Switzerland’s healthcare industry is at a pivotal point, as escalating expenses, changing patient requirements, and swift technological progress are transforming the sector. Modern healthcare leaders are urged to do more than just manage—they need to inspire, innovate, and foster settings where patients and professionals can flourish. The task is not just difficult; it’s profoundly personal, requiring leaders who recognize that healthcare fundamentally revolves around individuals: the patients in need of compassionate treatment, and the talented professionals committed to delivering it.
Rebekka Hatzung, the CEO of St. Claraspital AG, represents this emerging trend of leadership in the healthcare sector. Starting her career well outside the hospital environment, Hatzung’s path led her through various sectors and regions—from logistics and process enhancement in global companies to managerial positions in several of Switzerland’s leading hospitals. This unique route has provided her with a new viewpoint on healthcare, merging strong operational skills with a true dedication to individuals. Named CEO in early 2023, she employs a considerate, human-focused strategy in her position, harmonizing the strength of innovation with the subtleties of patient care.
Since taking on her role, Hatzung has swiftly directed St. Claraspital towards innovative excellence. By incorporating robotic-assisted surgery and optimizing hospital operations, she is redefining the vision of high-quality, patient-centered care. Her leadership is motivated by a distinct aim: to establish a hospital atmosphere where outstanding care is paired with compassion, where cutting-edge technology enhances human relationships, and where each patient and staff member feels appreciated. Hatzung’s perspective provides an intriguing look at the future of Swiss healthcare—one guided by both compassion and strategy.
Let’s explore Hatzung’s approach to healthcare leadership and how she’s making a lasting impact at St. Claraspital!
Can you share a brief overview of your career journey and what led you to become the CEO of St. Claraspital AG?
After completing a Master’s degree in Management and Business Administration in Germany, I began my career in multinational industry companies, including Alcan—an aluminum and packaging company—and Novartis, a pharmaceutical company. While living in Montreal, Paris, Zurich, and Basel, I spent about the first 10 years of my career traveling worldwide to work on process improvement projects and in logistics/supply chain management. I held roles with increasing responsibility, which helped me develop my general leadership skills.
Meeting my partner, a Swiss artistic painter and art instructor, inspired me to take a break from my professional life. I left my job at Novartis and accompanied him to art academies in Germany, Austria, and Italy for over a year. During this time, I created numerous paintings, participated in art exhibitions, and helped him establish his own art academy in Switzerland. It was an extremely exciting period in my life, but as I also greatly enjoyed my professional career, I eventually returned to a “normal” job in the pharmaceutical industry.
My entry into the healthcare sector began at the University Hospital Zurich, where I joined the operating room management team. They were specifically looking for someone with fresh ideas for process improvements and logistics. Later, I was recruited to the management team of Bethesda Hospital, a private hospital in Basel—initially as the Head of Medical Services, and later as the COO and deputy CEO. These roles served as excellent preparation for becoming the CEO of St. Claraspital in Basel in January 2023, at just 42 years old.
What inspired you to pursue a leadership role in the healthcare sector, particularly in a hospital setting? How do you envision your role in shaping the future of healthcare in Switzerland, especially in light of current challenges?
Working in healthcare was not necessarily my initial plan – let’s say “it happened.” But once I entered the hospital setting, it was quickly clear to me that I was striving to obtain a CEO position, where I could decide, take action, and influence the system. The healthcare sector is a very difficult sector in which to fulfill a management position successfully – and therefore extremely exciting and full of great potential. At least in Switzerland, the sector is hit by many different challenges at the same time: lack of skilled personnel, tariffs that don’t cover the costs, constantly rising prices for goods and increasing salaries, regulations from the government, high quality and service demands, a competitive environment due to many players on the market, to name the main ones. At the same time, one is always working with people and for people. The first focus should always be on the human being – be it the patient or the employee. Achieving that while balancing the challenges at the same time is my everyday motivation.
As a leader, what are the core values that guide your decision-making process at St. Claraspital?
Giving responsibilities and transparency, I would say. I strongly believe in giving—and demanding—the accountability and responsibility that come with people’s respective roles. I believe that success comes from true leadership; that is, when everyone pulls together and takes their responsibilities seriously. When it comes to transparency, in my opinion, a leadership team can only perform its role effectively with as much accurate information as possible. As a manager, I am therefore very transparent about the current situation of the company—both the challenging and the positive aspects.
What innovative practices or technologies have you implemented at St. Claraspital to improve patient care and operational efficiency?
I am convinced that the future lies in simultaneous specialization and technological advancement, as well as in highly individualized care and treatment provided by an interdisciplinary and interprofessional team with consistent composition throughout the entire treatment. These factors will be decisive. St. Claraspital is ideally positioned for this. It is a small, specialized hospital with only 200 beds. At the same time, it is a university partner, has its own research team, and holds a national mandate to carry out highly specialized procedures, such as esophagus removal.
We are one of the few privately owned hospitals that operate two Da Vinci surgical robots. We strongly believe that patients and society benefit from these technological developments, as they lead to shorter hospital stays and better surgical outcomes.
Can you discuss any specific initiatives that have significantly impacted patient outcomes since your tenure began?
We have invested a lot in attracting and retaining talent—which indirectly benefits the patient. I am convinced that motivated employees will do their best to achieve the best patient outcomes.
We are in the process of implementing a new clinical information system, which is the heart of our processes. This will allow us to further standardize our processes, speed them up, and relieve medical staff from lengthy administrative tasks that are not their core focus. As this is not achieved by “just” implementing a new tool, we are simultaneously working on shaping our processes to align with the new system.
What advice would you give to aspiring leaders in the healthcare industry who wish to make a meaningful impact?
Being agile, brave, and persistent. Collect insights from outside your own organization or even your own sector or industry—healthcare will advance the most if it learns from others.
How important is mentorship in your career, and how do you approach mentoring others within your organization?
Mentors have been very important throughout my career. From the early stages, I have valued being able to discuss topics—sometimes difficult ones—with more experienced people, mainly outside of my own department or even company. This gives the freedom to openly discuss and gain new perspectives. I have mostly chosen my mentors myself, seeking out people who inspired me, approaching them proactively, and taking the lead in the mentorship—rather than waiting for an official mentoring program.
As I have benefited greatly from mentors, I am open to giving back as a mentor myself. When I meet a smart and eager person, I offer to be a sparring partner. But, just as I did, I expect them to take the lead and come to me when there is a topic to discuss. When that person grows and develops in their professional or personal life, it is very rewarding.
Looking back at your time as CEO, what achievements are you most proud of, and what lessons have you learned?
Since my start as CEO of Claraspital, I have always sought dialogue and listened in order to gain a clear picture of our strengths and identify starting points for further developing the hospital. I am proud that our staff had the opportunity to get to know me and build trust in their new CEO. Together, we have been able to continue on a successful path.
However, there are also two big lessons I have learned (although they may not be new): change in healthcare takes longer than expected, and an organization also needs more time than anticipated to understand and adapt to a change in leadership style.
What are your future goals for St. Claraspital, and how do you plan to address the evolving needs of the healthcare landscape?
My goal is for St. Claraspital to remain an indispensable provider in the healthcare sector in our region, while maintaining excellent quality in terms of medical outcomes as well as in humanity. I plan to achieve this by excelling in areas that others don’t offer, carefully selecting the fields in which we want to engage in order to stay indispensable, and providing a work environment in which people enjoy working.
