CEO
Reafrming Equity and Care by Developing Innovative Solutions Culley-Trotman
Francoise Culley-Trotman
Aloha Care
Editorial
Reimagining Business Through Innova on and Care
Leadershipisnotsimplydefinedbytitlesortenure—itisembodiedthroughvision,
responsibility,andthecouragetodrivemeaningfulchange.Intoday’slandscape, wherebusinessesmustnavigateculturalcomplexity,societalneeds,andevolving expectations,leaderswhobalancecommercialstrengthwithhuman-centeredvaluesare moreessentialthanever.
Thisspecialfeature, Most Influential Hawaii Business Leader to Know in 2025,is dedicatedtoawomanwhoseworkstandsasabeaconofsuchleadership—Françoise Culley-Trotman Withaprofessionaljourneymarkedbypurpose,empathy,andresultsdriveninnovation,sheisnotonlysteeringorganizationsforwardbutalsochallenging traditionalnormstocreatemoreequitableandinclusivesystemsinHawaii’sbusiness ecosystem.
Françoise’sunwaveringbeliefinequityandcareisnotaslogan—it’sastrategy.Her approachfusesdeepcommunityawarenesswithboldcorporatedecision-making, allowinghertoreimagineleadershipinwaysthatupliftpeople,preserveculturalidentity, andintroducesolutionsthatservebotheconomicgrowthandsocialprogress.Inanera whenmanystillviewprofitandpurposeasmutuallyexclusive,Françoiseexemplifieshow thetwocan—andmust—coexist.
Whatmakesherleadershiptrulystandapartishercommitmenttoinnovationnotjustin productsorservices,butinstructure,thought,andrepresentation.Whethermentoring youngprofessionals,advocatingfordiversityinleadership,orcraftingorganizational frameworksrootedinfairness,sheleadswithclarity,humility,andstrength.
Hawaiihaslongbeenknownforitsspiritofaloha—embodyinglove,compassion,and mutualrespect.FrançoiseCulley-Trotmanbringsthatspirittoeveryboardroomand communityinitiativeshetouches.Herinfluenceripplesacrossindustriesandgenerations, settingapowerfulexampleofwhatmodernleadershipshouldlooklike.
ItisadistincthonortospotlightFrançoiseas The Most Influential Hawaii Business Leader to Know in 2025—arecognitionshesorichlydeserves.
CO NT EN TS
08.
C O V E R S T O R Y
Francoise Culley-Trotman
Reafrming Equity and Care by Developing Innovative Solutions
14.
18.
A R T I C L E S
Commanding Respect, Inspiring
Change: The True Mark of Leadership
Cross-Cultural Command: The New Leadership Language
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Francoise
Culley-Trotman
Reafrming Equity and Care by Developing Innovative Solutions
Her promise lies in crea ng opportuni es for individuals to achieve be er health outcomes and greater quality of life.
Her leadership centers on delivering high-quality Medicaid and Medicare coverage that meets the needs of vulnerable popula ons with cultural sensi vity.
Thehealthcaresectorisexperiencingtransformative
changesledbyinfluentialleadersfocusedon improvingpatientcareandpromotinghealthequity Theseleadersprioritizeexpandingaccesstoservices, improvingaffordability,andchampioninginnovative integratedcaredeliverywhileaddressinghealthdisparities andenactingsocialresponsibilitytoreaffirmaccessible, qualitycareforall.
FrancoiseCulley-Trotman,CEOofAlohaCare, representsthisleadershipbyguidinginitiativesthatelevate patientcareandhealthequity Withover17yearsof experienceinhealthcareoperationsandcompliance,shehas effectivelyidentifiedgapsandimplementedinnovative solutions.
Underherguidance,AlohaCarehasmadesignificant progressinaddressinghealthdisparitiesthroughculturally relevantprogramslikeKeAlohaMau,whichoffersNative Hawaiianhealthservicesasanextrabenefittoitsmembers.
Francoise’sdevotiontoexcellenceandherabilityto successfullynavigateincomplexenvironmentshave strengthenedAlohaCare'sroleinHawaii'shealthcare system.
LeadingwithaVisionforHealthcare
FrancoiseistheCEOofAlohaCare,anonprofithealthplan foundedinHawaii30yearsagosothatthestate’smost underservedresidentswouldhaveavoiceintheir healthcare.Transitioningfrombankingtohealthcarein 2005,sheisledbyadevotiontoaddressinghealth disparitiesandhonoringcommunityrightsinhealthcare decisions.
