PWH-Issue.1.25 by BOC design Inc

PWH® Chair

Ashleigh McLaughlin, “Together, We Rise!” p.3-4

2026 PWH® LEADERSHIP SUMMIT: Save the Date! p.5

PROFESSIONAL ADVICE: Offered a Dry Promotion? Make It Work for You p.6

PROFESSIONAL COMMUNICATION:

LETTER FROM THE CHAIR

Together, We Rise!

Pg. 3-4

2026 PWH® LEADERSHP SUMMIT

Save the Date! Pg. 5

2025 PWH® LEADESHIP SUMMIT

Together, We Rise

It’s an honor to step into the role of Chair for 2025-2026. I’m filled with gratitude as I reflect on how PWH® has shaped my personal and professional journey. This organization has been more than a network—it’s been a source of mentorship, friendship, and empowerment, helping me become the leader I am today. I know I’m not alone in that feeling. Together, we’ve built something truly special.

As I step into this role, I recognize that I didn’t get here on my own. I stand on the shoulders of incredible women who came before me—women who mentored me, shared their successes and failures, challenged me, and encouraged me to grow. They taught me that through serving others, we become the best versions of ourselves.

Can you believe PWH is entering its 21st year? What started as a small group of women gathering for breakfast during a conference has grown into a movement that continues to challenge the status quo. Those trailblazers recognized the power of coming together, showing the industry what’s possible when women have a seat at the table. They proved that collaboration and diversity of thought lead to incredible success. One of our wise founders, Anne Eiting Klamar, recently shared with me, “In the early days of PWH, we promised each other that we would never let one another fail—that we would always be there to support each other in our personal and professional growth, as well as the growth of this organization.” That promise still holds true today. Every woman in our industry deserves to feel that kind of support. At

our core, PWH exists to empower each other to Lead and Succeed.

Over the past two years, under Allison’s outstanding leadership, PWH has focused on strength and structure. Thanks to her vision, we now have a solid infrastructure and a strategic plan that will carry us through 2027. We’ve expanded our membership to 733, enriched our professional development offerings, exponentially grown our mentoring program, become a trusted resource for our Corporate Partners, and championed a true sense of belonging for all. We’re also just days away from our 7th PWH® Leadership Summit—now recognized as the premier leadership development conference in our industry.

As we look forward, our focus will shift toward deepening engagement and living our core values. We aim to continue developing, cultivating, and empowering leaders while increasing stakeholder involvement and delivering even more value to our members. During our recent Executive Board meeting, we took a moment to reflect on our personal PWH journeys—why we joined, why we chose to serve, and how we felt after attending our first board meetings. I’ve been honored to serve on the board for 10 years, and I still vividly remember that first meeting— the feeling of being surrounded by like-minded women who truly understood the challenges of balancing it all. They offered advice, shared stories, and most importantly, leaned in and listened.

No matter where you are in your career, I challenge you to get more involved. Sometimes we need mentoring, and sometimes we’re the mentor—but

Ashleigh McLaughlin

We aim to continue developing, cultivating, and empowering leaders while increasing stakeholder involvement and delivering even more value to our members.

either way, we all have opportunities to grow and expand our impact. I also encourage you to reflect on what you need from PWH for your personal and professional growth. Myself and the entire board are here to listen. How can we meet you where you are on your leadership journey? Are we offering the right tools and programs to help you succeed? My hope is that every PWH member feels the same passion and fulfillment that I’ve been lucky to experience over the past 15 years.

And now, a few exciting updates on what’s coming next!

> Mentoring Circles: Have you explored them yet? These circles offer a chance to dive deep into specific leadership topics—whether you’re seeking guidance or sharing your expertise. Current topics include Mastering

Workplace Connections and Advocating for Yourself and Others.

> Book Club: Our Professional Development Committee is launching a leadership book club! I, for one, can’t wait to dive into some inspiring reads together.

> Modified Course Schedules: Struggling to commit to multi-session courses? We heard you! This fall, we’re offering two streamlined courses that require just one day of your time, making it easier than ever to invest in your development.

> Regional Events: We’re bringing back in-person connections! Our Membership Committee is reviving regional events, so stay tuned for opportunities to attend gatherings in your area.

I want to thank each of you for taking the time to invest in yourselves and your

teams. It’s that dedication that makes us strong. Together, we are mighty.

