In any organization, the heart of a strong culture starts with the people who shape it — and at SpecialtyCare, Chief People Officer Robin Everhart is leading that movement with clarity, courage, and authenticity. With a career built on bold transitions, people-first leadership, and a commitment to doing what’s right even when it’s hard, Robin brings a perspective that blends strategy with heart.
In this exclusive Q&A, Robin reflects on the pivotal moments that shaped her path, the lessons learned from major industry roles, and her vision for the future of people strategy at SpecialtyCare. Her insights offer a powerful look at what it means to lead with purpose — and how staying true to who you are can open the door to extraordinary opportunities.
Read on as Robin shares her journey, her leadership philosophy, and the advice she hopes will inspire the next generation of leaders.
1. What has been one of the most pivotal moments or transitions in your career?
My career has been a tapestry of pivotal moments and transitions, but perhaps two of the most pivotal moments in my career both entailed “starting over”. The first was leaving behind what started as a career in Social Work and pivoting to Business. To do so, I accepted an entry level position just to get in the door of a company I admired. Within 3 years I had been promoted 3 times, and that risk jump started my career in compliance and ethics. The second pivotal moment happened approximately 12 years into my expertise of building comprehensive compliance programs. I was a leader in the field, CCEP certified, and had risen to the level of SVP & Chief Compliance Officer when I decided that I wanted to transition from compliance and ethics into operations and people leadership. Having handled risk management for various business units in various industries and influencing people at all levels of organizations who didn’t report to me, I wanted to try my hand at applying all that I’d learned at an operational level. With shaky knees, I jumped into leading a business unit of hundreds of people to achieve financial and operational success. That shift required me to think not only about doing things right but doing the right things — for the business and for the people. It allowed me to combine structure with heart and to lead with both strategy and empathy. That balance has shaped every role since.
2. How did your time in roles at companies like Home Depot, Cintas, or Winn-Dixie shape your approach to people leadership?
Each of those companies taught me something different about leadership. At Home Depot, I learned the power of building something from the ground up. At Winn-Dixie, I experienced the importance of leading through change and adversity. And at Cintas, I saw firsthand how culture and inclusion can become true performance drivers. Together, they shaped my belief that strong leadership starts with respect, transparency, and connection. Most importantly, it reinforced that leading is about people, not the reports. The reports are outcomes and the people are the ones driving those results.
3. Tell us about your vision for “people strategy” at SpecialtyCare. What do you hope to accomplish in the next 3-5 years?
My vision for people strategy at SpecialtyCare is to build an ecosystem where every clinician and team member feels valued, supported, and empowered to deliver excellence. Over the next 3–5 years, I aim to strengthen leadership pipelines, deepen engagement, and create a culture that prioritizes both care and career development/growth. The goal is to make SpecialtyCare not just a leader in the OR, but a leader in how healthcare professionals experience purpose at work and how we develop and prepare them for both. Connecting hearts and minds to create the best service for our surgeons and patients.
4. In health-related services, what unique challenges do you face in HR that maybe aren’t present in other industries?
In our business, our “product” is people — clinicians who provide life-changing care. The challenge is balancing the human side of that work with operational realities like staffing, compliance, and burnout prevention. Unlike many industries, we can’t pause production to reset — care must continue. That means HR must be proactive, data-informed, and deeply empathetic all at once.
5. How do you balance “hard” priorities like compliance, ethics, and operational excellence with the softer side of culture, engagement and employee experience?
I’ve always viewed compliance and culture as partners, not opposites. A strong ethical foundation builds trust — and trust is the heartbeat of engagement. By embedding ethics and operational excellence into everyday leadership behaviors, you create a culture where doing the right thing is the norm, not a mandate. It’s about creating systems that serve people, not the other way around. Additionally, culture and engagement aren’t soft. They are primary reasons that people choose to join a company or leave a company; they are key drivers of the business and it’s results.
