03/06/2025
CASA Celebrates Women’s History Month
CASA Member Profile - Lisa Cooper
March is Women’s History Month—a time to recognize the important contributions of women in healthcare. CASA acknowledges the women leaders who have helped improve patient care and health outcomes, and we invite surgery centers to join us in celebrating these achievements. For those interested in learning more about the positive impact of women in healthcare, check out the Association of Women Surgeons, the National Women’s History Museum, and the American Medical Women’s Association for profiles, insights, and inspiring stories.
CASA Member Profile – Lisa Cooper, CEO, Santa Cruz Surgery Center
Are there any women leaders in American history or healthcare who have inspired you?
Dr. Marie Pletsch has been an inspiration throughout my healthcare career. She earned her medical degree from the University of Toronto Faculty of Medicine in 1962 and was one of only seven women in her graduating class, entering the medical field at a time when female physicians were rare.
One of Dr. Pletsch’s most significant contributions to healthcare was her role in developing ambulatory surgery centers. In 1976, she and Dr. Tomlinson co-founded one of California’s first Medicare-certified outpatient surgery centers, named Plasticenter. This was a pioneering step in offering surgical procedures outside of a traditional hospital. Dr. Pletsch was very active in the statewide ambulatory surgery center community, and her leadership in the 1970s helped shape many of the regulations that govern these facilities today.
In the mid-1980s, she also helped broker a groundbreaking joint venture between a group of local physicians and a hospital​ over a lunch meeting with Sister Julie Hyer (then CEO of Dominican Santa Cruz Hospital). This collaborative model became an early example of how hospitals and doctors could work together to expand care outside of the traditional hospital setting.
Dr. Pletsch held active leadership roles at the Santa Cruz Surgery Center for decades. Colleagues credit her daily hands-on involvement and foresight for the center’s ongoing success, which benefited countless patients and healthcare workers over the years.
What does your role as a female leader in healthcare mean to you personally and professionally?
As a woman in a leadership role, I am challenged like many with “ imposter syndrome.” I did not grow up thinking that someday I would build my own management company to help physician-owned surgery centers manage their business. But I can and will continue to defy norms if it is best for my profession or family. I enjoy encountering new challenges and believe I have a responsibility to drive systemic change. That means advocating for equitable policies, fostering inclusive environments, and mentoring emerging talent so that the healthcare system can better reflect the diverse needs of the communities we serve. I strive to blend compassionate care with innovative leadership—whether by championing new research, implementing flexible work policies, or ensuring that clinical teams are supported in both their professional growth and personal wellbeing. In essence, being a female leader in healthcare isn’t just about holding a title; it’s about transforming challenges into opportunities and using every experience as a steppingstone toward a more equitable and patient-centered future.
Can you share a specific challenge you faced in your career and how you overcame it?
In 2012, I decided to expand my experience into other healthcare areas and I was hired as the general manager for a large hospice company. While I knew what the journals and books said about hospice, I failed miserably when I started. I recall meeting with a family and going over the hospice experience focusing on all the benefits. Outcomes had always my focus in the ASC setting. I recall seeing the despair and anger on the husband’s face as he said forcefully: “I do not want to talk about this, please leave the room.” I realized my approach was wrong for this setting because I had focused on the outcome, and not the journey. My management approach – that had served me well for many years – needed to change so I could focus on the art of dying where no journey is the same.
While I ultimately went back to my first love of working with surgeons and in the ASC industry, I wouldn’t change a thing about my time working in hospice. It gave me an incredible education on how to deal with difficult matters, and a better understanding of how we all deal with life challenges differently.
How do you believe women’s leadership can continue to transform the future of healthcare?
Women make up the majority of healthcare workers—from nurses and midwives to allied health professionals. Our presence ensures that patient care is delivered with a compassionate, attentive, and patient-centered approach. Although under-represented in top executive roles, women bring unique strengths such as empathy, collaborative decision-making, and a holistic outlook. Studies show that organizations with more female leaders often enjoy better financial performance, increased innovation, and improved overall outcomes. Maximizing women’s leadership potential can drive transformative change throughout the healthcare system.
What initiatives or changes do you think are essential to further improve health outcomes for women today?
We need more women involved with health research initiatives. According to data compiled by the UNESCO Institute for Statistics, women account for roughly 30% of the world’s researchers. We must continue to support young women – and educate young girls – about the need to have those who look like you, study you. The more research we have about how to treat diseases that impact women, then it is logical that the health of women will improve.
Reflecting on your journey, what advice would you offer to aspiring women in healthcare who are looking to make a difference?
Here are some key pieces of advice I have been given over the years and would like to share with others:
- Embrace lifelong learning and skill development: Pursuing advanced certifications and expanding your expertise beyond traditional boundaries will be pivotal in your success. I encourage women getting into the field to seek opportunities that broaden their skill sets, such as leadership training, strategic decision-making, and effective communication. These competencies are essential for navigating the complexities of healthcare environments.
- Seek and provide mentorship: Engaging in both formal and informal mentoring relationships fosters personal growth and opens doors to leadership positions.
- Advocate for gender diversity in leadership: Promoting diversity not only enriches organizational culture but also leads to improved patient outcomes and community health. Encourage emerging leaders to champion policies and initiatives that support women's advancement, thereby fostering an inclusive environment where diverse perspectives thrive.
- Cultivate resilience and confidence: Confidence and perseverance can overcome systemic barriers. I encourage women to not be distracted when someone else may receive that promotion they had hoped for; instead, focus on your own competencies, continuously improve, and assert yourself in professional environments.
- Engage in policy and advocacy efforts: Active participation in advocacy ensures that diverse voices are heard and that the healthcare landscape evolves to meet the needs of all populations.
- Balance professional ambition with personal well-being: Maintaining a balance between my family of eight and a demanding career has not been easy – and at times it was downright impossible. My advice is to remain self-aware of your own well-being and recognize early when one area of your life is suffering because of another. Be committed to your own self-care, set boundaries, and seek supportive networks – both personally and professionally. A healthy work-life balance is essential for sustained success and personal fulfillment in the healthcare sector.