Purpose Before Profit: Eloisa Perard Of Gracelight Community Health On The Benefits Of Running A Purpose-Driven Business
An Interview With Chad Silverstein
Adaptability with Purpose. While your mission should remain steadfast, the strategies you use to achieve it will need to evolve. Several years ago, our board and leadership were focused on saving aggressively for future generations. But as we looked more closely, we realized that squirrelling resources wasn’t serving our community in the present. We had to adapt and shift those funds toward expanding care and building infrastructure. By being flexible with how we achieved our mission, we were able to serve the greatest public benefit, both now and for the future.
In today’s competitive business landscape, the race for profits often takes center stage. However, there are some leaders who also prioritize a mission-driven purpose. They use their business to make a positive social impact and recognize that success isn’t only about making money. In this interview series, we are talking with some of these distinct leaders and I had the pleasure of interviewing Eloisa Perard.
Eloisa Perard is President and CEO of Gracelight Community Health, which operates five federally qualified health centers in Los Angeles. As President and CEO Perard creates strategies, develops community-based programs and deploys technologies that improve patient care and operational efficiency.
Thank you so much for doing this with us! Our readers would love to get to know you a bit better. Can you tell us your “Origin Story”? Can you tell us the story of how you grew up?
I grew up in a community where accessing healthcare was often a challenge, and that shaped my perspective from a young age. My family, like many others, relied on public health systems like Medi-Cal, and we often visited local community clinics. One of my earliest and most impactful experiences was with my son’s pediatrician, who not only provided excellent care but also gave me advice and support far beyond the clinic. His kindness and dedication left a lasting impression on me and instilled a deep passion for healthcare.
As a teen mom, I had to juggle work and education, which taught me resilience and the importance of community. It took me eight years to finish my undergraduate degree, all while working full-time and raising my son. These experiences of struggle and perseverance, coupled with the guidance I received from healthcare professionals early on, fueled my desire to make quality healthcare accessible to underserved communities. Today, I am proud to lead Gracelight Community Health, where I can give back to communities like the one I grew up in, ensuring that others have the support they need to thrive.
Can you share the most interesting story that happened to you since you began leading your company or organization?
One of the most impactful moments I’ve had since leading Gracelight Community Health happened one afternoon when I walked into one of our health centers. I noticed a teen mom at the front desk with her son on her hip, visibly upset. She had left work early, took public transportation, and was being told that we might not be able to see her because she was late to her appointment. In that moment, I was horrified at the possibility of turning her away.
It hit me hard because I’ve been in her exact situation. As a teen mom, I often felt the same anxiety — worried about being fired for taking time off to bring my son to the doctor. The constant pressure of balancing work and caregiving, especially when every appointment felt like a high-stakes event, was something I knew intimately.
That day, I was reminded why we need to be more than just a healthcare provider. We need to be a place that understands the struggles our patients face. It inspired me to advocate even more fiercely for policies and practices that ensure no one feels dismissed or left behind. This experience reaffirmed my commitment to making Gracelight a community health center that truly serves all members of the community in every sense — offering not just care but compassion and understanding.
We often learn the most from our mistakes. Can you share one that you made that turned out to be one of the most valuable lessons you’ve learned?
One of the most valuable lessons I’ve learned came from a mistake I made early on in my career. A significant part of my role as CEO involves networking and fundraising, but early in my tenure as CEO I didn’t have the same access to professional networks as many of my peers. My college experience was unique — I worked full-time while earning my degree, which left little time to build the connections that many rely on. Additionally, I came up through human resources and never really intended to become a CEO, so networking wasn’t something I prioritized early on.
When I first stepped into leadership, I underestimated the importance of relationship-building and didn’t put enough focus on developing those networks. It wasn’t long before I realized this was a mistake. Relationships are critical in healthcare leadership, and without them, progress can stall. Once I recognized this, I became intentional about developing the skills needed to foster meaningful connections and support Gracelight’s mission. That shift in mindset was a turning point. I now see networking as an essential part of my role, and it’s one of the most rewarding aspects of my work. This experience taught me the importance of adaptability and continuously learning, even when it takes me out of my comfort zone.
