When the U.S. passed the Public Payment Act in 2010, the conference industry did not fully grasp the extent to which it would affect plans for medical activities. Pat Schaumann, president and CEO of Schaumann Consulting Group, not only learned about these meanings, but also created a script.
Schaumann, whose career spans over 30 years of hospitality and conference industries, adopted a simple approach to leadership.
“It’s better to stay than I’ve found,” she said. “It’s to make meaningful differences, whether it’s targeting a team, an organization or a bigger cause. Real leadership talent doesn’t go beyond the checking task; it’s about asking, ‘What legacy am I building?’ and making intentional choices to enhance people, culture and outcomes.”
Schaumann said the founders of the International Medical Conference Certificate of Compliance (HMCC) and Medical Conference Professionals (MMP) Certificate Program said that thousands of planners in 16 countries have completed the certificates.
She is also the author of eight books, including “break in Healthcare Compliance Law“Browse the Sunshine Act, guides to public payment reports, and a complex network of global regulations that affect life science conferences.
She has received several honors, including being named MPI Conference Planner of the Year, the Association of Event Professionals of the Year for Special Event Professionals, and recently the Pharma Forum/Informa Lifetime Achievement Award.
How did you log in to the plan?
Like many of our generation, I had no intention of becoming a conference planner and I was in trouble. I was hired by a travel and exhibition company to start a conference department which initially turned into a lifelong career.
I immediately saw the potential impact on medical conferences when President Obama signed the Affordable Care Act, especially the Open Payment Act. That moment triggered in-depth research, which led to the first edition Breach code for health care compliance. From there, I developed a course and wrote the Healthcare Conference Compliance Certificate (HMCC) program for Saint Louis University, which officially launched certification.
Teaching has always been my core passion. I started my career in class, so integrating education with planning felt like a natural path and ultimately my professional appeal.
What are the qualities of becoming a good leader?
Great leaders are not defined by the title, but by how they appear in others. I think this is crucial for really effective leadership:
upright
A strong leader can do the right thing, even if it’s hard. Honesty, morality and transparency are not negotiable. When leaders walk through the conversation, they gain lasting trust.
Empathy
Leadership begins with care. Understanding the perspectives of clients and team members helps build deep, supportive relationships and stronger outcomes.
imagine
Leaders need to view and communicate their direction. A fascinating and clear direction inspires people to gather to share goals and go beyond the status quo.
Adaptability
Change is constant. The best leaders embrace it, navigate uncertainty with confidence, and help others do the same.
decisive
Timely, wise decisions are crucial, especially under pressure. Strong leaders know when to trust data, when to trust their intuition, and they master the results.
communicate
The great leader listens first and speaks clearly. They create an environment in which everyone feels heard and is aligned.
humble
It takes a confident saying, “I don’t know” or “I’m wrong.” Despicable leaders welcome feedback, admit their mistakes and share credit generously.
Elasticity
Frustration is inevitable. Resilient leaders remain calm and focused, embodying perseverance and emotional power in challenging times.
Authorization
Leadership is not about control, but about development. By delegating and mentoring others with purpose, leaders unlock potential throughout the team.
Authenticity
People focus on people, not on characters. Real leaders bring self-awareness, purpose and vulnerability to the table, encouraging others to do the same.
How does Schaumann define her leadership style?
My leadership style is based on self-awareness, allowing me to understand how I lead naturally, make decisions, inspire others, and respond to challenges. This reflects my core values, personality and the way in which relationships are built. I lead purposefully, listen intentionally, and aim to create an environment where people feel both supportive and empowered to do the best work.
As a leader, what are the challenges that will bring you to the evening?
I often ask myself questions that go beyond KPIs and project schedules. Leadership is not only about staying on track, it is about shaping culture, cultivating people and leaving meaningful influences. These are the questions that guide me:
- Am I giving my team growth, growing and feeling valuable?
- Do I provide stability and clarity when everything around us changes?
- Will everyone on my team feel seen, heard and respected for their identity?
- Am I setting a pace that is both sustainable and productive?
- Do I know very well?
- Is there any real difference besides the day-to-day?
- Am I really the right person to lead this?
These questions have taken me to the roots and remind me that excellent leadership is a journey of constant reflection, growth and humility.
Which female leaders inspired you the most?
There is no doubt that my first manager, Mimi Rosen of CMS, has had the biggest impact on my career. She is an amazing mentor who teaches me fundamentals, planning, customer interaction, sales and team management. I never had the chance to thank her until she was gone, so I was grateful for the chance to respect her now.
Another leader who made a lasting impression was Christine Duffy, the current president of Carnival Parade. I first met her during her time leading McGettigan. From the beginning, her calmness, stable leadership and thoughtful management style won my respect.
Guidance has shaped my path in this industry, so my mission to make it payable is mine. Teach, support and encourage the next generation of leaders as much as possible.
How has Schaumann’s leadership style changed throughout his career?
When I started my career, there were very few women in leadership positions. The “double constraints” we face are expected to be strong, but not too confident, nor too soft. This is a constant balancing act. I quickly realized that the most effective and sustainable way to do it is to lead my true self. Trust to my values and leadership style, earn respect and build trust over time.
The most change is the environment around us. While progress is still being made, we are seeing positive shifts including more inclusive policies, improved diversity training, flexible work options, expanded parental leave and advocacy for mental and physical health. These changes help improve the leadership landscape.
