Yvette Vega, Clinical Manager at THEMA Health Services – Hospice, has been named to the Future Leaders Awards Class of 2026 by Hospice News.
To become a Future Leader, an individual is nominated by their peers. The candidate must be a high-performing employee who is 40 years of age or younger, a passionate worker who knows how to put vision into action, and an advocate for seniors, and the committed professionals who ensure their well-being.
Vega sat down with Hospice News to share what drew her to the hospice & palliative care industry, the biggest leadership lessons she has learned, her thoughts on the future of the hospice & palliative care industry, and much more. To learn more about the Future Leaders Awards program, visit https://futureleaders.wtwhmedia.com/.
HSPN: What drew you to the hospice & palliative care industry?
Vega: I think what drew me to hospice was the opportunity to make a real difference in people’s lives. There are very few areas of healthcare where you’re invited into someone’s life in such a deeply human way. You’re caring for more than a patient — you’re caring for a family and walking alongside them through one of the hardest times in their lives. There is so much trust in that, and I don’t take it lightly.
Hospice has taught me that some of the most important things we can give another person are our presence, our compassion, and the reassurance that they are cared for. At the end of the day, if someone breathed a little easier because I was there, or because my team was there, then I know we made a difference. For me, that’s what this work is all about.
HSPN: How would you describe your leadership style, and how has it changed over time?
Vega: I would describe my leadership style as servant leadership. I’m very hands-on, passionate and people-centered. I will never ask my team to do something I’m not willing to do myself, and I believe strongly in showing up for people.
Over time, I’ve learned that leadership is less about having all the answers and more about building a team that feels supported, trusted and empowered to do great work. I still have high expectations, and I hold people accountable, but I’ve learned that when you invest in people, recognize their strengths and make sure they know you are in their corner, they will do incredible things.
My job as a leader isn’t to be the most important person on the team. It’s to help the people around me become the best versions of themselves.
HSPN: What is the biggest leadership lesson you’ve learned while serving the hospice & palliative care industry?
Vega: The biggest lesson I have learned is that if I take care of my team, my team will take care of our patients.
As a bedside nurse, I could directly impact the patients and families I personally cared for. As a leader, that impact can reach hundreds of patients and families through the people I lead. That has changed the way I look at leadership.
My responsibility is to give my team the support, resources, accountability and confidence they need to provide exceptional care. If we get that right, everything else follows.
HSPN: In one word, how would you describe the hospice & palliative care industry and why?
Vega: Essential.
Hospice is essential because everyone deserves dignity, comfort and support at the end of life, yet too many people still do not fully understand what hospice is or access it early enough to receive its full benefit.
We have an opportunity to change the way people view end-of-life care — not as giving up, but as choosing how someone wants to live during the time they have left.
HSPN: What do you see as the biggest opportunities and challenges currently facing the hospice & palliative care industry?
Vega: One of our greatest opportunities is education. There are still so many misconceptions about hospice, and patients are often referred very late in their disease process. We have an opportunity to educate communities and health care providers about what hospice truly offers and how much of a difference earlier support can make.
At the same time, one of our greatest challenges is protecting the heart of hospice as the industry continues to grow and become more competitive. Growth and financial sustainability are necessary, but they can never become more important than the people we serve. We have to continue holding ourselves accountable for providing ethical, high-quality care and remember that behind every census number is a patient, a family and a story.
HSPN: If you had a crystal ball, what do you think will impact the hospice & palliative care industry over the next 5-10 years?
Vega: I think we will see increased regulatory oversight, greater expectations for transparency and quality, and continued changes in how Medicare evaluates and reimburses hospice care. I believe that can ultimately make our industry stronger if we remain focused on doing the right things for the right reasons.
I also think technology will continue to change how we deliver and measure care, but we cannot allow technology to replace the human connection that makes hospice different. The organizations that succeed will be the ones that can adapt to change while never losing sight of why hospice exists in the first place.
HSPN: In your opinion, what qualities must all Future Leaders possess?
Vega: Future Leaders need integrity, humility, courage, adaptability and compassion. They need to be willing to make difficult decisions, have uncomfortable conversations and take accountability when something does not go as planned. But most importantly, they have to genuinely care about people.
Leadership is not about a title or being the smartest person in the room. It is about recognizing the potential in others, helping them succeed and remembering that the people you lead are ultimately the ones who make the mission possible.
