When the U.S. passed the Open Payments Law in 2010, the meetings industry had yet to fully grasp the extent to which it would impact the planning of medical events. Pat Schaumann, president and CEO of Schaumann Consulting Group, not only understood the implications, but she created a playbook.
Schaumann, whose career spans over 30 years in the hospitality and meetings industry, has a simple approach to leadership.
“Leave things better than I found them,” she said. “It’s about making a meaningful difference, whether for a team, an organization, or a greater cause. True leadership goes beyond checking off tasks; it’s about asking, ‘What legacy am I building?’ and making intentional choices that elevate people, culture, and outcomes along the way.”
The founder of Meeting Professionals International’s Healthcare Meeting Compliance Certificate (HMCC) and Medical Meeting Professional (MMP) Certificate programs, Schaumann said thousands of planners in 16 countries have completed these certifications.
She is also the author of eight books, including “Breaking the Code to Healthcare Compliance,” a guide for navigating the Sunshine Act, Open Payments reporting, and the complex web of global regulations affecting life sciences meetings.
She has received several honors, including being named MPI’s Meeting Planner of the Year, Association of Special Event Professionals Event Professional of the Year, and most recently, a Lifetime Achievement Award from Pharma Forum/Informa.
How did you land in the world of meeting planning?
Like many in my generation, I didn’t set out to be a meeting planner, I fell into it. I was hired by a travel and exhibit company to launch a meetings department, and what started as a new challenge turned into a lifelong career.
In 2010, when President Obama signed the Affordable Care Act, specifically the Open Payments Law, I immediately saw the potential implications for medical meetings. That moment sparked a deep dive into research, which led to the first edition of Breaking the Code to Healthcare Compliance. From there, I developed a curriculum and authored the Healthcare Meeting Compliance Certificate (HMCC) program for Saint Louis University, where the certification officially launched.
Teaching has always been a core passion of mine. I started my career in the classroom, so blending education with planning felt like a natural path and ultimately, my professional calling.
What are the qualities that make a good leader?
Great leaders aren’t defined by title, they’re defined by how they show up for others. Here are ten qualities I believe are essential for truly effective leadership:
Integrity
A strong leader does the right thing, even when it’s difficult. Honesty, ethics, and transparency are non-negotiable. When leaders walk the talk, they earn lasting trust.
Empathy
Leadership starts with caring. Understanding the perspectives of clients and team members helps build deep, supportive relationships and stronger outcomes.
Vision
Leaders need to see and communicate where they’re headed. A compelling, clear direction inspires people to rally behind shared goals and push beyond the status quo.
Adaptability
Change is constant. The best leaders embrace it, navigate uncertainty with confidence, and help others do the same.
Decisiveness
Timely, informed decisions are critical, especially under pressure. Strong leaders know when to trust the data and when to trust their intuition, and they take ownership of the outcomes.
Communication
Great leaders listen first and speak with clarity. They create an environment where everyone feels heard and aligned.
Humility
It takes confidence to say, “I don’t know” or “I got it wrong.” Humble leaders welcome feedback, admit mistakes, and share credit generously.
Resilience
Setbacks are inevitable. Resilient leaders remain calm and focused, exemplifying perseverance and emotional strength during challenging times.
Empowerment
Leadership isn’t about control, it’s about development. By delegating with purpose and coaching others, leaders unlock potential across the team.
Authenticity
People follow people, not personas. Authentic 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 grounded in self-awareness, enabling me to understand how I naturally lead, make decisions, motivate others, and respond to challenges. It’s a reflection of my core values, personality, and the way I build relationships. I lead with purpose, listen with intention, and aim to create an environment where people feel both supported and empowered to do their best work.
As a leader, what are the challenges that keep you up at night?
I often ask myself questions that go beyond KPIs and project timelines. Leadership isn’t just about keeping things on track, it’s about shaping culture, nurturing people, and leaving a meaningful impact. These are the questions that guide me:
- Am I giving my team what they need to grow, thrive, and feel valued?
- Am I providing stability and clarity when everything around us is shifting?
- Does every person on my team feel seen, heard, and respected for who they are?
- Am I setting a pace that’s both sustainable and productive?
- Am I being clear enough, and am I listening just as much as I speak?
- Beyond the day-to-day, am I making a real difference?
- Am I really the right person to lead this?
These questions keep me grounded and remind me that great leadership is a journey of constant reflection, growth, and humility.
Which female leaders have inspired you the most?
Without question, my first manager, Mimi Rosen at CMS, had the greatest impact on my career. She was a remarkable mentor who taught me the fundamentals, planning, client interaction, sales, and team management. I never had the chance to thank her before she passed, so I’m grateful for the opportunity to honor her now.
Another leader who left a lasting impression is Christine Duffy, now President of Carnival Cruise Lines. I first met her during her time leading McGettigan. Her calm, steady leadership and thoughtful management style earned my deep respect from the outset.
Mentorship shaped my path in this industry, and because of that, I’ve made it my mission to pay it forward. To teach, support, and encourage the next generation of leaders whenever I can.
How has Schaumann’s leadership style changed throughout her career?
When I began my career, there were very few women in leadership roles. We faced the “double bind” of being expected to be strong yet not too assertive, and likable yet not too soft. It was a constant balancing act. I quickly realized that the most effective and sustainable approach was to lead as my authentic self. Staying true to my values and leadership style earned respect and built trust over time.
What’s changed most is the environment around us. While there is still progress to be made, we are seeing positive shifts, including more inclusive policies, improved diversity training, flexible work options, expanded parental leave, and stronger advocacy for both mental and physical well-being. These changes are helping to reshape the leadership landscape for the better.
