Sciana Fellow Bettina Wapf on digital partnerships, population health, and building resilient healthcare systems for an ageing society
Bettina Wapf is a seasoned executive with over 20 years of experience in strategy and business development, as well as public policy, across both not-for-profit organizations and corporations. In her current role as Head of Staff Operational Hospital Management and Deputy Managing Director at Balgrist University Hospital, she oversees strategic partnerships, fosters innovation, and leads strategic initiatives addressing the healthcare sector’s most pressing challenges. Prior to joining Balgrist University Hospital, Bettina held management positions in the public sector, health insurance, and consulting.
In May 2026, Bettina will assume the role of CEO at Clinic Lengg, a centre of excellence for epileptology and neurological rehabilitation in Zurich. She holds a Master’s degree in Political Science, Economics, and International Law from the University of Zurich, and an Executive M.B.A. in Healthcare Management from the University of Lausanne, Switzerland. Bettina is recognized as a visionary leader, adept at building networks, collaborating with stakeholders, and driving meaningful change. She is a member of Sciana's seventh cohort.
This interview has been edited for brevity and clarity.
Sciana Network: What inspired you to apply for the Sciana Network and how would you describe the experience so far?
Bettina Wapf: I was particularly drawn to the topic of Cohort Seven, “Systems Leadership for Population Health in Times of Scarcity.” Today, one of the main challenges facing our healthcare system is the shortage of both healthcare professionals and financial resources. Meeting the demands of an ageing population requires innovative approaches to care delivery. As healthcare systems undergo profound transformation, strong value-based leadership is essential to guide this change effectively.
Sciana provides an exceptional opportunity to connect with highly talented and dedicated individuals, all united by a shared commitment to improving our healthcare system. The program’s inspiring setting offers a valuable space for my growth as a leader. So far, the experience has been outstanding—it is rare to find a group in which everyone shares the same values. We bond quickly, and it is remarkable to see how much we grow together as a team.
SN: You're part of the Sciana Value Lab working group. What attracted you to this group? What are you looking to focus on as part of your challenge work?
BW: Non-communicable diseases (NCDs) place a significant burden on healthcare systems, and the risk of developing an NCD increases with age. The growing demands of ageing populations are being met by constrained healthcare systems and a shortage of healthcare professionals—challenges that are expected to intensify in the future. Making healthcare more efficient is therefore essential, and public–private partnerships (PPPs) can play a key role. Rather than focusing on traditional infrastructure PPPs, our working group explores how digital transformation can serve as a powerful enabler, and how partnerships with technology companies can accelerate this change.
Transforming the healthcare system also requires new skills and capabilities. Collaborating with technology or digital health companies brings the expertise needed to drive this transformation effectively and efficiently while maintaining high-quality care. I am particularly drawn to this topic because it challenges us to rethink traditional healthcare partnerships. Our challenge group work aims to identify actionable insights in this area.
SN: What are some of the traits you look for in a leader? Is this something you're mindful of in your own day to-day work?
BW: Some key traits I look for in a leader are vision, empathy, and the ability to inspire and empower others. A strong leader not only sets a clear direction but also listens, values different perspectives, and helps people grow. I strive to embody these traits in my own work—whether leading a team, coordinating projects, or collaborating across departments—combining clarity of purpose with openness, support, and accountability.
SN: We're speaking at your second meeting, which means we're almost halfway through your Sciana fellowship. What do you hope to accomplish by your final meeting?
BW: Time has truly flown by. By the final meeting, I hope our challenge group project will have generated concrete insights and actionable strategies relevant for both systemic change and my own work. I aim to complete the program with a clearer sense of direction, practical tools for leading change, and key ideas I can apply immediately. Ultimately, my goal is to translate the learnings from Sciana into tangible impact for my team and the broader organization. I am also looking forward to spending more time with fellow participants—the Sciana Network is a strong, supportive community that extends beyond the program.
