As the daughter of two doctors, Caroline has healthcare written in her genes. But it was not her first career choice. She spent nine years at Accenture working mainly in the Beverage industry until a project in a Belgian hospital awoke a new passion.

Caroline’s career path

  • Studied Commercial Engineering at UCL, Louvain School of Management (Belgium) & Master in Entrepreneurship Sciences, ICADE, Madrid (Spain)
  • 2005 - 2014: Accenture BeLux, from Analyst to Manager (large IT & Logistics projects mainly within the Beverage and Healthcare industries)
  • 2014 - 2015: Senior Manager, Omni Care Consult
  • 2015 - Present: Deputy Chief Medical Officer, Cliniques de l’Europe/Europa Ziekenhuizen/Europe Hospitals
  • 2017 - Present: Member of the Accenture BeLux Alumni Board

Why did you choose Accenture?

I wanted to work for a big company and to learn about different roles in different industries. During my HR interview, I was asked what I didn’t want to do. I answered SAP projects and Logistics. Lo and behold: the first training course I was sent on in 2005 was SAP Materials Management, focusing on Purchasing & Logistics! I decided to make the most of it as a great learning experience and I’ve had the same attitude to whatever pops up on my radar ever since.

I have thousands of good memories of Accenture. The brilliant people I worked with; the complex and interesting projects during which I developed skills I still use today; the ‘end-to-end’ view and the ability to think globally and not in silos. I also really appreciated the culture and strong team spirit plus it was so much fun: from the Rookies to ski trips, after work drinks and of course the Q Center in St Charles!

When did your interest in healthcare begin?

As the daughter of two doctors, I think it’s simply written in my genes. But the real beginning of my ‘love affair’ with the healthcare industry started in 2008. At that time, I was leading the implementation of a European-wide SAP platform in the Beverage industry from Bulgaria. The project was on track, on budget and with great results. One month before go-live, the client started a large acquisition and all capex budgets were frozen. I returned to Brussels without a project and in the middle of the financial crisis. Looking for a new project, I fell upon one we were doing at a hospital in Aalst: outsourcing the medical & pharmacy warehouse to a third-party. The project involved complex processes and IT interfaces, major transformation and lots of change management. It was supposed to take a couple of months; in the end I stayed for more than 18 months!

After Aalst, I again worked for clients in the Beverage industry. But I needed to get back to my new passion. So joining Omni Care Consult, specialized in hospital missions, was a move I needed to make.

What attracted you to the role at Europe Hospitals?

Leading and implementing projects in hospitals is really exciting, there is so much work to be done and the added value is constant! While the Chief Medical Officer is always a doctor, Europe Hospitals realize that today you also need people with a management background and end-to-end process transformation experience. Hospitals are complex: imagine an organization where three business models co-exist: you are a hotel, which needs to be fully booked every night, a service company offering surgery and technical interventions where your specialized teams are your greatest asset and finally you’re like a huge supermarket where 2000 people come every day to do some medical shopping (doctor’s visits, labs…).

What does your role involve?

Europe Hospitals want to be the reference in Brussels and its surrounding area in terms of advanced medicine, personalized care and multidisciplinary care paths. As Deputy Chief Medical Officer, I make sure our medical staff of around 300 specialists is working every day towards that objective and always with a focus on the patient, quality and innovation. It’s fantastic to work in a hospital where innovation and innovative medical supplies are put at the center. The biggest challenge we currently face is transforming the entire medical organization into a process driven organization.

How is the healthcare landscape changing?

Hospital networks need to be built, high quality accreditation projects are being launched, business models are shifting and there is a move towards a new way of working involving multidisciplinary collaboration. Patient care is no longer just about traditional care in hospital but an integrated care path from first line to second and third line care services. Digital is one important pillar for making this happen. For example, online doctors, monitoring disease at a distance, and even the arrival of small robots!

As a member of the Accenture BeLux Alumni Board, what do you hope to achieve?

I’m convinced it’s crucial to stay connected with former colleagues and definitely with a company like Accenture where innovation and IT have always been central. Working in the industry in a more operational mode, you can quickly become disconnected from the latest trends. The Accenture Alumni gives us all the opportunity to stay tuned to innovation, spot new opportunities, even collaborate and of course, enjoy seeing each other again.

I see healthcare as a societal challenge. I hope I can bring a little of my passion to some future Alumni network events. Stay tuned!

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