Taking on a leadership role in program development was one of the hardest professional decisions I’ve made. It meant reducing clinical hours—letting go of direct patient care, which has always been deeply fulfilling.

At first, I questioned myself constantly. Could I lead without feeling detached from the work I loved? Was I leaving behind the very heart of my practice?

But leadership, I’ve learned, isn’t about stepping away—it’s about stepping up. I now have the chance to build systems that support other clinicians and broaden access to quality care. And with time (and a lot of reflection), I’ve found that impact can take many forms.

Growth often requires trade-offs—but the right trade-offs create space for new purpose.