Bold Decisions, Lasting Impact
- Feb 23
- 2 min read
By Elizabeth Halkos
The boldest move I made this year was stepping into the CEO role at MyPhysician360, an early-stage telehealth company focused on a pharmacy-centric care network serving underserved communities. After more than two decades as a C-level executive—scaling companies across fintech, e-commerce, and digital health, while helping drive more than $1B in combined enterprise value— this decision reflects my commitment to transforming MyPhysician360 into a scalable, mission-driven enterprise at a time when strategy and operational excellence must be developed in tandem. It required not only leadership, but the accountability to shape the company’s foundation, trajectory, and long-term viability—while expanding access to primary care through telehealth.
Much of my career has been spent in environments where strategy, operating cadence, and commercial engines were not yet established. I have repeatedly been asked to define strategy, build scalable operating models, align cross-functional leadership, and introduce financial and execution discipline under conditions of ambiguity. MyPhysician360 presents a similar challenge, but with meaningful implications. In healthcare, growth decisions are often connected to clinical quality, and patient trust—particularly in communities where access to care may be limited. On a personal note, my life has been hugely impacted by responsive and quality healthcare care – I know how important – access to responsive care – is to families and communities.
At MyPhysician360, the focus is not just optimization—it’s purposeful creation. That includes clarifying the value proposition for patients, pharmacies, and payers; designing operations that scale while maintaining high-quality care; aligning product and technology priorities with real patient and provider needs; and developing partnerships with community pharmacies, which often serve as the first and most accessible point of care for individuals in need.
High-stakes leadership inevitably involves vulnerability—particularly when decisions affect patients, employees, and partners. I do not view vulnerability as a weakness; I see it as a signal that the decision carries meaningful consequences and requires deliberate care. My approach is to manage it through clarity, and strategic thinking: grounding decisions in first principles, pressure-testing assumptions, and weighing the cost of action against the often-greater cost of inaction. By embracing vulnerability with intentional discipline, I can make decisive choices, instill confidence, and deliver results that are both commercially successful and socially impactful.
On a personal level, this role aligns closely with the type of leadership work that has always mattered most to me—helping organizations grow in ways that create lasting impact beyond the balance sheet. I have consistently been drawn to companies where commercial execution and social purpose reinforce one another. Leading MyPhysician360 brings that alignment into sharp focus.
As I look toward 2026, my core leadership principle is to build for scale without losing purpose. From a broader perspective, this means investing early in the right infrastructure, governance, and leadership talent so growth is durable, compliant, and mission-aligned. At MyPhysician360, my bold decisions aim to create impact that goes beyond business growth. My commitment is to steward both the business and its mission with discipline, transparency, and long-term perspective.
The boldest leadership decisions are rarely comfortable, but they are often the ones that shape a lasting impact.
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