GIA Member Spotlight

Heather Renshaw Vučetin (she/her/hers)
Vice President, Development
Cedars-Sinai Medical Center

We caught up with Heather Renshaw Vučetin to discover more about her, what she’s up to, and what we can learn from her.

Briefly describe your current role.
I oversee philanthropy for Cedars-Sinai and encourage collaboration across the health system to foster a culture of philanthropy. Right now, my primary focus is around planning our next Campaign. We want to make sure that the most impactful gifts advance Cedars-Sinai’s mission.

Briefly describe your career journey and what led you to institutional advancement in academic medicine.
I originally wanted to be a physician scientist. I was spending a lot of time in the laboratory at the University of Virginia, and I definitely liked the way innovations at the bench could translate into medicine and clinical practice. But it was lonely work. I was yearning for human interaction. I wanted to get involved with people in a dynamic organization.

At the time, I was also working night shifts waiting tables. I befriended another waitress, and she happened to be the assistant to the dean of research at UVa. I eventually got to know the dean, and he introduced me to the AVP for medical development, Magda Stayton. Luckily, Magda was looking for an administrative assistant, and she hired me! I dived in and learned absolutely everything I could about development. I remember coming in early every morning to pour over Magda’s memos and correspondence.

Thanks to Magda’s trust and mentorship, I got to partner with her on a transformative gift that established the Paul Mellon Prostate Cancer Institute at the University of Virginia School of Medicine. That was an unforgettable experience. Today, 20+ years later, development is still as thrilling to me as that first gift.

What achievement in your current job are you proud of?
The team. Our amazing team. My greatest achievement is seeing the Cedars-Sinai Development team come together, work together, and honor one another and the mission we serve. I see how committed they are to doing right by their colleagues and partners. That’s the underpinning to our collective success. There’s always more to do, but our shared trust and respect have flourished, and I know that will continue.

What success have you achieved with limited resources?
The pandemic was a time of uncertainty, fear, and tragedy for many people, but it was also a time of gratitude and a gift towards building a trusting culture for our Development team. The bond with our community also deepened. Supporting our caregivers and fielding calls from our loyal donors on ways they can give Cedars-Sinai relief was a powerful experience. It was palpable and heartfelt.

What is a challenge that you/your unit/your institution are/is facing and how are you addressing it?
Like many organizations, Cedars-Sinai is going through changes in senior leadership, which affects how we all work together. Fortunately, we’ve been led by strong, long-standing leaders who have positioned the organization to keep succeeding and thinking outside the box. Our new CEO is deeply engaged in philanthropy, and we are working with him to evolve how we engage and execute strategies across our donor population. Our Development leadership team has embraced this evolution, and they are working with their own teams to prepare for the uphill climbs that are around the bend. Their energy and acumen are just extraordinary.

What was a mistake you made and how did you learn from it?
One that comes to mind is an instance where I was too focused on strategy and forgot to be collegial with a fellow gift officer. I emailed her a bunch of rapid fire questions: “Where is the contact report I can read?” “What are your next steps?” “What is your bigger strategy for this prospect?” I didn’t mean to be abrupt but, basically, I was. There was no kindness or collegiality and, understandably, she was put off by it. That moment reminded me of the importance of slowing down and staying present with your team.

What innovation or trend in the field inspires or motivates you?
Seeing more and more transformative gifts from philanthropists who trust the organization to do the right thing. It’s inspiring to execute gift plans that have fewer restrictions and enable our organizations to think BIG and focus on our impact. Healthcare is faced with many challenges that are ultimately rooted in doing the right thing for patients. Seeing donors look to institutional leaders to do just that is deeply rewarding!

What is the best career advice you were given and how have you used it?
During my tenure at the University of Michigan, a faculty member said that fundraising should be fun, and if it starts to not feel so enjoyable, we need to pause and ask ourselves “why?” I never forgot that. It’s so basic. It reminds me to ask the right questions and mine the group for their wisdom. I believe a huge part of leadership is asking questions and listening—really listening—to the answers that come back.

What advice do you have for other institutional advancement professionals in academic medicine?
Stay curious! Whether you are a manager or not, curiosity opens doors. It creates possibilities. It’s the fuel for being the best and most successful colleague you can be.

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