Holding the Line: Terri Schmidt on Leading with Integrity, Empathy, and Purpose
I met Terri a few years ago, and from our very first conversation, I was struck by her strength, grace, and deep sense of purpose. She has lived a life defined by service and leadership, from her years as an Air Force veteran serving at the White House to her current role shaping identity and access strategy in one of the largest healthcare organizations in the country. She continues to lead with intention and empathy, creating space for others to learn, grow, and succeed.
I’m deeply grateful that Terri said yes to this conversation and trusted Tech She Secures to tell her story. Her openness and vulnerability made this interview especially meaningful, and I’m honored to share it with you.
From Service to Strategy: The Journey
You’ve worn many hats — military veteran, corporate secretary for a national non-profit, almost-a-high school English teacher, and now Assistant Vice President for Identity and Access. What inspired you to move into healthcare technology, and what moments most shaped your definition of leadership and purpose?
I served nine years on active duty in the U.S. Air Force, and most of that time was assigned to the White House Communications Agency (WHCA) providing support to the President of the United States. I was part of an incredible information security department working with brilliant people who generously shared their time and talents to teach me. My primary focus was identity and access management. The greatest leadership lesson was being part of an organization that required discipline, integrity, teamwork, and “presidential excellence” on a daily basis. I am forever grateful for the military teaching me both the science and art of leadership.
I often tell my colleagues that working at this large healthcare organization feels like the White House on steroids. It is equally complex, high pressure, and mission driven. My experiences of serving with the “best of the best” from five branches of the military to supporting the Office of the President taught me what it looks like to maintain an executive presence while leading and developing people who are working under intense pressure on daily basis. Those lessons continue to shape how I approach my leadership role today.
After leaving the military, I worked for five years at a nonprofit a block from the White House that gave me new perspectives about working in a corporate environment and with a national board of directors, but I missed the mission and camaraderie of the military. That led me to becoming a “weekend warrior” in the U.S. Navy Reserves and serving as an intelligence officer at the Pentagon. This experience honed my communication skills and ability to prioritize issues on a global scale. The most important lesson was the importance of being comfortable in high-pressure situations to admit, “I don’t know, but I will find out and provide the answer.”
It was during this time, that I decided to pursue a dream of teaching high school English. I had completed an undergraduate degree in English, was completing a Master of Education degree, and had given my notice at the non-profit so I could complete my final semester as a student teacher at the high school where I planned to work. The English degree elevated my written communications skills. Preparing to teach at the high school level taught me how to bring order to chaos and strategies for connecting with different learning styles. Again, skills that I use every day.
Out of the blue, Paul Connelly (my former WHCA boss) contacted me to ask if I would ever consider leaving D.C. He had recently become the CISO of a large healthcare organization headquartered in Nashville and was assembling a leadership team to build an information security department. Paul described the organization as “a great little company” and invited me to come for a visit to meet the team.
On the flight to Nashville, I began to doubt my qualifications because I had no healthcare experience. My doubts evaporated in the first hours of the visit because I was inspired by the company’s mission, the excitement of the team, and realization that my qualifications and skills would be an asset to the leadership team. I accepted the job offer. That was twenty-two years ago, and I am still as excited to come to work every day as I was on my first day.
Leading with Purpose in a Digital World
From high-profile military and classroom assignments to the healthcare industry, you’ve led teams in high-pressure, mission-critical environments. What has this experience taught you about courage, empathy, and grace under pressure?
The military prides itself in teaching people how to think and act under intense pressure. I used to debate whether that skill is something you’re born with or something that can be learned, but I firmly believe it can be taught.
That inspires me to teach my team who oversee complex initiatives that require courage to do things that have never been done before, empathy for the clinicians who will be impacted by the change, and the importance of displaying grace-under-pressure when something unexpected happens.
One strategy is sharing analogies that make it easier for my team to understand and apply the principles in their work and mentally retrieve them when they are in the moment.
I often use the analogy of working in air traffic control and the 24/7 responsibility for ensuring planes are landing and taking off safely. Our colleagues are counting on us to maintain our focus, our calm, and our critical thinking skills no matter what comes at us each day.