Herleadershipcentersondeliveringhigh-qualityMedicaid andMedicarecoveragethatmeetstheneedsofvulnerable populationswithculturalsensitivity.
ALegacyofHealthServices
Inthe1990s,Hawaiʻi’scommunityhealthcenterleaders createdAlohaCaretoaddressservicegapsinunderserved areas.Now,30yearslater,AlohaCareisHawaiʻi’sonly safety-nethealthplan,withover292staffmembers dedicatedtopromotingwellnessandcommunityaccessto qualitycare.
Collaboratingwithcommunityhealthcentersandproviders, AlohaCaremakescertainitsmembersreceivepersonalized, high-qualitycarewhilestrengtheningthegroupsitserves.
DirectionfromBankingtoHealthcare
Francoise’scareerhasuniquelypreparedherforherroleas CEOofAlohaCare.AtJPMorganChase,sheplayedakey roleinimplementingHIPAAcompliance,whichsparked herinterestinhealthcare.
HersubsequentexperienceatWellCaredeepenedher expertiseincomplianceandleadership.Thisbackgroundin managingriskandoperationsacrossregulatedindustries hasequippedhertodriveAlohaCare’smission,confirming thehealthplaneffectivelyservesitsmembers.
CommandinganEssentialTransition
In2020,FrancoiseadeptlymanagedAlohaCare’sshiftto remoteworkamidthepandemicwhiletransitioningtothe CEOrole.Sheensuredcontinuityofnecessaryservices, maintainedalignmentwithherexecutiveteam,andbuilt trustwiththeboardandpartners.
Theteamadaptedsmoothly,achieveda92%vaccination rate,andsecuredare-procurementawardwithstrong communitysupport.
PassionateAboutEncouragingCommunities
Shefindsgreatsatisfactioninaddressinghealthcare disparitiesandsocialdeterminantsofhealth.Sheis propelledbytheopportunitytohelpareasandfamilies thrive,recognizingthatprioritizinghealthandwell-being leadstogreaterprosperity.
Herpromiseliesincreatingopportunitiesforindividualsto achievebetterhealthoutcomesandgreaterqualityoflife.
MasteringAccountability
Francoise'sextensivecomplianceexperieneenablesherto navigateAlohacare'sgrowthinahighlyregulated environment(orindustry).Shehasestablishedprograms thatprioritizeriskmitigationandadvanceacultureof accountability
AsaresultofAlohaCare’smindfulapproach,risk managementisseamlesslyintegratedintoitsbusiness strategies,maintainingaminimalrisktolerancewhile continuingtoinnovate.
BringingStrategicVision
Sheadeptlybalanceslong-termplanningwithday-to-day operationsatAlohaCare.Drawingonherexperiencewith startupsanddiversecompanies,Francoiseintegrates detailedattentionwithstrategicintuition.
ThisapproachwarrantsthatAlohaCare’simmediate workflowsalignwithmemberneedswhilealsoadvancinga 3–5-yearstrategicvision,allowingforinnovationin healthcareimprovement.
AccentuatingPlanning
Francoisevaluesorganizationalplanningasavitalelement ofherleadershipapproachatAlohaCare.Shebelievesthat everyemployeeshouldgrasptheorganization’sobjectives, sosheleadsabusinessplanningprocessthatincorporates inputfromalllevels.
Thisapproachassuresthatplanningalignswithmember andpartnerprioritiesandadaptstobothshort-andlongtermgoals.
LeadingCapitalProjects
Francoisehasextensiveexperienceinmanaginglarge capitalprojectsandM&Atransactionsinregulated industries.Since2003,shehashandledvariousacquisitions andduediligenceinbankingandhealthcare.
AtAlohaCare,sheledtherenovationofover40,000square feetofofficespace,improvingefficiencyandcreatinga culturallyvibrantandcollaborativeworkenvironment.
APositiveWorkCulture
Shepointsouttheimportanceofvaluingandlisteningto employeestoincreaseproductivityandadoptapositive
Authen city, honesty, and compassion, she notes, are key for transforming stressful situa ons into opportuni es for collabora on, trust, and loyalty
workcultureatAlohaCare.Shesafeguardsstaff engagementthroughmultiplefeedbackchannels, community-buildingefforts,andcelebratingmilestones whilepromotingtransparencyandtrust.