But remember—PWH isn’t just an organization, it’s a movement. A community built on connection, empowerment, and the unwavering belief that when women support women, incredible things happen. So, I challenge you: lean in, show up, and let’s continue to break barriers together. Whether it’s joining a mentoring circle, attending a regional event, or simply reaching out to someone new—every action you take strengthens our collective impact.

Because when one woman rises, we all rise. And together, there’s nothing we can’t achieve.

With gratitude and excitement for what’s ahead,

Ashleigh McLaughlin Chair,

PWH® 2025-2026

Offered a Dry Promotion? Make it Work for You

Dry promotion is on the rise, and women are especially vulnerable to it. But there are steps you can take to make it better.

Dry promotion is the practice of employers awarding employees a new title and greater responsibility but without pay increase. According to a March 2024 Wall Street Journal article entitled “Your Promotion Doesn’t Come with a Raise. Should You Take It?” the practice has increased from 5% in 2018 to 13% in 2024.

The increase in dry promotion could compound challenges to fair pay and women’s leadership development. A recent survey by Glassdoor shows that women at all levels of education already earn 20% less than their male counterparts for the same job. And of course, we know from PEW Research that on average women earn 82 cents for each dollar men earn. In addition, because women tend to not advocate for themselves as much as men and are less likely to negotiate for higher pay, they may suffer greater losses than men from the increasing practice of dry promotion.

“I am not a big advocate of dry promotions, and I do think the practice is targeted towards women,” said Cindy Juhas, PWH® Board Advisor, founder, Past Chair and industry icon. “I have never had it done to me nor have I done it to anyone one else. But I have seen it done, and I have some observations and recommendations to women who are put in that position.”

“I was very lucky in my younger years working for DeWight Titus,” Juhas

said. “He always negotiated with me. I was always able to get a fair deal. It wasn’t hard. He was willing to do it. When I owned my own company, I worked to emulate DeWight. If I couldn’t pay people more money, I just didn’t give them a promotion.”

Juhas has worked for other organizations in our industry, however, and believes there are times when dry promotion may be the best way forward for companies and employees. “From my perspective, I understand when it is not in the budget. I understand budgets.”

Juhas also understands the constraints of being owned by a private equity firm and being beholden to a board of investors, which she claims is more and more the case.

An example of dry promotion occurred to a few friends of hers in the industry. She said, several women were offered executive positions, promised an increase in pay, benefits and bonuses, but none of them got any specifics. Juhas encouraged the women to get more information, a range of dollars, something. “But they would come back after asking and say they didn’t know yet,” Juhas said.

The women were promoted, but unfortunately the promises of benefits and raises did not come through until much later in the process, over a year in one case. Still, Juhas believes the promotion did benefit them. “They received substantial promotions and were given a seat at the table. They could hear what was going on at a very high level and give input to that. It did benefit them and the companies in that regard.”

“Women tend to never think they are ready. But then when they are given a big promotion, they need to ask for what they need to succeed. ‘What do I need educationwise to get there and perform well?’ Educate yourself. Try to get your employer to pay for extra training—but if they don’t—invest in yourself.”

“I am happy they got promoted. Would I have agreed to it without something in writing, probably not.” However, Juhas conceded that all situations are unique.

According to Juhas there are reasons for dry promotion, and the practice can benefit those on the receiving end. “They get more insight into management and more responsibility. All of that is good. But you need something concrete that you can rely on from a timeline and

money perspective. If they can’t give you that, then you have to determine if this is the right thing.”

Certainly, make your own timeline. “If the experience is going to be good for you and your next job, then you should do it,” said Juhas.

Juhas also emphasized the importance of negotiating, even if you know it will be a losing game. “Negotiate as much as you can, but don’t not negotiate. They do not respect you if you don’t negotiate. They respect you if you negotiate even if you don’t get what you want. You need to give some push.”

“Women tend to never think they are ready,” Juhas continued. “But then when they are given a big promotion, they need to ask for what they need to succeed. ‘What do I need education-wise to get there and perform well?’ Educate yourself. Try to get your employer to pay for extra training—but if they don’t— invest in yourself,” advised Juhas.

“If you don’t know an exact number, get a range, a timeline. You’ve got to get some specifics, get it in writing,” said Juhas. “If they can’t do that then I don’t know that their intentions are honorable.”

