take care of itself.

—Paul Perreault

plasma. n When Paul began working for Centeon in 1997, he visited Vicki and Fred at their diamond jewelry business in New York City. They explained that while treatments for primary immunodeficiency were improving, many children never got them because they weren’t diagnosed. They just were kids who got terribly sick all the time. “We’re going to work on this,” Paul told them. “We’re going find the patients.” n Today, the foundation funds 150 Jeffrey Modell Diagnostic and Research Centers and supports a network of physicians and teaching hospitals in 86 countries. Paul has been with the Modells and other patient advocacy organizations all along their journey, encouraging them and joining them at ribbon-cuttings and other events over the years. Under Paul’s astute leadership, CSL has provided financial support to establish twenty of the centers around the world. n When someone once suggested that CSL should have a chief patient officer, as is common at pharmaceutical companies, Paul retorted, “There’s no chief patient officer because I’m the chief patient officer.” He also often reminded employees that they were all chief patient officers. n So, beyond the strong and sustained growth that led to an almost six-fold rise in share price, global expansions, and innovative products, this is his legacy: CSL has more than 32,000 employees who are dedicated to bringing life-saving therapies—and hope—to patients around the world.

DRIVEN BY OUR PROMISE DELIVERING ON PATIENT-FOCUSED LEADERSHIP

Being CEO was never just a job for Paul Perreault. Leading a company that specializes in rare diseases, he undertook a mission to save lives. He listened to patients, frequently scheduling time as he traveled the globe on behalf of CSL, listening to them talk about their challenges to survive and thrive, despite their serious medical conditions. With each decision, he considered the impact on the people who rely on CSL’s products. That focus on patients is the foundation of a successful business dynamic—forging a company-wide passion to do good, not just to do well.