Francoisebelievesinbalancinghighperformancewith employeewell-being,aligningwithHawaiianvaluessuch aswarmth,compassion,andmutualrespect.AtAlohaCare, thisapproachreflectsacommitmentto"Aloha,""Mālama" (care),"Kuleana"(responsibility),and"Alakaʻi" (leadership),securingasupportiveandaccountable environmentforbothemployeesandthecommunitiesthey serve.
BuildingBrandThroughEngagement
FrancoiseenrichesAlohaCare’sbrandbyemphasizingits localrootsandroleinservingHawaiʻi’scommunity.She strengthensvisibilitythroughcommunityrelationships,the ImuaLoagivingprogram,andactiveparticipationinlocal eventsandconferences.
FulfillingMission
Sheisfulfilledbycollaborationwithproviderand community-basedorganizations,allwiththecommongoal toserveHawaii.ShekeepsAlohaCarecommittedtoits missionthroughacombinationofstrategicplanningand intentionalinnovation.
Themostrewardingpartofherroleishearinghow AlohaCarepositivelyimpactslives,andtheappreciation fromcommunitypartnersunderscorestheorganization’s valueandmission.
GuidanceforAmbitiousLeaders
Francoiseadvisesaspiringhealthcareleaderstoembrace theiruniquequalitiesandpassions,asthesewilldrive innovationanddistinguishtheminthefield.Shepointsout theimportanceofstayingtruetoone’sgoalsand aspirations,evenwhenfacedwithchallenges.
Authenticity,honesty,andcompassion,shenotes,arekey fortransformingstressfulsituationsintoopportunitiesfor collaboration,trust,andloyalty
The True Mark of Leadership
Trueleadershipisnotderivedfromtitles,corner
offices,orformalstatus.Itisderivedfromthe abilitytoinspiretrustandcausemeaningful change—continuously,credibly,andonpurpose.
Leadershipinourincreasinglycomplicated,high-speed worldisnolongeramatterofexercisingpower;itisabout earningtrustandengagingotherstowardagreaterpurpose.
Askingforrespecthasnothingtodowithfearorprotocol. It'safunctionofintegrity,responsibility,anddependability. Leadingchangeisnotaboutcharisma—it'saboutvision, bravery,andaction.Bothareblendedtoformakindof leadershipthatdoesn'tjustcommand—itmakesa difference.
EarningRespect:LeadershipBasedonIntegrity
Respectcan'tbeordered;itmustbeearned.Thoseleaders whoreceivesustainedrespectarethosewhowalktheirtalk, dowhattheysay,andliveuptothestandardsthattheyhold othersto.Theyexemplifythroughtheiractionswhatthey preach,evenwhenit'sdifficult,particularlywhenit's inconvenient.
Behindthisrespectliesintegrity.Principleddecisionmakerswhoareleaders,evenduringdifficulttimes,setthe moraltoneoftheorganization.Theyhavenoissuestalking abouttoughissues.Theytakeblameandgivecredittothe teamwhentheywin.Theirpresencebecomesasourceof stability,especiallyintimesofuncertainty
Respecttoospringsfromcompetenceandclarity.When leadersdemonstratein-depthknowledgeoftheirareaof specializationandclearlyarticulatetheirneeds,theyinspire confidence.Theymakedecisionsbasedoninsight,not impulse.Peoplefollowthem,notoutofnecessity,but becausetheytrusttheirjudgment.
Andfinally,respectiscloselylinkedwithempathyand fairness.Leaderswhoshowdignitytoevery person—irrespectiveoftheirstature—spurinclusive cultures.Theylistenfirstbeforetheylead,andtheyhearthe individualworthineachvoicewithintheroom.These characteristicsmakerespectmutualandenduring.
ThePowertoInspireChange
Ifrespectisthefoundationofleadership,thenleading changeisitsnoblestaspiration.Theworldtodayneeds morethancurrentmanagers;itneedsthefuture architects—thosecapableofenvisioningsomethingbetter andconvincingotherstohelpbuildit.
Visionclarityisthebeginningpointforinspiringchange. Peoplearenotinspiredbyvagueambition,butbyclear, compellingdirection.Transformationalleadersdonot simplyidentifywhatmustchangeandwhyitisnecessary; theyconnectstrategytopurpose,metricstomeaning,and performancetoprogress.
Vision,though,isnotenough.Changeishard.Change inspiresresistance,discomfort,andskepticism.That's wherecourageenters.Courageousleadersmodelcouragein action:theytakethefirststep,theyventureintothe unknown,andtheyperseverethroughdifficulty.Theydon't downplaybarriers,buttheydonotdefinethewayby obstacles.
