I wanted to get into boards. And I said, Well, you know, how do I do that? Well, let me ask around. Let me ask, you know, my contacts, you know, how do I get into into different boards? And, you know, and I went and got my degree and my certificate on, you know, on women, on boards at Harvard University. Then I got my group of amazing friends who support me in that we support each other. So So I think it depends on what you know, what your goals are, then who would you invite at that table? But I think it's very important. Oftentimes, females are hesitant to ask for help, and I think we need to ask for help
Chris Rainey 11:58
because it's sometimes it's seen as a weakness, but like we said earlier, it's actually a strength to ask for help, right? I think that's the difference. I struggled that was a long time as well. Like, you know, the willingness to ask for help, or maybe that season makes me seem weak, or I don't have the knowledge, but as soon as I started doing that, it opened up a whole new world of opportunities. Like you just said, like, reach out to people that are in the space and say, Hey, I'm looking to do that. How do you how? What would be your advice? And those people have been on the same journey as you, so they're more than happy to you'll be surprised how many men will actually reply and be like, sure, because they had to go through the same challenge to get there. So they're like, hey, we want to give back and help. It's the same way I do this show, right? When we have leaders come on because they want to give back to the community and be like I was here. But it sometimes what you just said isn't obvious to people, that you could just reach out to others and doing it and say hey and ask for advice, right? And once you start building that network around you is so important to have that sounding board, yeah,
Aurora Martinez Ramos 13:05
and it's so powerful. And I think you used a key word there, which is vulnerability. I think once you embrace that you're vulnerable and that that is not a weakness, it's actually a strength, then you can really overcome it. And sometimes we're just afraid, because we think, Well, if I admit, you know that I don't know X, Y or Z, or that I don't have all the answers to that question. And especially, I think as we get to to higher levels, you know, to higher executive levels, you feel like you need to know it all. Yeah, it's hard.
Chris Rainey 13:41
It gets harder. It does you are that's a good point that you just mentioned. The higher you go. It does get more difficult. Like, who does the CHRO go to when they have a challenge? Exactly? Who does the CLO go to? Right? Who does the CEO go to when he or she has a challenge? It gets more and more difficult. So it's important that you have and I have a coach, and I have others around me that I can go to outside of the context of HR leaders to ask for advice and and you'll find that the the a lot of people look at high potential people and successful people and think that they have all the answers. No, they're the ones actually that are most open to feedback and are the most vulnerable, and it means that they speed up the fail forward process, because they're always learning, adapting, and like learning from their mistakes and then going to and implementing that that's you don't see that on the surface, but a lot of the time, what I've found in all of the interviews I've done over the years that those are like what you just said, that they're willing to be vulnerable and understand NASA
Aurora Martinez Ramos 14:46
strength as well. One advice that I would give, and this is something that I've that I did for a long time, and then I moved and then it was just not feasible to continue doing it. But I had a group of two other ladies who were in that were high level executives, and we committed to meeting every Friday for breakfast from seven to eight in the morning. And we almost did like a curriculum, right? What? What were the areas that we each needed help with? And we were like, you know, it was we didn't miss one single Friday. We always talked about we woke up early in the morning to get together. And the meeting was not about, you know, our children were talking about those things, which, you know, they were always time to do that. But it was always about challenges that we were facing at work and how we could help each other, you know, with our past experiences or researching or doing things, and that group that that we created for about three or four years, that was also, when, not, the first time that I was a CEO, and it really, really helped me, because it gets lonely up there, and it gets to a point like we said, you know, I didn't feel comfortable sharing those vulnerabilities, but I started with them, and they really helped me, and now I feel very comfortable feeling vulnerable with my own team. And that's why you create teams you know, with people who know more than you do, and let you know that you don't right and that I don't have the answers. I want to construct the answers and build the answers with my team members, but it took me a while to get there, right? Yeah, did you get the com? Did you gain the confidence to say that it's like, okay, you know, I don't know the answer, but let me find the answer. Let's find the answer together. Yeah,
Chris Rainey 16:32
I can tell you, if you're a leader right now, and you're surrounded by a team and you have all the answers you that's not that's because you've not hired the right team. That's right, because you've been like your maybe your ego is getting in the way. Maybe you'll be a little bit insecure. But I hire people because they're better than me at those things, and I look to them for guidance, not the other way around, you know, as well. And I didn't learn, I think I learned that the hard way. That wasn't something that when I became a manager, it was really in my previous companies as I it was like, you have to have all the answers. You're the manager, right? Whereas you look at world class organizations, that's not how they work. You know that their managers are enablers, right? Of the skills. They're talent exporters, not talent importers, and they tap into the team, and that's what empowers your team to go and do their best work. Because you're not a you're not the bottleneck. Yeah, that's right,
Aurora Martinez Ramos 17:29