The “hot bread” analogy is another favorite as it teaches the importance of sharing mistakes quickly and transparently. People are often afraid of failing, but I remind them most important thing is to let people know right away. I tell them, “Think of mistakes like fresh bread. Bread tastes best when it’s just out of the oven. It’s still good when it’s cooled, but after a couple of days it gets stale, and if you wait too long, it molds.”
So, when something goes wrong, my team knows they can simply say, “I’ve got some hot bread to serve.” They can share the mistake in person or a text or a phone call, but it immediately establishes an environment of trust needed to discuss the issue and immediate next steps. When people know they are supported, they perform at a higher level every day.
Empathy also plays a big part in my leadership style. For many years I have hosted a monthly “office hours” call for leaders across our company where they can ask ANY question about identity and access in a safe space. I always start the call by saying there is an ocean of grace because so much information is coming at people, and technology can often feel overwhelming, even for seasoned leaders.
We had over a thousand leaders join our most recent call because we recently launched our transition to a new identity governance administration (IGA) tool. The join the calls to learn, ask questions, and feel supported. That’s what I love most—helping others learn, creating an environment where they feel safe to do so, and always showing them grace under pressure.
In a world that is increasingly digital and fast-paced, what does leading with integrity look like, and how do you stay true to that principle when the pace of change is relentless?
I often remind my team what matters most, and you used one of my often-spoken words, integrity. That can also be translated as transparency which is critical in a healthcare environment. If I make a mistake, it is an expectation that I share it transparently with the intent of identifying the root cause and implementing a solution to prevent the same mistake occurring again. The pace of technology today is intense, and it is easy to lose focus, but I make it a point to stay grounded in that value. At the end of the day, everything we do comes back to focusing on our patients and our mission and that requires me to lead and act with integrity.
When I first joined the organization more than twenty years ago, I spent the first few weeks sitting in meetings trying to learn about healthcare technology. Every discussion was full of acronyms, jargon, and significant complexity. But no one was asking questions during the meeting but were waiting until after the meeting ended. At first, I was intimidated by the technical experts who had worked for the company for decades, but then I decided to play the new person card and started asking questions during the meeting. That started to change the vibe of the meetings, and I have never looked back. A paraphrase of one of my favorite quotes is “All answers exist. It’s about asking the right questions.” That originated from Dr. Jonas Salk, inventor of the cure for polio.
It's important to know that the way you ask questions can positively or negatively affect how you are perceived. I often coach female colleagues to stop raising their hands to be given permission to ask a question in a meeting. What I mean is, don’t wait for permission to speak. Be curious, be confident, and use your voice. In my early days, there was often no other women in the room, and I would ask questions like, “What is that acronym?” or “Can you explain that a bit more?” It is not about showing what you don’t know. It is about helping everyone understand which requires integrity. When people just nod along and pretend they get it, it only delays progress and creates rework later.
I believe that leading with integrity extends to how we collaborate with colleagues across the organization. Rather than sitting in conference rooms making decisions, without representation from the people who will be affected, I challenge my team to remember that “it takes a village” and connect with the people who are doing the work. This is how we bake information security into the fabric of our organization.
In a meeting I was just in, we were talking about quantum computing and how digital certificate life cycles will shorten dramatically in the next few years. These are complex topics, but the solution always comes back to partnership. It’s about bringing the right people together across different technical areas, inside and outside the organization, and approaching problems with integrity, curiosity, and kindness.
I mention kindness because I want my team to be the first to ask questions in high stress discussions because going first can be an act of kindness for those who may be reluctant to ask questions. It is about helping the whole group learn and move forward together.
The Future of Identity and Technology
Looking ahead across healthcare and beyond, where do you see technology evolving in the next three to five years? What excites you most about that future?
It’s mind blowing in certain areas and still lagging in some areas – I’m thinking mainly about the world of identity and access, but it applies to all areas of information security.
What excites me most is that our company’s scale and maturity creates opportunities to challenge technology vendors to think differently. Because we are such a large and complex organization, we push our partners to solve problems at a higher level. The innovations that come from those collaborations cascade down and benefit smaller organizations that might not have the same resources or infrastructure.