Nolesscrucialisempowerment.Inspiringleadersdonot commandchange—empowerit.Theycreatespacefor otherstolead,experiment,andmakecontributions.They providetheirpeoplewiththetools,trust,andfreedomthey requiretoown.Thus,changeisnotimposedbutajoint effort.
Thebestleadersandmotivatorsofallunderstandthe delicatebalancebetweenhumilityandstrength.Strength providesguidanceandcourageinabidtoleadothers throughchallenges.Humilitymakestheleaderopento constructivecriticism,groundedinreality,andconnected withthepeopleheorsheisleading.
Thisequilibriumisespeciallycrucialintoday's organizations,wherebeingaleaderisn'tsomuchabout knowingalltheanswers,butaboutaskingbetterquestions andgeneratingcollaborativewisdom.Humbleleadersdon't findvulnerabilitytobeasignofweakness—instead,they seeitasabridgetotrust.Andbytakingonwhattheydon't know,theyinviteotherstostepupandshine.
Thesekindsofleadersestablishaculturethatvalues learningmorethanperfectionandgrowthmorethanego. Bydoingso,theyraiseupeveryonearoundthem—andthat, inturn,maximizestheirownimpact.
BuildingaLegacyofImpact
Respectfulleadershipandchangeleadershipdoesn'tjustget thingsaccomplished—leavesalegacy.Itcreatesculture, makesinstitutionsmorestable,andflipslivesaround.These leadersaren'trememberedforwhatthey'veaccomplished, butforhowthey'vemadeothersfeel,learn,andbelievein themselves.
Theirimpactisnotmeasuredinthenumberstheygain,but intheconfidencetheyinstill,thebehaviorstheyexhibit, andtheattitudestheyimpart.Theydon'tgoinordertobe copied—theygoinordertoserve,toelevate,andbuild somethingthatwilloutlastthem.
Thiskindofleadershiprequiresself-awareness,discipline, andawillingnesstodevelop.It'sajourney,nota destination.Andonemoreorganizationsarebeginningto understandasimperative—notoptional—inaworldthat couldusemorecompassionate,visionary,andcourageous leaders.
Conclusion:TheTrueMarkofLeadership
Inthelastanalysis,leadershipisn'tbasedonhowloudly onegetsheardorhowmanyobeyone'scommands.It's baseduponhowdeeplyrespectedoneis,howfar-reaching one'sinfluenceis,andhowprofoundlyone'svisioninspires otherstomove.
Toleadisnottomanage.Toleadistobeanexampleof values,toimpassionhearts,andtomotivatepeopletoa betterfuture.Thosewhogainrespectandmakethings happendon'tridethemoment—theycreateafuture.
Andthatisthetruemarkofleadership.
The New Leadership Language
Ascompaniesgrowbeyondbordersandindustries
becomemoreconnected,leadershiphasmovedinto anewfield—afieldwhereachievementisno longermeasuredbystrategyorinnovationalone,butbythe talenttoleadacrosscultures.Traditionalleadership qualitiesmustchangeinthisclimate.Thevocabularyof leadershipischanging—fromauthoritytoagility,from teachingtoinclusion.
Cross-culturalcommandisnotamatterofimposingone's ownleadershipstyleuponothers.It'sanunderstandingof thecomplexdynamicsofmultidimensionalteams, respondingwithculturalsensitivity,andcommunicatingin amannerthatresonatesacrossgeographies,identities,and mindsets.Inthisnewera,thebestleadersarethosewhocan speaktheuniversallanguageofrespect,empathy,and sharedpurpose.
BeyondBorders:RethinkingInfluence
Influence,previouslylimitedwithinnationalor organizationalcultures,istodaywieldedinmulticultural, multilingual,andmultidimensionalsettings.Aleadertoday mightbeoverseeingaproductteaminBerlin,negotiating withapartnerinSingapore,andpitchingclientsinNew York—withinoneweek.
Thisrequiresadeepchangeinhowleadersneedto function.Whatiseffectiveinoneculturalsettingcan fail—orevenoffend—inanother.Humor,directness,eye contact,hierarchy,feedback—eachoftheseleadership subtletiesisradicallydifferentacrosscultures.
