Service, Science, and Strategy with Liz Claverie

I’m a small-town girl from White Castle, Louisiana. I earned my bachelor’s and master’s degrees in microbiology, focusing on infection control and prevention. About 35 years ago, I met an admiral who told me about the US Public Health Service Commissioned Corps (USPHS-CC). I was familiar with them because I grew up near the National Hansen’s Disease Program in Louisiana, but I never thought I would become a USPHS-CC Officer. 

I applied and served 30 years as an officer in the Commissioned Corps, one of the eight branches of the US Uniformed Services. Most of my career was spent at the Food and Drug Administration (FDA), where I became head of infection control and prevention for medical devices. I also served as liaison to the CDC’s Healthcare Infection Control Practices Advisory Committee for all US healthcare and also represented the FDA nationally and internationally.
When the COVID-19 pandemic occurred, I was asked to help lead the nation’s response for sterilization, disinfection, and PPE devices. My team and I developed many guidelines that were used during the COVID-19 pandemic. After 30 years, I retired as an O-6 Captain, and then I had to ask myself, “What’s next?”

Not long after, I was contacted by a PPE manufacturer who knew me from my work with the FDA. They asked if I’d consult for them, and I discovered that I really enjoyed it. I started my own consulting business, and soon executives from around the world—from Australia and Singapore to across Europe—were calling. I knew how to lead and I knew my field, but I didn’t fully understand how C-suites and boards operated. I wanted to learn how executives make strategic decisions, how boards function, and how to strengthen my own leadership in that context. My search led me to the Chief Executive Officer Program, and I’ve loved every minute of it.

In the uniformed services, you learn to work in high-pressure situations where decisions must be made quickly and strategically. Throughout my career, I have been called upon to respond to numerous national health crises. Those experiences taught me to prioritize effectively, stay calm under pressure, and build and motivate teams. It’s never a one-person show—it’s about leading together and leading from the front.

Before enrolling, I researched several top executive education programs offered by leading business schools around the country. Many were impressive, but Columbia Business School’s Chief Executive Officer Program stood out for its comprehensive structure and the way everything connects. The curriculum covered exactly what I was looking for—macroeconomics, strategy, stakeholder and board roles, leadership, and governance—all in one continuous learning journey.

At first, I worried I’d made a mistake because I’m a scientist, not a business major. The macroeconomics module was challenging at first, but my professors were exceptional and made the content accessible and engaging. Through this program, I have refined my leadership skills, enhanced my strategic thinking, and achieved true fluency in C-suite and board-level discussions, enabling me to serve better my clients and the organizations I advise.

There have been many, but one stands out clearly. When we covered the roles of shareholders, stakeholders, board chairs, and directors, I had a lightbulb moment during an actual board meeting. I’ve been on the board of directors of an organization for several years, and suddenly everything clicked—I understood why decisions were made the way they were and how the relationships between the CEO, CFO, and board functioned. It was validation that what I was learning wasn’t just theory—it was immediately applicable to real-world situations.

It’s been incredible. My classmates come from every corner of the world—South America, Canada, Europe, Africa, Asia, and, of course, the US—and represent a wide range of industries, from law and finance to technology and agriculture.

Everyone approaches challenges differently, which makes the discussions rich and dynamic. The diversity of thought and experience has broadened my perspective and made me a stronger, more empathetic leader.

Professionally, I’ve already used several concepts from the program. One example is ESG—environmental, social, and governance principles. I incorporated what I learned to help one company align its research and development, regulatory, and marketing teams more closely with each other and their broader mission. That alignment has strengthened their overall strategy and collaboration.

Personally, I’ve found new ways to give back. I mentor former employees and colleagues for free, helping them develop their own strategic thinking using tools like Sheena Iyengar’s “Choice Mapping” from her Think Bigger method.  I even reached out to friends and my professional network to offer workshops—voluntarily—because so many are navigating big changes. For me, that’s deeply fulfilling.

Many of my peers retired around the same time, and we all had remaining GI Bill benefits. I’ve encouraged them to look into Columbia Business School Executive Education because the programs are flexible and truly veteran-friendly. It’s not an easy program—it’s rigorous—but it’s accessible, engaging, and rewarding. I’ve also told them about the select alumni benefits available after completing a Senior Executive Program, which are an added bonus.