When people ask me what keeps me awake at night, it’s the cyber criminals who are working just as hard as we are to achieve their goals.
What do you see as the biggest emerging threats or blind spots in the tech space today, especially with the rapid rise of AI?
“Everything Everywhere All at Once” comes to mind.
The healthcare industry is focused on finding efficiencies in response to the rising costs and AI is giving us insights about efficiencies as well as opportunities to improve patient experience, clinical care, and operations.
The greatest threat is that healthcare is an attractive target for cyber criminals because overall maturity is lagging behind other industries that are making significant investments in technology and AI to protect their data and assets. As I mentioned, I joke that I haven’t slept in my twenty-two years in the healthcare industry. It’s not really a joke because although the military prepared me for this kind of life, the sense of being on continual alert has never left me because the criminals don’t sleep either.
My encouragement to my team and my colleagues is that our work is a calling – the same calling as our colleagues who are caring for our patients. It requires resilience, passion, and energy. You have to be able to absorb constant change without letting it knock you over. You have to be curious, willing to learn, and ready to adapt every single day. That is what keeps us moving forward, even when the challenges keep coming.
As emerging technologies like AI and automation reshape technology, how do we ensure innovation doesn’t outpace governance, ethics, or trust?
It comes back to “it takes a village.”
Our company has a mature governance structure that brings together broad groups of stakeholders who are focused on protecting our patients, people, and company in regard to technology and AI. Our senior leadership team called an early timeout when AI began to emerge to ensure that we had a framework and guardrails to allow innovation to occur in a safe manner.
Additionally, one of the earliest strategies that we launched with our information security program decades ago was that “security is everybody’s responsibility.” This mindset, coupled with the AI framework, has resulted in people speaking up if there are concerns about new technology or innovations.
Finally, we have an incredible internal audit team that is deeply engaged in formally evaluating the company’s innovation initiatives to ensure the safety, security, and compliance requirements are met.
The BADdest Moment
Tell us about the “BADdest” challenge you’ve taken on in your career — the Boldest, most Authentic, and Driven moment you’re most proud of — and how it shaped the leader you are today.
Making the decision to launch a career in healthcare without any healthcare experience.
Paul Connelly believed in me even though my background and talents were very different from the other people on the leadership team he was building. It took a conversation with my husband and prayers for peace regardless of whether the “door” opened or closed on the job offer.
Thinking back to that decision, I want to encourage people to take a leap of faith in the decisions they are facing. I stepped through the “open” door (never kick down a closed door) and moved my family to Nashville, joined a leadership team of five people, and helped start a new information security group. It was an all-male team and security was not a popular topic. We were seen as the “no” group, and people you avoided making eye contact with you in the hallway.
I leaned into my hard-wired approach to collaborating and helping people learn. I focused on building partnerships and showing that security could be approachable, supportive, and part of the solution. Over time, we went from being the group people avoided to a respected partner across the company. I am deeply proud of that transformation.
Taking that opportunity and saying yes to the unknown completely changed the course of my life. I am still very different from many of my peers, and many of them have cyber and computer science degrees and live and breathe hard-core technology. I absolutely love information security, but I bring a different perspective. That perspective, shaped by my background and experiences, is part of the value I add.
I have so much history and knowledge from my years in this space, and I believe in giving that knowledge away generously. Many people try to hold onto what they know, but I see sharing it as a sign of confidence. It means you trust yourself enough to make space for new learning. Just today, someone thanked me for taking the time to share what I know. What I pass on is often information others shared with me that I refined in my own way and now pay forward.
We have a new CISO and those early lessons are still with me to be at peace about what will happen in the future.
Resilience, Reflection, and Self-Care
Leadership in tech and identity can be demanding and high stakes. What is your go-to ritual or self-care practice that helps you recharge and stay centered?
