Can you tell us about your career path?

I've always wanted to serve the public interest. After Sciences Po Paris, I took a Master 2 in public management at Paris Dauphine, then passed the competitive examination for hospital director. During my first hospital internship at APHP's Hôpital Saint-Louis, I discovered hematology and oncology, two very demanding medical disciplines. I got to know professionals of the highest human quality, including doctors, paramedics and administrative staff.

Even back then, I was struck by the richness of this mix of profiles. Indeed, the particularity of cancer research centers (CLCCs) is that they don't operate in silos, but in synergy. I started out as Director of Finance at Gustave Roussy, then worked as Deputy General Manager at the Léon Bérard center in Lyon for 6 years. A year ago, I accepted the position of Managing Director of UNICANCER to cultivate the ability to work together that is fostered by our centers' organizational model.

UNICANCER federates 18 cancer centers. It is also a health cooperation group. We share purchasing, an HR information system (payroll IS, data feedback on absenteeism, remuneration levels by profession, etc.) and research programs for 20 establishments*. As a professional branch, we represent 22,000 employees and negotiate with social partners.

* Institut Sainte-Catherine Avignon Provence and Institut Polynésien de Cancérologie.

What milestones or people have helped you along the way?

In a career, it's not so much the milestones that count as the encounters; those that create desires, open up pathways or provide the opportunity to prove oneself. CLCC governance is based on a highly complementary pairing of a general manager who is a research physician and a deputy general manager with a hospital director's profile. This is the international model for public hospitals.

The doctor has legitimacy at the head of the establishment. He drives the scientific and medical vision and works closely with the CEO, who is in charge of human resources, finance, communications... and overall, of implementing a strategic vision. Through my experience, I've been able to observe how each of us is enriched by understanding the other's job, constraints and aspirations.

"At a time when we are debating the governance of healthcare establishments, cancer centers are demonstrating that it is possible to operate with simple, short hierarchical circuits, clear responsibilities and autonomous medical departments."

UNICANCER aims to promote this highly integrated model, which is particularly well-suited to oncology in terms of coordinated patient care and multidisciplinary consultation. The members of the management teams do not all come from the same profession. They come from a variety of backgrounds: public, private and sometimes corporate.

"This diversity of profiles, whether through internal promotion or by bringing a fresh perspective, is a factor of collective intelligence, even in crisis situations. We must encourage this plurality.

What are the levers of transmission to future positive-impact leaders?

Issues of transmission need to be prepared in advance. At UNICANCER, we are developing an executive training program open to department heads and senior physicians, with the first class of around ten students due to start in 2023. This high-level managerial training is designed to give them the keys to the healthcare system, with a particular focus on management and communication.

"Our ambition is to create a community of future GMs who are aware of the challenges of this position, which is so different from that of a doctor, so as to better anticipate retirements."

Developing large-scale medical projects requires the cultivation of many different facets: medical and scientific skills, of course, but also human and relational qualities. Indeed, a center director needs to be recognized by the social partners, the ARS, the chairman of the board of directors, UNICANCER... In a world as complex as a healthcare establishment, soft skills are indispensable.

How can we support future managers to build loyalty and help them grow?

Human resources are the No. 1 issue for our establishments. Although we offer a fairly flexible working environment, allowing for research, clinical work or time off, CLCCs are faced with the same attractiveness issues as public hospitals. Against this backdrop, directors are telling us how difficult it is to understand the expectations of new generations. With this in mind, UNICANCER is launching a sociological study at university level to analyze this multiplicity of professional expectations, because our challenge is to retain them in our structures.

CLCCs offer a wealth of opportunities and a clear sense of purpose. If you're looking to move into a management role, you can benefit from internal promotion and Executive MBA-type training. It's impossible to get bored, as the world of healthcare and healthcare facilities is constantly evolving, with both scientific and organizational advances.

"Joining our sector means taking part in very concrete social transformations, such as inventing care for tomorrow's patients and caregivers. The prospect of changing their daily lives is exciting and very rewarding."