Cindy Juhas is a PWH® Board Advisor, founder and a PWH® Past Chair.

3 Ways AI Can Help Your Professional Communication

According to AI, it can be a powerful tool for improving public speaking. AI can help you develop, polish, and deliver your message.

1. Speech Writing and Content Creation

AI can help speakers craft clear, impactful, and persuasive speeches. By providing suggestions, structuring content, and offering language improvements, AI can assist with drafting speeches that resonate with an audience.

> Idea Generation: If you’re struggling with how to start or develop your speech, AI can provide topic ideas, help create outlines, and suggest key points based on your target audience.

> Tone and Style: AI can help adjust the tone and style of your speech (e.g., formal, motivational, casual) to match the event or audience. It can even assist in adapting complex ideas into simpler, more accessible language.

> Example: You can ask AI to help write a motivational speech or create an outline for a corporate presentation.

2. Improving Language and Grammar

AI tools like Grammarly or ProWritingAid

can help improve the language, grammar, and readability of your speech. They can catch mistakes or awkward phrasing that could detract from the speech's impact.

> Example: After drafting a speech, you can use AI to review it for grammatical errors, overly complex sentences, or passive voice and get suggestions for more concise or impactful alternatives.

3. Delivery Practice and Audience Reaction

> Delivery Practice: Speech-to-Text and Text-to-Speech tools can assist in rehearsal. You can dictate your speech to AI, and it will transcribe it in real time. You can also practice your delivery by listening to your speech read aloud by AI-generated voices. This can help identify pacing, tone, or areas where the speech may sound awkward.

> Example: Use a text-to-speech tool to hear how your speech might sound to an audience, allowing you to adjust your delivery accordingly.

> Simulate Audience Reactions: AI-powered tools like Orai, Yoodli , and Freespeech AI can simulate audience reactions, allowing you to practice how your speech might land. Some platforms offer virtual feedback on tone, emotion, and even body language, helping you adjust your performance.

> Example: AI can give you feedback on the emotional impact of certain words or phrases, suggesting ways to enhance your delivery for more engagement.

Understand Unintentional Bias and Cause Less Harm to Coworkers and Customers

The PWH® Cultural Inclusion & Diversity (CID) Committee is committed to helping PWH® members and our industry understand the principles and vocabulary of inclusion and belonging. With greater understanding, we can all feel welcome in the workplace and form better relationships.

When sales and customer service representatives don’t recognize the value of a new product or understand the nuance behind how it works, they may avoid talking about it to customers. This can negatively affect sales and the bottom line.

Similarly, misunderstanding terms like “implicit bias” or “unconscious bias” may discourage any of us from talking about the terms and even finding out what they mean. However, if we don’t know what unconscious bias is, we may act from it, unintentionally harming our coworkers and customers, and our relationships with them.

The PWH® Cultural Inclusion & Diversity (CID) Committee is committed to helping PWH® members and our industry understand the principles and vocabulary of inclusion and belonging. So here we provide an extended explanation of unconscious bias.

Explicit or intentional bias refers to attitudes and beliefs that we have about a person or group on a conscious level. Because we are fully aware of these biases that we hold, we can self-report them if we chose to do so. For example, I believe in the PWH® mission to create a more culturally inclusive healthcare industry equally led by women. So, I often talk about the organization and take steps to support it.

Implicit bias, on the other hand, refers to unconscious attitudes that lie below the surface of our awareness. We may not realize we have a certain bias even though it informs our reasoning and behavior. Such bias can emerge as actions we take or comments we make in the workplace. These actions and comments can insult our coworkers without our intention. For example, several years ago I did not yet realize that I assumed people of an ethnicity other than my own look more alike than people of my ethnicity. Because of this assumption, I once expressed

surprise to a coworker whose ethnicity is different than mine when she showed me a picture of her sister. Without thinking, I said I expected she and her sister to look more alike. I am so sorry I thought and said that. I didn’t mean to cause harm. But I am pretty sure I did as my coworker seemed befuddled by my comment.

How can we have bias without realizing it?

First, we may not expose ourselves to diverse perspectives. Diversity training can help us become aware of the deficit

and learn how to proactively seek diverse perspectives and enact inclusivity.

