When Monica Bettazzoni walked through the doors of CAMH in late August, it was not her first introduction. It was a homecoming.
She began her career at CAMH as a frontline occupational therapist, working in addictions, early psychosis intervention, and community case management. Between 1999 and 2011, she advanced into senior leadership, overseeing the Schizophrenia, General Psychiatry, Child Youth and Family, and Addictions programs.
“My experiences here shaped me,” she reflects. “They gave me a deep understanding of CAMH’s culture and its unique role in the system. It is truly a privilege to be back.”
Now appointed Senior Vice President, Clinical, Monica brings nearly three decades of healthcare leadership. At Halton Healthcare, she directed mental health, diabetes and coordinated access services before becoming Chief Operating Officer for two hospital sites. Those experiences broadened her perspective across acute, community and specialized care, preparing her to take on one of CAMH’s most critical executive portfolios.
“Coming back to CAMH feels both familiar and new,” she says. “This is a dynamic organization, leading not only in clinical care but also in research, education and system change. It is an honour to return and contribute at this level.”
Leading with Values: Creating a ‘Speak Up’ Culture
When asked about her leadership style, Monica is quick to answer: values matter. “Integrity, accountability, supporting excellence – that is the foundation,” she says.
Equally important is her approach to people. She describes herself as an open-door leader, approachable and present, and focused on lifting others up. “I see my role as removing barriers so people can do their best work.”
For Monica, leadership also means creating a culture where staff feel safe to speak up.
“In healthcare, incidents sometimes happen and they can have unintended impacts on clients, families, or staff,” she says. “The advice I have followed is to lean in. Leaders need to be present and really listen: What do you need? How can I support you? What do we need to do differently?”
Monica explains that psychological safety starts with creating a truly blame-free culture: “People come to work wanting to do their very best. When something goes wrong, it is our responsibility to look at the system and ask how we can fix it – not to punish.”
That requires both empathy and action. “If there are gaps in policies, procedures, knowledge, or education, leaders need to address them. And we need to close the loop, letting people know what has been done. That is how you build trust.”
First 100 Days
As she settles into her role, Monica has set clear priorities for her first 100 days. Building relationships comes first – with staff, physicians, volunteers, leaders, and partners.
“Listening and learning from others is how trust is built,” she says.
She also wants to deepen her understanding of the organization, explore how clinical care and research intersect, and identify quick wins that remove barriers for staff. “Sometimes small fixes can make a big difference.”
Beyond the Boardroom
Outside of work, Monica describes herself as a night owl. She enjoys gardening, weekends at her family cottage, and playing board games with her husband and 21-year-old twins. When asked about her favourite food, she answers without hesitation: “Pasta. I’m Italian, after all,” she laughs.
Monica brings every conversation back to people – the colleagues she supports, the partners CAMH works with, and most of all, the clients and families at the heart of the organization’s mission.
“What drives me is knowing we can make a difference in someone’s recovery,” she says. “That’s why we’re here.”