and I agree with that 100% and like you, I think when you you know, if you were to ask me this question 20 years ago or 15 years ago, my answer would have, would have been very different, right? Because you are a new manager, you're learning many of us also, we get into into managerial positions because we are good at doing something, not because anybody taught us how to be managers, or nobody taught us how to be leaders. You know that comes to training and through experience, right? And if you're lucky enough to go to business school and get an MBA, yes, right? But many, many people don't go that route. And you're good at x, you know, you're, you're a good sales rep, and then all of the sudden, you're the original manager. That
Chris Rainey 18:15
was me. That wasn't to me. That was exactly me. I was the top sales person. And then Chris, now you're great at sales. Now you're a manager. And I was like drowning. I was like, what, what do I do? This is, I know how to sell, but managing a team, I was just thrown in there as well, which is, and
Aurora Martinez Ramos 18:33
then how you motivate people, right? Especially, you are good at what you are, what you do, or what you did, because you were very driven. And many of those characteristics don't always transfer to being a good leader or a good manager. On the contrary, right? They can actually hinder your progress to becoming a good leader or a good manager. And that is what I have, is, you know, when I started to real, to realize that, and then to do something about it, and to say, You know what, I was a good editor. I was, you know, editor of the year. I had like Product of the Year. I was a really good editor. But when I was managing a P and L, and when I was managing hundreds of books and hundreds of authors, and, you know, it had nothing to do with being an editor, to do with being many other things that were not that craft, you know, the craft of editing, or the craft of selling, or the craft of being a doctor. Right now, I see that here as well. We have very successful doctors who were trained to take care of people, and then, you know, you give them managerial role, and they spend more time doing administrative work than actually caring for patients, right? So that just takes a different, you know, different skill set, not better or worse, just a different skill set. So, so being a leader, being a manager, as we all know, are two different things, and we need to support people in that, in that journey. And that's in part why I find my job very exciting, which is, how do we promote, you know, people who are stars in their. Are, you know, in their jobs, and you know they want to continue to grow. And you know, and the the corporate ladder is that you become leaders and managers, and you manage departments, or you manage teams, or you can manage business units. And for all of that, your skill set is, is different, yeah,
Chris Rainey 20:18
okay, to kind of lead us on to the next question, because many organizations, and I'm sure you're discussing this with your own team, are moving away from that model and moving to skills based organizations, you know, moving away from hierarchy and moving towards skills. And you said something interesting, which was, the new gold is not data, it's education, which may sound controversial on on the surface, because everyone's talking about AI and technology, etc, but could you just elaborate on that? Yeah,
Aurora Martinez Ramos 20:48
it's like, it's like, my new my new term. So I love it well. So this is how I see it. I think that precisely because of data, precisely because of AI, precisely for all of the amazing things that technology help us do today, what we know becomes obsolete in about 2.2 seconds, and what's going to keep us going, and what's going to keep us advancing in what we do is education. We can call it up, skilling. Re skilling, and I agree 100% with the skills based organizations that are moving in that direction. Because what we are going to need that we don't know right now, what kind of skills we're going to need in a year from now, two years from now, I'm not even talking about 10 years from now, you're right. It's moving so fast. In a year from now, we will have to focus on educating people and training people on acquiring those skills, because we just don't have enough students graduating from universities with the skills that we need. So the only option for us is education, you know, educating our current workforce, educating ourselves and understanding that technology. And that is why I think that organizations that focus on education in the broader sense of the word right meaning, like a skill sets also in research and innovation right now. You know, it takes us, like, two months to innovate, because we have answers at our fingertips, our fingertips so much faster than before. So even how we innovate and how we do research, you know, is much quicker and and for that, we just need to be constantly educating people and more so I think younger generations even more so because they come out from college with, you know, with a set of skills that we know are not necessarily up to date by the time they enter into the workforce, that they're just not unfortunately, they learn many other things in college, but not necessarily the skills or the knowledge that is going to help them be successful at school, at Corporation, excuse me, and for that, it is the responsibility of corporations to educate them again and again and again, and to upskill and re skills so that they can be productive in in, you know, in society. Yeah. So that's why I think education is
Chris Rainey 23:22
I agree, because, you know, and also a lot of the types of skills, now that we have AI and data, are going to be become more important. Some of the I don't want to say soft skills, but power skills, let's say they're going to become even more important as technology starts to replace a lot of the stuff that we used to do manually, you know, as well. So things like creativity, things like critical thinking, things like leading with empathy, things like, you know, all some of the things that we discussed those, because the technology can do that now. So those soft skills, I don't like the word soft skills, power skills are going to be like power skills. Yeah, I just the word soft skills just never sits right with me. They're going to become even more important now, more than ever, given the pace of change on the technology side.