Second, we often see and hear false associations made between certain groups of people and certain conditions so often that we think the associations are true. Then, the negative and false associations influence our thought processes without our realizing it. For example, we might think that Black men are inherently disposed to criminal acts and thus avoid interaction. We may think girls are inherently less able to process mathematical equations than boys and thus discourage girls from pursuing careers that advance technology and the economy. Lots of research debunks these dangerous and false assumptions. (See Whistling Vivaldi by Claude Steele.) Again, diversity training can help expose misinformation and our own conscious and unconscious bias.

Still, bias is inevitable. We all have it, and in some ways, stereotypes help us function in the world. However, holding false and negative stereotypes harms people.

If we want to avoid harming people unintentionally, including our coworkers and customers, we need to become aware of our unconscious bias.

To reduce its negative effects, we can expose ourselves to multiple perspectives and be more flexible with our speaking habits.

One strategy is to think about both the intent and impact of what we say. That is, think about how what we say will be received. Realize that our intent might not align with the impact of our words and actions. What we intend as a compliment, or a seemingly innocent observation may land as an insult or worse. Some comments informed by implicit bias can land as aggression.

Here are some examples of seemingly innocent comments that can land as aggression:

“You’re so exotic.”

An underlying association is that people with an ethnicity other than our own are exotic while our ethnicity is standard.

“I couldn’t tell you’re gay.”

An underling association is that people who are gay look a certain way, other than what is considered standard for how people of a certain gender should look.

“You speak English so well.”

Here, the underlying assumption is that people who look different than what we think English speakers look like will not be as smart or as well-spoken as those that do.

Comments like these, especially when they happen often and come from prominent persons, like a supervisor, can carry magnitude. They can cause increased anxiety and depression. They can heighten anger and stress. Such comments can also cause self-doubt and imposter syndrome in the workplace.

Another strategy is to be intentional about calling attention to hurtful comments when we hear or see them. When somebody says something that doesn’t land right, we can simply say “ouch” to help make them aware that something insulting was just said. This way, we call it out and give ourselves a few moments to think about it even if we don’t know what else to say about it.

We should also try to understand what matters to our coworkers and customers. When we hear comments carrying implicit bias, we can admit that we once held similar negative and false assumptions.

But we can also share that we are trying to be more considerate and knowledgeable of the danger of implicit bias, how it hurts our coworkers and customers.

We would not want a lack of knowledge to keep sales reps from talking about important products and services to customers. We want to make sure they have the knowledge they need to advance sales objectives. More importantly, we would not want to cause harm to coworkers and customers. To avoid such harm, we can enrich ourselves and our coworkers with greater understanding of how to realize and avoid unintentional bias. By better understanding what implicit bias means, the more likely we can achieve inclusion and belonging in the workplace. We can strengthen our coworker and customer relationships and cause less harm.

PWH® is proud to share, “Cultural Inclusion & Diversity in Healthcare: Shaping the Future of Leadership,” a white paper on the state of DEIB within our industry. Download a copy at www.mypwh.org/pwhcultural-inclusion-diversity.

Are you a good role model? A strong job performer with great interpersonal and communication skills? Do you have a deep wealth of knowledge and experience in the healthcare industry?

 Develop, guide and support emerging leaders to reach their potential and goals!

 Develop new relationships within PWH and the Healthcare industry!

 Enhance your visibility and credibility within the industry!

 Fill out the mentor interest form HERE or visit mentorship at mypwh.org. We will reach out once we have matched you with a mentee.

 Meet with your mentee once a month (or more often if desired)!  Change lives... including yours!

PWH ® EXECUTIVE BOARD, 2025

ASHLEIGH MCLAUGHLIN

PWH® Chair

IMCO, Inc.

Chief Financial Officer

ALLISON THERWHANGER

PWH® Past Chair and Treasurer

Innovia Medical

Vice President, Innovia Corporate Sales

NATALIE MARTIN

PWH® Chair Elect

NDC, Inc.

Senior Director, Supplier Management

APRIL SHOMPER

Leadership Summit Committee Chair

Vizient

Sr. Director, Events Strategy & Planning

ERYN VERONESI

Marketing Committee Chair

NDC, Inc.

Business Development Manager, Marketing Sales & Service

JESSICA WELLS

Membership Committee Chair

Vizient

Sr. Director, Member Experience

LAURA RELINE

Secretary

NDC, Inc.

