Meet Michelle Capobianco, President & CEO, Pancreatic Cancer North America, an organization that’s tackling the world’s toughest cancer with the goal of saving more lives. Driven, tenacious, and passionate about making change, Michelle has been at the forefront of developing innovative partnerships and collaborations since 2016 to improve pancreatic cancer treatment and care.
Prior to leading Pancreatic Cancer North America and Pancreatic Cancer Canada, Michelle held senior roles at the MS Society of Canada and the Easter Seals Research Institute. At these organizations, she led successful business development initiatives that generated over $1M in annual revenue, increased brand recognition, employee engagement and fostered stronger corporate partnerships. To learn more about Michelle, keep reading.
What was your first job and what did you learn from it?
My first job after university was with Easter Seals. I had a fundraising idea for its research institute - to sell Easter Eggs at subway stations. I pitched my idea to Gateway News, and they agreed to donate Cadbury Easter Eggs. I borrowed donation boxes from the Cancer Society, and we sold the eggs for $1 each. The campaign was very successful. The following year, I went directly to Cadbury's marketing team about my fundraiser, but I was shocked when they declined. Determined, I went straight to the CEO, waiting for him to arrive in the parking lot early the next morning. He liked the idea and ended up signing a partnership with the Easter Seal Research Institute, even joining the board. This experience taught me to ask, "Why not?" I’m not afraid to make the ask if I believe in it.
If you think back on leaders who inspired you in your career or leadership style, who were they and why were they inspiring?
I didn’t have the opportunity to work for leaders who inspired or developed me, but I still learned from their poor leadership. I once had a CEO who told me I’d be more successful if I were “quieter” and not so “assertive.” He tried to diminish me - my style and my work. That experience taught me to encourage others to show up as they are and to celebrate their contributions. I did, however, have a wonderful mentor: Stanley Hartt, the former Chief of Staff for Brian Mulroney. I met him at a political event and asked him to be my mentor. He was one of the few people who valued my confident, direct, assertive style, and he encouraged me, introducing me to many of his peers.
What motivates you every day?
Well, my personality. I am driven, and that keeps me going. I don’t like the attitude that “diseases kill, and there is nothing we can do about it.” That drives me crazy.
As an industry, healthcare charities are expected to solve the most difficult challenges on the planet - curing diseases and saving lives - instead of just developing the next app or tech device. Yet, we have to beg for funding.
The importance of this work is what keeps me going.
What do you want to change in the world and why?
I want to change the perception that hard problems can’t be solved - that’s defeatist. If we all embraced an attitude of “yes, we can,” we could solve any problem.
What is the purpose and vision of Pancreatic Cancer North America? And how has being clear about your purpose and vision benefited you and your company?
To fundamentally change the way people experience pancreatic cancer and redefine it from a death sentence to a survivable cancer. Our slogan is,
“We’ve raised enough sympathy; it’s time to raise survival rates.”
We are very clear about our vision. After 40 years of little progress, it’s time to acknowledge that what we’ve been doing isn’t working. We need a faster, more innovative approach to funding research. The largest and fastest-growing group of pancreatic cancer diagnoses is women under 50. A charity run no longer cuts it.
What one piece of advice would you give other CEOs and leaders regarding leading with purpose?
Be willing to move beyond your comfort zone and stand up for what you truly believe in. Don’t let the preference for consensus hold you back from driving real, systemic change.
What one question would you like to ask other purpose-led CEOs?
Looking back in your current position, what would you have done differently - from a strategic perspective - in your role as CEO?
One question from the CEO we interviewed before you, Jennifer Jones, President and CEO, Fighting Blindness Canada.
What is the role of the Board of Directors in supporting purpose-led leadership and building a purpose-based culture?
Their role is to engage in open, honest conversations with me and senior management to bring our collective vision forward. Sometimes, non-profit directors view board meetings as a stage to "orate" about their corporate experience, rather than asking, "What do you actually need from us/me?" Our Board owns a piece of the strategic plan and its initiatives, which are reviewed in each subsequent meeting.
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