Aurora Martinez Ramos 24:17
Yeah, yeah. No, I agree 100% I think critical thinking, for example, right? That we all talk about that, but with AI, like, how do you know where you're being fed is actually true or not? Yeah, you know. I mean, you know something as simple as that, and we are using all AI to write emails to do everything, but you know, you still need to read those emails to make sure that they're saying what you actually mean or intent to say? So, I think it's really important, yeah, yeah,
Chris Rainey 24:43
how is how? Because the in the UK, I don't know if How is in the US, but the healthcare system seems to be very outdated, far, quite far behind, and it's almost like a uphill battle to you know, the NHS. Is obviously the largest employer in the whole of the UK, millions of employees, as well as a monumental task right to do that, are you and the team also going through this and reassessing the entire digital side of things in terms of your solutions and and and the current tech stack that you have in place to help support this change,
Aurora Martinez Ramos 25:24
yes, absolutely, I think, in the in the US, and I cannot speak for, for the other companies. I'm just going to speak for, you know, for sunitas and for curiosity, we are, we actually started working on AI a long time ago. So, oh, really being reactive we are. We were proactive in the work that we were doing. And certainly, I think there are so many applications of AI that can really help doctors and patients accelerate their treatment, you know, or accelerate how quickly they do things that we are obviously investing quite a bit on that. And not only we've passed, probably the, you know, the moment of investing in it, but we are applying it. And I know that is also true in some other healthcare organizations, and we have started with, you know, like population health management, you know, keep in mind, like all the data that we have is not a problem with data. It's like, what do you do with so much data? So when you can apply artificial intelligence to find trends on what is happening, you know what? You know, where are the conditions that are coming or or where the most prevalent conditions and things like that, then it really makes our job much easier and more tailored towards providing the right health care that patients need. So I do think we're in the middle of a revolution at all levels, and health care is one of them you are writing that is very I think many systems are obsolete. I think many systems, I think the way that we understand how we receive care is very traditional, but that is why education is so important, and that's why we focus so much in, you know, here at Sanitas, in redoing and educating patients on value based health care and what they can expect from us.
Chris Rainey 27:19
Yeah, I think, I think just sort of the the patient care interaction with AI such a powerful tool for them to get answers to their questions immediately through for an application that would typically take weeks and months. There's a private healthcare company I use as well that I have an app where it uses AI and I can ask questions about my prescription. I can ask questions around my appointments or anything, really, that I have an instant instantly, and then I press one button and it automatically sends my medication in the email. I mean, in the mail, right? So, like just, just the accessibility piece is important as well. Some people globally over the world where who they don't have access to a physical location now that can access this information, I think is a game changing opportunity to leverage, but it's obviously you've got to be very careful, because the area that we're implementing within, obviously you don't want to give the wrong advice when it's when we're talking about people's Health,
Aurora Martinez Ramos 28:18
correct, correct. And that's why the training I you and the learning and education is top down and bottom up, right? It's educating patients of what to expect so they don't believe everything. And it's also educating our doctors, right, and our healthcare professionals on how to you to do a, you know, a sensible use of those tools that we are making accessible to them. You know, I see it a lot right now. More on the time management piece, I think about all the doctors notes, you know, yeah, they have to write just absolutely everything that was, you know, it's a time consuming task, and they have to be very accurate and things like that. And right now we can use technology and AI to help them take us at least, yeah, you know, just like we are not taking, you know, to the transcript of those conversations, and then they have to review them make sure it's accurate, right? This is not 100% perfect, but the you know how much time you save and your productivity there is incredible. So they can actually spend the time they save in doing what they do best, which is caring for patients, right? Yeah. So if we can shift that balance just from that administrative kind of work, using technology to help them alleviate that, you know, that kind of work, so that they can focus on the patients. I think that, in and of itself, is going to help all of us, you know, who need to get care.