Vice President, Supplier Management

JENNIFER O’REILLY

Corporate Partners Committee Chair

B. Braun Medical

Vice President, National Accounts

SABRINA SMITH

Cultural Inclusion & Diversity Committee Chair

ECRI

Associate Director, Downstream Marketing

SHELLENE BAINES

Mentoring Committee Chair

Owens & Minor

Directory, CI Business SystemSolutions & Strategic Markets

JESSICA LUCIO

Professional Development Committee Chair

Vizient

Sr. Director, Business Learning

VICKY LYLE

Strategic Oversight Committee Chair

Owens & Minor

Vice President, Industry Associations

MEGAN QUEVEDO

Technology Committee Chair

Syneos Health Manager, Commercial Quality Excellence

CATHY DENNING

PWH® Board Advisor

Vizient

STRATEGIC OVERSIGHT COMMITTEE

Suzanne Lord, Strategic Oversight Chair

PWH ® ADVISORY BOARD, 2025

Senior Vice President, Sourcing Operations

JULEE PREFER

Sue Hulsmeyer, Vice Chair Organizational Leadership Development

PWH ® LEADERSHIP ROSTER, 2025

Natalie Martin, Vice Chair Marketing Strategy & Brand Guidelines

CORPORATE PARTNER COMMITTEE

JANIS DEZSO

PWH® Board Advisor

Preferred Solutions, Inc.

President

Bovie Medical Vice President of Sales

JOAN ELIASEK

PWH® Board Advisor

JOAN ELIASEK

PWH® Board Advisor

McKesson President, Extended Care Sales

SHARYL GARDNER

McKesson Medical-Surgical President, McKesson Canada

PWH® Board Advisor

Midmark Corporation

CINDY JUHAS

PWH® Board Advisor

CINDY JUHAS

PWH® Board Advisor

CME

Chief Strategy Officer

ANNE EITING KLAMAR

PWH® Board Advisor

PWH ® EXECUTIVE BOARD, 2018

Midmark Corporation Chair, Board of Directors

PWH® Board Advisor

JULEE PREFER

Midmark Corporation Chair, Board of Directors

PWH® Chair

Amy Swift, Vice Chair Committee Liaison

Jennifer O’Reilly, Chair

Jennifer Ramthun, Vice Chair Partner Optimization

MEMBERSHIP COMMITTEE

Katie Educate, Vice Chair Distribution & Manufacturer Engagement

Odra Anderson, Membership Committee Chair

Ashleigh McLaughlin, Vice Chair Member Engagement

Shannon Trahan, Vice Chair Market Intelligence

CULTURAL INCLUSION & DIVERSITY COMMITTEE

Sabrina Smith, Chair

Eryn Marx, Vice Chair PR & Marketing

Ashlee Rose Perez-Gerrie, Vice Chair of Content & Communication

REGIONAL CONNECTIONS COMMITTEE

Rachel Bailey, Vice Chair of Education, Research & Special Projects

Heather Davis, Regional Connections Committee Chair

Geri Lamano, Vice Chair Regional Events

MARKETING COMMITTEE

OPEN, Vice Chair PDC Liason

Eryn Veronesi, Chair

Beth Clifford, Vice Chair PWH® Marketing

CORPORATE PARTNERSHIP COMMITTEE

Kristy Spairana, Vice Chair of Summit Marketing

Elizabeth Day-Curi , Corporate Partners Committee Chair

Jennifer Eiselein, Vice Chair Digital Marketing

Jennifer Ramthun, Vice Chair Strategic Partners

Jennifer O’Reilly, Vice Chair Sales Distribution

MEMBERSHIP COMMITTEE

Jessica Wells, Chair

Laura Reline, Vice Chair Sales Manufacturing

Carmel Veron, Vice Chair Sales GPO

Katarina Ivkovic, Vice Chair New Member Engagement

Suzy Carlino, Vice Chair PR & Marketing

Geri Lamano, Vice Chair Networking Events

Ashley Miller, Vice Chair New Member Recruitment & Onboarding

PROFESSIONAL DEVELOPMENT COMMITTEE

MENTORING COMMITTEE

Susan Kaiser, Professional Development Committee Chair

Shellene Baines, Chair

Enid Oquendo, Vice Chair Summit Programming

Tania Steinbruegge, Vice Chair Webinars

ANNE EITING KLAMAR, M.D.