6. What has been one of the most difficult people-oriented decisions you’ve had to make and how did you navigate it?
Transitioning good performers, but bad or incapable leaders, out of an organization or to a different role was among the most difficult people decisions during my career. Recognizing that a leader was sustaining short term success, but their leadership was setting up long time failure was challenging because there are always people who prefer short term performance over long term sustained success. However, making these changes always proved to be the right move and wound up being more successful. Additionally, restructuring teams during times of organizational challenges also tested my resolve and empathy. Navigating these changes required candor, compassion, and a focus on supporting every individual through transition as respectfully as possible. I’ve learned that not everyone will like you, and that’s okay. The greater goal is to foster respectful, professional relationships focused on the common good, and balancing empathy with the organization’s long-term health. As a leader, I strive to do things personally but not take things personally—a distinction that allows for growth, humility, and continuous improvement. These challenges reminded me that leadership isn’t about avoiding hard decisions but about handling them with humanity.
7. If you could go back and give your younger self one piece of advice as you began in leadership, what would it be?
I’ve learned a lot along the way. Some pieces of advice I wish my younger self had known before encountering it would include: Don’t fear the unexpected turns. The path isn’t always straight or clearly defined— and that’s okay. Every detour, challenge, and even missteps contribute to who you become as a leader. Embrace change; it’s preparing you for opportunities you can’t yet see. You don’t get where you’re going on your own: seek out mentors, advocates, and friends along the way. Build relationships grounded in respect. Don’t be afraid to make mistakes—they’re the only true path to learning and excellence. Embrace feedback, remain flexible, and know that the road ahead will wind unexpectedly. That’s not a sign of failure; it’s a sign of growth.
8. What advice would you share for women aspiring to leadership roles?
As you grow as a leader, ensure that you are being true to yourself. Be you. Find your voice, style, and purpose—then use them authentically. Trying to be someone you are not isn’t leadership, it’s impersonation. Don’t shy away from mistakes; they’re essential to growth. Recognize that not everyone will like you, but mutual respect enables collaboration and results. Above all, remember that “change happens.” Remain flexible, embrace new challenges, and venture on. There’s no single path to success; there are many, and they’re all worth exploring. Lead before you get the role. You don’t need to have a title to lead others towards greatness. Share ideas, get involved, remain curious. Know your value but also know where you need to continue improving. And if you aspire to grow into leadership roles, let someone know. Companies and leaders aren’t mind readers. It takes a network of people that are mentors and advocates along with your hard work. Know your audience, build your network, and nurture your relationships. Most importantly, don’t be afraid to take a chance. Women tend to wait until they are 100% certain they are ready for the next role whereas men tend to throw their hats in the ring when they are 50% ready. None of us will ever be 100%, step forward. Be cognizant that you won’t always get the next role that you want immediately. It’s ok. Don’t give up. I remember being highly disappointed the first time I didn’t get a promotion I’d interviewed for and didn’t initially understand what the chosen candidate brought to the table that I didn’t. Fast forward and I wound up in an even better position that played more to my strengths. Be unapologetically authentic — your power lies in being you. Don’t try to lead like someone else; find your voice and use it with confidence. Build relationships, stay curious, and don’t let setbacks define you. Every experience, good or bad, is shaping the leader you’re meant to be.
9. As someone recognized among the top women leaders in Tennessee, what does that recognition mean to you personally and professionally?
This recognition is both humbling and affirming. It represents not just personal achievement but the collective work of so many people I’ve had the privilege to lead and learn from. Professionally, it reinforces my responsibility to lift others as I climb. It’s a responsibility to mentor, support, and advocate for others—especially women—who are embarking on their own unique journeys. Personally, it reminds me that impact matters more than titles and it motivates me to keep forging my own path with courage and honesty. My journey, in addition to hard work and perseverance, has been shaped by unexpected detours, invaluable lessons, and the generous mentorship of others. Leadership isn’t simply about driving results—it’s about nurturing people, championing authenticity, and embracing change. I’m grateful for every lesson learned and every person who has helped me pave my path.
Thinking about your next career move? Join SpecialtyCarewh where your work makes a real impact in the OR, backed by a company that invests deeply in its people. With opportunities across Perfusion, Intraoperative Neuromonitoring, Sterile Processing, and more, you’ll be part of a team that cares, collaborates, and continuously strives to improve.