I swim every weekday. It has become my daily approach to reset and prepare for whatever comes that day. The only hardware I bring into the pool is my goggles, and for that glorious hour, it’s simply time to meditate on the blessing in my life. I started swimming about four months ago at the suggestion of my youngest daughter, who is 23. She wanted to train for an ironman triathlon, even though she doesn’t enjoy swimming, and asked if I would do it with her. That’s how it began. I’m originally from Florida, so I’ve always loved the water, and now it has become a grounding part of my day.
My chosen career is intense. I’m very compartmentalized by nature, which helps me manage it. Over the years, I’ve learned that self-care practices evolve. In my earlier days, I used to go to spin classes. It was dark, quiet, and focused — the perfect space to clear my head.
Now, after my morning swim, I have a quiet drive into the office. I usually listen to a podcast or something reflective. That time helps me set my mindset for the day ahead. Once I’m at work, it’s full speed until the evening. On my drive home, I talk to my husband. We have been married for 34 years, and this has been our daily routine since our early days in Washington, D.C. With Nashville traffic, some days it takes an hour or more, but that time helps us stay connected, even when life is busy.
I do work a lot at night, but I try to protect my weekends. Saturdays are for small joys — a long walk, a Starbuck’s Pink Drink, or a Pilates class. I am usually the slowest person in my Pilates class, but it forces me to disconnect. Physically changing what I’m doing helps me reset.
And then, there’s travel. I’m passionate about seeing new places. The military gave me the opportunity to visit beautiful countries around the world, and now my goal is to get my passport stamped at least twice a year. My husband and I take a trip every May and September, and we’ve started including our kids or their partners when we can. It’s our way of investing time together and creating memories.
Travel keeps me grounded. It reminds me that people everywhere face similar challenges. It brings me back to what matters most — being kind, being curious, and connecting with others. On a hike in northern Italy just a few weeks ago, I found myself chatting with locals using Google Translate. Moments like that remind me that you can find connection anywhere if you stay open to it.
Many women leaders find themselves constantly balancing ambition and exhaustion, often feeling the need to prove themselves time and again. What have you learned about achieving sustainable success and leading boldly without burning out? What advice would you share with women who are learning to protect both their careers and their well-being?
A few personal experiences come to mind.
Many women worry about how they are perceived, and that worry can take up a lot of energy. At one point, I reached a place where I became truly content with who I am — no more and no less. No more chasing titles, recognition, or accolades, and no less believing that I am not good enough or not meeting every line of a job description. Those two tensions, the striving for more and the fear of not being enough, can pull us apart mentally if we let it.
For me, there was no single moment that changed everything. It was a gradual journey of learning to quiet that inner voice and realizing the value I bring when I walk into a room or dial into a call. I learned not to try to be someone else, not to dress like someone else, and not to speak just to fill the silence. There is real peace in being comfortable with who you are, and that kind of peace shows up in your leadership.
In my early years, I did not have a female leader I could look to for guidance. Men tried to help, but they cannot always relate to the experiences women have in the workplace. What I am passionate about now is helping women reach that sense of confidence earlier in their careers, so they do not have to wait until their 30s or 40s to feel that peace.
When I look at women who have achieved long, successful careers, one thing stands out: they are content with who they are when they sit at the table. I once read something that really resonated with me, the table is round. That means there is space for everyone. I want to help other women, and even young men, realize that they belong at that table too. My goal is to help them pull up their chair with confidence.
I also believe in giving feedback as a gift. I have seen women at every level of their careers who have never been told how they come across in a room — their tone, their body language, their overall presence. Critical feedback, given with kindness, is one of the most valuable things you can offer someone.
There are moments in meetings where I see women leaning back, folding their hands in their laps, or waiting quietly for a chance to speak. Meanwhile, the men around the table are leaning in to engage in the discussions and owning their space at the table. Early on, a speaker once taught us a simple lesson: when you walk into a conference room, look at how others are sitting, and always put one hand on the table. It is not about dominance; it is about being present. If people lean forward, you lean forward. If they sit back, you match their energy. It helps create connection and confidence.
Another small but important lesson came from how we present ourselves. As women move into senior roles, it helps to simplify, to find what feels authentic but polished. For me, that translated into a collection of business jackets, black tank tops, and black slacks that give me a clean, consistent style that allows me to walk into any meeting, whether with executives, IT, or business leaders, and feel confident. It is not about appearance alone, but about carrying yourself with assurance and grace.
