Kara Connor leads strategic planning, growth initiatives, and enterprise alignment across the organization. With over 20 years of experience in healthcare, 14 years in radiology, Kara brings deep industry insight and a proven ability to drive sustainable growth at scale.
Kara has led the development and expansion of PBS’s national brand, shaping its identity, messaging, and market presence. She oversees business development, sales, and marketing efforts, guiding strategy and execution to support continued growth and strengthen partnerships across the country. Kara ensures alignment between the organization’s strategic vision, operational priorities, and core values. She is known for connecting strategy to execution, building scalable systems, fostering collaboration, and driving initiatives that position PBS for long-term success.
What does your role as Chief Strategy Officer really look like day to day?
Day to day can look very different, and ultimately boil down to whatever it takes. My focus has been heavily invested in building, growing, and aligning the marketing and sales efforts that support the national growth of our organization. That includes continuing to build and elevate our brand, positioning, and voice in the market while growing a team that aligns with that vision and culture.
A large part of my role has been focused on developing new tools, resources, processes, and efficiencies that allow us to expand our reach, strengthen relationships, and maximize return across the organization. Some days that means traveling to meet with prospective clients, participating in conferences, supporting sponsorship strategies, exhibiting, and nurturing relationships face-to-face. Other days are focused on leading sales and marketing initiatives, refining content and materials needs, shaping campaigns and communication strategies, evaluating growth and partnership opportunities, and maximizing the use of platforms like HubSpot to improve visibility, engagement, and performance.
Routinely speaking with prospective clients, answering questions, responding to RFP requests, facilitating proposals and presentations to radiology group leaders, and supporting implementation conversations and client transitions.
Continuing the understanding that every operational detail, process, relationship, and experience is connected. Each one impacts execution, culture, growth, and long-term success, which is why intentionality and strategy matter so much in everything we do.
What originally pulled you into business development—and what still energizes you about it today?
I landed in Business Development organically; I’ve always been a visionary. I see potential, gaps, and challenges as opportunities.
I understand the value of relationships, strong communication, empathy, and the power of bringing the right people and processes together. When you connect that work to your “why” and build a value-based purpose and process around it, it becomes more than a role. It becomes passion.
That’s still what energizes me today: leading with passion and purpose, elevating others, and bringing solutions and partnerships together in a way that truly moves the needle.
There’s a lot more to business development than what people see on the surface. What’s a hidden part of the role that doesn’t get talked about enough?
There are many layers to business development that people don’t always see. A depth within both the Sales and Marketing aspects individually, and while they each carry very different roles and responsibilities, they must work in alignment to truly be effective. One building relationships, identifying needs, and creating trust, while the other is shaping the message, promoting the brand, creating meaningful content, managing platforms, events, and engagement strategies that support long-term growth.
Doing that while building the brand and team simultaneously adds another dimension entirely. You’re not just executing day-to-day responsibilities; you’re creating the foundation, shaping the voice and culture, developing processes, and bringing people along with the vision. A lot of that work happens behind the scenes.
There’s also a level of emotional investment in this work that doesn’t get talked about. It’s not just deals and data; it’s trust, timing, and relationships that you genuinely care about. You carry the wins and the losses with you, and that requires resilience, consistency, and real commitment to people and the work and service provided.
When you think about long-term partnerships, what matters most to you beyond the numbers?
Beyond the numbers, it comes down to trust and alignment. Do we share values? Is there a commitment to working and growing together, not just transacting? The strongest partnerships are built on transparency, accountability, and a genuine desire to make things better over time.
What’s something you approach differently now than you did earlier in your career?
Earlier in my career, I thought I needed to have all the answers. Now I know the power is in asking the right questions and bringing the right people to the table. I approach things with more patience, more curiosity, and a deeper respect for collaboration.
When evaluating opportunities, what internal compass or principle do you rely on most?
I come back to alignment; does this opportunity align with our mission, our values, and where we’re trying to go? If it looks good on paper but doesn’t feel right in those areas, pause. People will show you who they are if you let them, pay attention. One misaligned partnership, hire, or decision can have a ripple effect across a team and organization. That internal compass, trusting discernment has served me well.
From your perspective, what truly sets PBS Radiology apart when it comes to building relationships?
We prioritize trust and transparency, that to me is the foundation of every strong and lasting relationship. We focus on creating value and a high standard of service overall, but also are in tune and committed to the unique needs and priorities of each and every client that we serve.
What advice would you give to someone who wants to grow into a leadership role without losing their sense of self?
Know your “why” and define your core values early. Write them down, revisit them often, and make them part of your daily decision-making; not just words on a page. The real accountability comes from asking yourself regularly: Do my actions, decisions, and the way I lead actually align with the values I say matter most?
I think it’s important to continually take a pulse on where you’re going and what it might be costing you along the way. Leadership can pull you into constant motion, endless tasks, and external expectations if you’re not intentional. It’s easy to become so focused on achievement that you lose sight of your purpose, your priorities, or even yourself.
Growth should never require you to abandon who you are. I find the strongest leaders are the ones who stay grounded, lead authentically, and create success without compromising their character, relationships, or well-being. Stay humble, stay self-aware, and remember that how you lead matters just as much as what you accomplish.
If someone spotted you near the water on a perfect day, what would they most likely find you doing?
If someone spotted me near the water on a perfect day, they’d almost certainly find me smiling and in the company of my kids! I’m a passionate boater, sunset chaser, water skier, and someone who simply loves being outdoors and enjoying the simple moments in life.
What’s one side of you that people at work might not fully see?
People at work probably see the high-energy side of me first. I’m loud in personality and decibel, driven, action oriented to getting things done. I am usually the first one on the dance floor, the one grabbing the karaoke mic, high energy in the room. But underneath that is a much quieter side that values depth, humility, and intentionality.
My father said, “A lion doesn’t have to tell you it’s a lion.” That has stayed with me throughout my life and career. To me, real leadership and character aren’t about being the loudest voice in the room, they’re reflected in your actions, your consistency, the way you treat people, and the impact you leave behind.
At the end of the day, I want my work, my integrity, and the way I show up for others to tell the story far more than any self-testament or words could.