Name/time in industry: Dawn Griffin, 9 years
Short background:
Most of my career has been spent in healthcare or healthcare-adjacent industries, as well as in the automotive sector—primarily within private equity-backed, global organizations. In my previous role, I was part of the leadership team that successfully transitioned the company to new ownership. That experience led to two years focused on culture transformation and change management.
When I began exploring my next opportunity, a former colleague introduced me to TRIMEDX. What immediately stood out was how well it aligned with my passions: a mission rooted in health care, an engineering-driven environment, private equity ownership, and a meaningful opportunity to help shape and grow the company’s culture.
Key milestones or people that have helped you grow –
That’s a challenging question because so many experiences and people have shaped my journey. The most pivotal milestones, though, have been the moments when I took a leap—whether into a new project, role, or opportunity. Often, I didn’t have all the answers at the start, but I leaned on my network, mentors, research, and data to build a strategy, define a plan, and chart the path to results.
One of the most valuable lessons my mentors have taught me is that success is often less about having it all figured out from the beginning, and more about hard work, critical thinking, sound judgment—and never letting ego get in the way of asking for advice or support.
Any roadblocks you overcame?
There have certainly been roadblocks along the way, but I tend to view them as challenges to overcome—or sometimes as life’s way of saying, this isn’t the right path right now. Some of those obstacles have included being a woman in the workplace, being a mother, limitations around relocating, and earlier in my career, a lack of experience or connections.
Don’t let anything be an excuse to why you cannot success. There may be real barriers, but they don’t have to define your potential or limit your success.
What makes a great leader in this field?
A great leader in the HTM field is someone deeply committed to the mission—supporting positive and successful patient outcomes. Just as important, though, is being a servant leader: someone who acts as a connector within the organization. That means creating access to opportunities, sharing information, and building relationships that empower associates to do their best work and grow professionally.
This kind of leadership requires a broad perspective—one that recognizes the importance of leveraging the full ecosystem of the organization and the industry to enhance both the associate experience and workplace culture.
Advice for other women in HTM:
My advice to other women in HTM is to actively build connections and invest in your network. Understand the difference between a mentor, a coach, and a sponsor—and aim to have one of each. Say yes to opportunities, especially the ones that stretch you beyond your comfort zone; that’s where real growth happens.
Above all, don’t compromise who you are just to “fit in.” In my experience, when you try to fit in, you often end up losing sight of what fits you. Be true to yourself, seek out people and opportunities that align with your values, and find a balance between your personal and professional life. That’s where fulfillment really lives.