All these small things add up. They make it easier to feel calm, focused, and centered. Reading the room, knowing your worth, and bringing both your head and your heart to the table, that is where confidence lives.
Advice, Legacy, and What’s Next
For women trying to break into technology or rise into leadership roles, what advice would you share about navigating fear, finding confidence, and building credibility in male-dominated spaces?
One practical tip I always share is to have someone in the room with you, a trusted colleague, mentor, or friend. If you are giving a presentation or leading a meeting, ask them to sit in, even if it is just by dialing into the call. They can observe, listen, and later give you honest feedback. That feedback loop is invaluable because they will notice things you may not even realize you are doing.
I learned a lot from Toastmasters. It gave me so many practical tools for communication and presence. Those early lessons helped me build the foundation for how I show up and connect with others.
Another simple but powerful piece of advice is to take advantage of how many meetings are recorded today. Watch yourself interact during a meeting. Ask for a recording if it is available and observe your body language, your tone, and your expressions. Are you asking questions?
I tell my team all the time that they are always on camera. When they are not talking, it is easy to lose focus or look disengaged. Sometimes people get too serious or drift off. I remind them to keep an engaged expression and to stay present and approachable. It does not mean smiling constantly but maintaining a look of attentiveness.
Again, details matter, like adjusting your camera so the light is right, making sure your face is well lit, and positioning yourself so you appear open and confident. Make sure the camera isn’t showing our open closet or a bright light on the ceiling. Watch the recording, see how you come across, and make small adjustments. Then do it again and notice the improvement. Practice, practice, practice leads to your natural behavior.
When you think about your legacy as a veteran, leader, and advocate, what do you hope people remember about the way you led?
That I was kind, and that I did something to make their lives better.
And finally, what’s next for you? What goals or ideas are you most excited to bring to life in the coming years, both personally and professionally?
I plan to keep working as long as I am having fun and solving meaningful problems.
On a personal level, I have one very important goal. I want to die healthy. That may sound simple, but it means a lot to me. I want to take care of my fitness and overall well-being. Swimming and Pilates have become part of my daily routine. I am not going to run a marathon, but I want to stay strong and active.
We had a senior vice president retire earlier this year, and she shared that after nearly 30 years of hard work, her only regret was not taking care of her health. That really struck me. Your health is part of your success, and it makes you better at everything else, including work.
Beyond that, I want to keep traveling. My husband has been such a strong supporter of my career, and we have children and grandchildren now. I plan to keep collecting passport stamps, spending time with family, and continuing our May and September trips together.
I also cannot imagine not doing something meaningful. I see myself volunteering or teaching again, maybe working with adults or high school students. Whatever it is, it will be something that keeps my mind sharp and my heart engaged.
Closing Reflections
Every time I speak with women like Terri, I’m reminded that leadership is not about how loud you are but about how grounded you stay. Her story is one of quiet strength and purpose, leading with integrity, curiosity, and a deep sense of care for the people around her.
What resonated most with me was how she turns every challenge into an opportunity to teach, build trust, and create connection. Whether it’s encouraging her team to “serve the hot bread,” asking the questions others are afraid to ask, or reminding us to be both kind and courageous, Terri’s leadership is rooted in authenticity.
Her words stay with you because they are real. They reflect a lifetime of service, growth, and giving back. In a world that often celebrates speed and noise, Terri reminds us that calm confidence, empathy, and a genuine desire to help others rise are what truly define lasting leadership.
Terri, thank you for sharing your time, your story, and your heart so openly. I’m so grateful for your honesty, wisdom, and the example you set for so many of us who continue to learn from women like you.
Maliha
Disclaimer: The content on this blog and website reflects a combination of my personal experiences, perspectives, and insights, as well as interviews and contributions from other individuals. It does not represent the opinions, policies, or strategies of any organization I am currently affiliated with or have been affiliated with in the past. This platform serves as a personal space for sharing ideas, lessons learned, and meaningful reflections.