Chris Rainey 29:47
And that applies to every single function in every organization. There's always those men. And HR is a perfect example. Obviously, we created Atlas copilot, our co pilot for HR leaders and their teams, and that one of the. Aim of that was removed a lot of the administrative burden, so you can focus on strategic work and spending time with your customers, your investors, your employees, and doing that work as well. So it's the example that to your point that really kind of stood out to me. When I had my daughter, Robin, and my wife and I were going to the doctor that you have, like your folder that you have right for your appointments. And I remember sitting there watching the doctor write all of it down, and I said, How do you file this? Because, like, and they're like, oh, no, we have to write it all in here, and then we have to write it all again in the computer. And I was like, why don't you just write it in the computer? And they're like, No, we have to have to have a physical copy as well. So I was like, You're doing the same work twice? And they're like, yeah. So they could probably see another five, six patients per day, if they weren't having to do that. And I just it blew my mind, actually, because also the mistakes that can be made, the human error, the human error in that is is unreal. And you're talking about like a baby, you know. So if you lose a document, you write something wrong, you input it incorrectly, whereas AI can transcribe exactly the conversation you go in. It's already in the computer, in the system, you check it. So that kind of blew my mind when I saw, and this is, this is not that long ago, right? This is, you know, a couple of years ago. So is, how do you see, sort of last question, the, what are some of the ways that you're thinking in terms of how you can leverage AI as a clo to Up skill your team and your
Aurora Martinez Ramos 31:33
employees? We're actually starting on multiple levels. So one really is, you know, how do you, what are the applications of AI in all these systems? Okay, right? So, how do we, how do you apply AI to improve the systems? One of them, we have one where the doctors write their notes. There are many in the market. We don't do the paper there. It's all digital, but still, they have to sit down and write those notes, and what happens is that the doctor is typing and is not even looking at the patient's eyes, right? Yeah, because you're typing right, we are typing while you're talking to the patient. So so we are trying to eliminate a lot of those barriers, so that because we follow very humanistic and value based healthcare model where they spend that time, quality time with with the patient, knowing more about about the patient. So I think that the no brainer, to me is the application of AI into improving our system so so that our providers have more time with patients and just improving systems overall. So that's one, I think the other one, as I mentioned, in terms of use of of AI, using population management, all the data that we gather, how can we anticipate that we are having more patients with whatever condition, because we are seeing all these obesity, obesity, for example, cases or diabetes, or you name it right, and that we can find patterns in what we are expecting and how we can manage, you know, population in that way and provide anticipate the needs of, you know, of our of our patients, so that we can be better prepared with the medications that we need to have in our pharmacies or with the services that we need to provide. I mean, there are a number of things, so I think that is, that's an important one. And the third one that I would say is on research, right? We all know that research projects take a very long time, I think with AI and applying those to clinical trials and things like that, I think we can really accelerate our findings, you know, or conclusions you know, is this a good trial or not? Is this working or not, and how quickly we can bring them to market to impact more people and more patients. So I see on the research side a very, you know, very important application of AI as well. I would say those are three main areas, low hanging fruit, aside from all the you know, you mentioned creativity before, I think this is what I love. People who are creative, like, just take it whatever you know, think of things that we haven't even thought about. I mean, I think these three things that I mentioned at low hanging fruit in that anyone can articulate them. But what about all those things that we cannot even articulate, you know, that people can dream of, you know, improving with AI. And I think that's what we need. To educate people, to bring the circle back right, to give them the tools to just use their creativity so they can find the best new things that we don't we cannot even anticipate what that
Chris Rainey 34:35