Jamie Terran, Vice Chair Group Mentoring & Mentee Support

OPEN, Vice Chair Education & Innovation

Karen Bergenholtz, Vice Chair Recruiting & Mentor Support

Maria Moeller, Vice Chair Individual Mentoring

MENTORING COMMITTEE

Vicky Lyle, Mentoring Committee Chair

ODRA ANDERSON

PROFESSIONAL DEVELOPMENT COMMITTEE

Susan Hunter-Vinson , Vice Chair Individual Mentoring

Membership Committee Chair

Jessica Lucio, Chair

PAMELA WEDOW

Healthcare Solutions Group

Jen Nicholson, Vice Chair Group Mentoring

Missy Simons, Vice Chair Webinars

PWH® Board Advisor

President

Shelley Bache, Vice Chair PR & Marketing

HEATHER LLORCA-KROPP

PWH® Board Advisor

HEATHER LLORCA-KROPP

PWH® Past Chair

DUKAL Corporation

Vice President, Marketing & Channel Management

DUKAL Corporation Vice President, Marketing & Channel Management

Lisa Ramsey, Vice Chair Education & Innovation

B. Braun Medical, Inc. (Aesculap) Product Manager | Surgical Specialty Products

LEADERSHIP SUMMIT COMMITTEE

April Shomper, Chair

VICKY LYLE

Michelle Clouse, Vice Chair Content

Mentoring Committee Chair

Erin Hyatt, Vice Chair Hospitality

Owens & Minor

Natalie Martin, Marketing Liaison

Operating VP, Service Line Strategy

STRATEGIC OVERSIGHT COMMITTEE

Vicky Lyle, Chair

Amy Swift, Vice Chair Committee Liaison

RACHELLE FERRARA

JANIS DEZSO

PWH® Chair Elect

PWH® Board Advisor

Brasseler Medical

J. Dez Strategies, Inc

Principle/Founder

Senior Director, Marketing and Enterprise Sales

ALLISON THERWHANGER

Treasurer

Shippert Medical Technologies

President

SUSAN KAISER

Karen Orso, Vice Chair Organizational Leadership Development

Professional Development Committee Chair

TECHNOLOGY COMMITTEE

Midmark Corporation

Megan Quevedo, Chair

Media and Communications Manager

Martha Braxton, Vice Chair Technology Initiatives

Open, Vice Chair Technology Implementation

HEATHER DAVIS Regional Connections Committee Chair

HealthFirst National Account Manager

5 Key Trade Policy Terms for Healthcare Professionals

Trade and tariffs are at the top of President Trump’s agenda. To better understand the changing trade environment, Health Industry Distributors Association (HIDA) is actively monitoring developments in trade policy and educating elected officials on the ways in which tariffs impact the medical supply chain. Our Tariff Policy Clearinghouse has the latest news and resources on trade policy. You can access this resource on our website at www.hida.org/tariffs

As part of this educational effort, HIDA has worked to define key terms in the trade debate.

1 - Dumping

Dumping is an unfair trade practice when a country exports goods at a price less than their fair market value to obtain an unfair price advantage over domestically produced goods in the U.S. market.

2 - PNTR

Permanent Normal Trade Relations (PNTR) is a legal status whereby the United States agrees to grant a foreign country the same trade benefits that the United States offers to any other country with which it trades. Congress is considering legislation to revoke PNTR status between the United States and China.

3 - IEEPA

The International Emergency Economic Powers Act of 1977 (IEEPA) authorizes the President to regulate international commerce after declaring a national emergency in response to any unusual and extraordinary threat to the United States. President Trump has contemplated tariffs against Mexico and Canada in response to a national emergency regarding border security.

4 - Section 301

Under Section 301 of the Trade Act of 1974, tariffs may be applied to imports coming from nations that the United States has found to be violating fair trade practices. The United States has imposed Section 301 tariffs on a variety of products from China.

5 - Exclusions

When an across-the-board tariff is imposed on a category of goods, the U.S. Trade Representative may exclude certain products on a case-by-case basis. HIDA has advocated for medical products to be excluded from tariff increases on Chinese goods.

Healthcare providers and policymakers alike must engage in collaborative discussions to ensure the stability of the healthcare sector and preserve the health of the American public. In an era where trade policy and healthcare intersect, prioritizing patient outcomes must remain paramount.