Cross-culturalleadershipthusstartswithculturalhumility: anopennesstolistening,learning,andleadingwithout assumingsuperiority.Itinvolvesdiscardingtheassumption thatthere'sasingle"right"waytoleadandadoptingamore adaptive,inclusivemodelofleadershipthat'sbasedon curiosityandglobalmind.
CulturalIntelligence:TheNewLeadershipCompetency
Justasemotionalintelligenceredefinedwhatwemeanby effectivemanagement,culturalintelligence(CQ)isnow becomingakeycompetencyof21st-centuryleaders. Culturalintelligenceistheabilitytoconnectandfunction effectivelywithpeopleofdifferentcultures,anditconsists offourdimensions:drive,knowledge,strategy,andaction.
High-CQleadersgooutoftheirwaytoexposethemselves toothercultures.Theylearnhistoricalcontext,values, communicationstyles,andworkplacenorms.Theydon't simplyaccommodatedifference—Theyembraceit.They seediversitynotasathreatbutasadriverofinnovation, insight,andcompetitiveadvantage.
What'scrucial,too,iswhentoadjustone'sownbehavior withoutviolatingone'sownvalues.Thiscouldinvolve temperingassertivenessinmorecollectivisticcultures,or stimulatingdebatewhereculturespracticedeferenceto authority.It'snotaboutbeingsomeoneelse—it'sbeing yourselfwithskillandtactinmanydifferentcultural environments.
CommunicationWithoutBorders
Languageisthemostobviousobstructionincross-cultural leadership—butit'sjustthestart.Evenifthereisashared language,sensecanbelostintranslation.Idioms,tone, pacing,andnonverbalcommunicationdiffergreatly A "yes"inoneculturecanbe"Iunderstand"ratherthan"I agree."Silencecanconveyreflectioninonecultureand disengagementinanother
Effectivecross-culturalleadersaren'tsimplyproficientin language—they'reproficientincontext.Theyhearwhat's expressedandunexpressed.Theyposequestionstoclarify. Theydon'tmakeassumptions.Theyvalueclarityandinvite feedbacktoconfirmthere'smutualcomprehension.They understandthatcommunicationisasmuchreceivingasitis transmitting.
Theyalsoleadthroughstorytelling—atime-honoredtool universallyrelatablebeyondfactsandfigures.Value-based, mission-drivenstories,sharedhumanexperiences,are compellingunifiersacrossculturalborders.
BuildingCross-CulturalCulturesofInclusion
Theultimatemeasureofcross-culturalleadershipisnot howeffectivelyaleaderhandlesdifference,buthow effectivelytheybuildunityoutofdiversity Thisstartswith constructingculturesofinclusion—whereeveryperson feelsrespected,represented,andenabledtocontribute.
Inclusiveleaderscraftsystemswheremanyvoicescanbe heardandrespected.Theyaredeliberatewith representation—notonlyinstaffing,butindecisionmaking.Theysetgroundrulesforteamworkthatinclude differentcommunicationstyles.Theydon'tuseaone-sizefits-allapproachtomotivation,recognition,andfeedback.
Theseleadersalsounderstandthatinclusionisnotafixed objectivebutacontinuouscommitment.Itdemands constantreflection,activelistening,andadesiretochange asnewchallengesandidentitiesarise.
LeadingwithPurpose,Globally
Cross-culturalleadershipdoesn'timplygoingchameleonon culture—itimpliesleadingwithaglobalperspectiveanda localsensibility.It'saboutcoordinatingteamsarounda commonvisionwhilehavingthenuanceoflocalculture influencehowthatvisionisarticulatedandimplemented.
Whenleadersmodelthistypeofadaptive,inclusive leadership,theybuildstronger,moreinnovative,andmore responsiveorganizationsthatarebettersuitedtothe demandsofaglobalmarketplace.Theyestablishtrust acrosstheglobe.Theyunleashthefullpotentialofdiverse talent.Andtheycreateasenseofbelongingthatseesacross borders.
Conclusion:TheFutureSpeaksManyLanguages
Inthechangingvocabularyofleadership,strategy, innovation,andperformancefluencywillalwaysbe important.Butwithoutculture,empathy,andhuman connectionfluency,eventhemostwinningstrategiescan't takehold.
Cross-culturalcommandisnotjustaleadership advantage—itisanecessity Thefuturebelongstoleaders whocaninspireacrosscultures,communicateacross boundaries,andleadwithbothheadandheart—nomatter wheretheyareintheworld.
Thisisthenewleadershiplanguage.Andthosewholearnto speakitfluentlywillbetheoneswhoshapethefuture.
