With more than a decade of experience in the healthcare and life sciences across Europe and international markets, Magali Lataste specialises in leading large-scale digital transformation and interoperability projects that improve patient care and data accessibility. This interview reveals her perspectives on building trust in healthcare, the growing role of AI and analytics in creating more connected health systems, and the importance of inclusive leadership, collaboration, authenticity, and visibility in driving meaningful and sustainable change. 

Interviewed by Anastasiia Hresko 

You have built a long career, including a decade in healthcare and life science field. How did your early experiences shape your decision to work at the intersection of healthcare and digital innovation? 

Throughout my career in healthcare, I was struck by how much dedication and innovation existed in the field, while at the same time many systems, such as those in hospitals, remain fragmented. I remember thinking that even the best medical breakthroughs couldn't deliver the desired impact if they didn’t reach the patients efficiently. That’s what drew me to digital innovation. I saw technology as a way to connect the dots – bringing data, people and systems together to improve outcomes at scale, especially across Europe where complexity is part of the reality. 

On a more personal level, working across healthcare and technology also showed me how important diverse perspectives are. The most meaningful progress I’ve seen has always come from collaboration across sectors, countries, people and especially caregivers. That's something I strongly believe in and try to champion in my work. After all, supporting people and their day-to-day lives lies at the heart of my work. 

I saw technology as a way to connect the dots – bringing data, people and systems together to improve outcomes at scale. 

Healthcare is a highly people centred sector with a great focus on building trust. How do you foster strong, lasting relations with your clients and establish credibility with different stakeholders? 

It always starts with listening. In healthcare, trust isn’t built by leading with solutions but rather by really understanding challenges, pressures, and the human impact behind them. I try to invest time upfront, no matter if these are clinicians on the ground, policymakers, or C-level executives, to understand their objectives and also their environment, history and their “Why?”. That context is essential to be credible. 

Consistency also matters. Delivering on commitments, being transparent when things are complex, and staying engaged over time – those are the things that turn relationships into long-term partnerships. I believe trust is built through authenticity. You don't need to be a super woman, you just need to be true to yourself and honest with others. Showing that you are committed, understand the stakes and working alongside your partners to create meaningful impact will take you further than pretending you’ve got all the answers. 

In healthcare, trust isn’t built by leading with solutions but rather by really understanding challenges, pressures, and the human impact behind them. 

Interoperability is often seen as one of the biggest challenges in healthcare. Based on your experience, how are organisations overcoming barriers to seamless data sharing today? 

Interoperability has always been and remains one of the toughest challenges in healthcare, but I’ve seen real progress in recent years. A good example is the Shared Care Record initiative in London, where different providers such as hospitals, general practitioners, and communities are coming together to create a more unified view of the patient. It shows that even in very complex systems, it’s possible to connect data in a way that genuinely improves care and decision making. 

Technology plays a role through standards, cloud platforms, and AI-powered tools helping clinicians navigate increasingly complex environments. But what really makes the difference is collaboration. Aligning governance, the use of standards, trust, and clear use cases is the key. Workflow should be the starting point, not an afterthought. Maintaining clinical workflows, patient healthcare, and accessibility is non-negotiable. 

What I found particularly impactful with interoperability is how data brings a more holistic view. You’re no longer looking at isolated episodes of care, but at entire patient journeys and population trends, which is critical for public health systems all over the globe. 

That said, the real transformation happens when data is used by decision-makers on the ground and is patient-centric. It’s not just about building dashboards, it’s about making insights accessible, trusted, and embedded into every day decisions. That’s where analytics becomes truly powerful: when it shifts healthcare from reactive to proactive, and ultimately more equitable and sustainable. 

Your work spans Europe, the UK, and global markets including the US, Canada and APAC. How have these international experiences shaped your leadership style? 

My international experiences taught me that there’s no one-size-fits-all approach to leadership. Each region has its own healthcare system, cultural context and pace of change. What I developed the most are my abilities to adapt and listen. I’ve learned to lead with curiosity and understanding, to explore local perspectives before trying to drive solutions. 

It has also reinforced the importance of collaboration for me. Especially in Europe where you’re working across countries and systems, progress comes from aligning diverse stakeholders around a common goal. 

On a personal level, it’s made me more inclusive in my leadership style and understand people better. The more diverse the teams and environments I’ve worked in, the more I’ve seen that better outcomes come from bringing different voices to the table. 

Overall, clear direction, strong execution, and inclusive collaboration are the foundations of how I lead today to deliver sustainable impact at scale. 

Clear direction, strong execution, and inclusive collaboration are the foundations of how I lead today to deliver sustainable impact at scale. 

You are one of the new Talents joining WIL Europe’s 11th Women Talent Pool (WTP) Programme and also a Member of the Oracle Women in Leadership (OWL) France & UK. How have these initiatives helped shape your perspectives as a female leader in the healthcare and life science sector? 

Being part of both initiatives has been very complementary in shaping my perspective on leadership. 

Internally, OWL has given me a safe space to grow, connect with peers, be mentored and develop in a very practical, business-oriented way. It also helps strengthen key soft skills like influence and persuasive communication which allows me to practice leadership every day with confidence. 

WIL Europe brings a different dimension. It expands that perspective across sectors and countries, and really emphasises leadership through collaboration, adaptability, and cultural awareness – essential skills for working across Europe. I was lucky to participate in the WTP 10 Editions Celebration in Paris in April where I was fascinated to witness so many talented and ambitious female leaders being brought together. Their thoughtful reflections helped me understand how being a previous talent, new fellow or board member at WIL has influenced and nurtured their own leadership practice. 

What both initiatives have reinforced for me is the importance of visibility, networks, and sponsorship. Additionally, soft skills such as empathy, active listening, and trust-building, are also fundamental to being an effective leader, especially in healthcare. It strengthens my conviction that leadership today is about how you connect, influence and create impact with others. 

Why does visibility have special importance for women in leadership in your opinion? 

I’ve personally drawn a lot of inspiration from women like Simone Veil, who represents dignity and resilience, Christine Lagarde, whose leadership at the European Central Bank reflects both strength and global influence, and Yaël Braun Pivet, whose journey to becoming the first woman President of the French National Assembly shows what it means to step into spaces that weren’t traditionally open to women. Another example is Sandra Day O’Connor, the first woman appointed to the Supreme Court of the United States. She truly paved the way for others. 

What connects all of them is not just what they achieved, but the visibility of their leadership. That’s why I really connect with Melinda Gates’ quote: ‘A woman with a voice is, by definition, a strong woman.’ Because visibility is power. When a woman speaks up and gets recognition, it expands representation. And representation creates permission for others to step forward, and ultimately that permission turns into action. Going deeper on visibility, I truly believe that giving credit to female leaders is absolutely critical, because it directly shapes what the next generation believes is possible. 

And I don’t think this happens by chance. It’s about intentionally building your path early, developing your voice, your network, and your confidence. Being mentored, sponsored, and surrounding yourself with other powerful female leaders, plays a key role in that journey – it brings you perspective, support, and the confidence to step forward. 

I truly believe that giving credit to female leaders is absolutely critical, because it directly shapes what the next generation believes is possible.