is. Yeah, one of the things I love about the three examples you just said, or is all of those are customer focused, yes, like you didn't, you didn't tell me, Oh, it's because of to upskill my team personally or to function. You're so focused on delivering value for your patients that you're all of your examples are through the lens of, how do we. Serve our patients in your case, I just love that your examples are purely it wasn't about HR, it wasn't about the learning function itself, which obviously there's loads of areas to upskill, re skill and utilize, AI that your focus was very clearly on the organization. And that says something a lot about you in the team as well, that it's great. That was great to hear. Thank
Aurora Martinez Ramos 35:24
you for saying that. I think all we do is about the end customer. You know, in this case, we are talking about patience, which makes it even more, yeah, more powerful, right? And and our responsibility, it's even greater, right, but, but I would apply that. I think I have applied that to every single position that I have had before, right? It is about the end user is it is about being customer centric. It is about being patient centric. It is about being a student centric, right? Like being in publishing. It wasn't about that. It was about how I'm going to make that a student, you know the best student, so that hopefully he or she will find a keyword for cancer or Alzheimer's or whatever the case might be, that you know that they want to learn and that they can have opportunities to to be good citizens. And that's that what moves me, and that's what moves this organization, organization as well. Listen,
Chris Rainey 36:18
before I let you go, what would be your based on what we've discussed? What would be your sort of parting advice for others that are on a similar journey to you right now,
Aurora Martinez Ramos 36:28
I think, don't give up. You know, I love the word grit. I I love what it means, and you've got to have it right. You cannot teach someone to have grit, but, but I do think you can motivate people and to support people to not to give up and to find that purpose. And big on purpose, I think that we need to find, I think we need to know very well what our purpose is, our internal purpose, and then find companies that match that purpose. Sometimes I do this exercise when I tell my team, like, what is your purpose? And then I ask them, can you articulate what is the purpose of the company? And sometimes there is a mismatch between what I want versus what the company wants. So, you know, it gives you pause, right? And any you should think about that. So I always advise people to be very clear about where your purpose is, and then work for a company or find a company. There are millions of companies out there. I'm sure there is a match for you and, and that way, you know you would love what you do, yeah, and, and you know you will, you will find a reason to wake up every morning, yeah.
Chris Rainey 37:45
And to your point, it's that purpose that keeps you going when times are hard, yeah, exactly, because then you kind of does, no matter the the economic climate or the circumstance of what's happening. Your foundation is your purpose. So you can always make decisions that operate from your purpose, right? That's one constant that you can have in all of the chaos,
Aurora Martinez Ramos 38:13
absolutely, absolutely. And it has helped me, you know, in this journey of changing industries and things like that, my purpose never changed. Yeah, is
Chris Rainey 38:20
it aligned with my purpose? If not, the answer is no, yeah, right, and so and but you're right. Many companies and leaders have a challenge of connecting their why and their purpose with their job. Yeah. How does what I do link back to my purpose? We can do a whole nother show on that topic, because I love that topic as well, but I appreciate you coming on as well, and congrats on the new role. I say new, it's not new, but, you know, it's gonna take my new, yeah, it's gonna take time to read. You know, this is a this is a journey, not a destination, and it exciting work ahead for you. So I'm happy that you found your purpose, and this I can't be, aligns with that. And I wish you all the best until we next week. Thank
Aurora Martinez Ramos 39:06
you. Well, thank you for having me, and it's been a pleasure. And you know, happy to leave my contact information and and you know, happy to have people contact me, yeah, so thank you. Probably
Chris Rainey 39:17
the best way LinkedIn, should just drop a LinkedIn. Yeah, we'll drop a LinkedIn for everyone watching as always, make sure you like, comment, subscribe, there'll be a link below to connect on LinkedIn, so make sure you go and do that. But Aurora, appreciate you coming on the show, and I wish you all the best until next week. Thank you so much.
Aurora Martinez Ramos 39:34
Thanks. Thank you.
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Aurora Martinez Ramos, Chief Learning Officer at Keralty.