As a successful leader, it’s clear that you uphold strong core values. I’m curious what are the most important principles you firmly stand by and refuse to compromise on. Can you share a few of them and explain why they hold such significance for you in your work and life?
Integrity is at the top of my list. In healthcare, trust is everything. Our patients rely on us not just for medical care but for compassionate, honest service. I believe that integrity means always doing the right thing, even when no one is watching, and I refuse to compromise on that. This value guides my decision-making and ensures that Gracelight stays true to its mission, even in the face of difficult choices.
Grace is another principle I stand by. We even chose it as part of our name — Gracelight — because it represents the way we approach both our patients and our work. Grace means showing understanding, patience, and kindness, especially when people are going through tough times. It means taking the high road, even when the low road may feel easier. I’ve seen firsthand how important it is to extend grace to those we serve, many of whom are facing overwhelming challenges. I make it a priority to create an environment where everyone is treated with dignity and understanding, which can make all the difference in their healthcare experience.
Accountability is also vital. As a leader, I believe in holding myself accountable to the same standards I set for others. This means owning mistakes, learning from them, and pushing for transparency at all levels of the organization. I expect the same from my team, and it creates a culture where people take pride in their work and are committed to delivering the best care possible.
What inspired you to start a purpose-driven business rather than a traditional for-profit enterprise? Can you share a personal story or experience that led you to prioritize social impact in your business?
A defining moment in my life happened when I was a teen mom enrolled in the G.A.I.N. program (Greater Avenues for Independence), a welfare-to-work program that helped people find independence through education, training, and job search assistance. On the first day of class, the teacher held up a $5 bill and asked, “Who wants this?” Like everyone else, I raised my hand. But then, a woman from the back of the room stood up, walked to the front, and took the bill. The teacher used this as a powerful lesson — opportunities don’t come to you if you just sit and wait. You have to actively go after them.
That moment was life-changing for me. It was the first time I realized that I had the power to shape my own future, that I didn’t have to be a passive participant in my life. This realization, combined with the skills and knowledge I gained from the program — things I never learned at home or in high school — set me on a path to empowerment.
My family didn’t work in corporate America. My mom had limited education, and my dad, who spent a lot of time in Mexico, was an entrepreneur, but not consistently around. So, the G.A.I.N. program filled in gaps that I didn’t even know I had. It gave me the tools to take control of my life, and that’s what ultimately inspired me to pursue leadership in a purpose-driven organization.
Leading Gracelight Community Health is deeply personal to me. I know what it’s like to struggle with limited resources, and I’m committed to helping others realize that they, too, can seize control of their circumstances with the right support and guidance. That’s why Gracelight’s mission of providing accessible, compassionate care means so much to me — it’s about empowering people to take charge of their health and their futures.
Can you help articulate a few of the benefits of leading a purpose-driven business rather than a standard “plain vanilla” business?
Leading a purpose-driven business like Gracelight Community Health brings a completely different level of fulfillment compared to a traditional profit-focused business. Every day, we’re working toward something bigger than ourselves. Knowing that our efforts directly impact the lives of people in the community gives my team and me a sense of purpose that you just can’t replicate in a traditional business. It’s about changing lives, not just meeting targets. This sense of purpose also creates deeper connections, not only with our team but with our patients and partners as well. When everyone is working toward a common goal — improving the health and well-being of the community — people naturally feel more invested. There’s an energy and commitment that comes from knowing that the work we do matters.
For me, one of the most rewarding aspects of leading Gracelight is knowing that we’re building a legacy. Financial stability is important, of course, but the real achievement is knowing we’re making a difference in people’s lives. That’s something no balance sheet can capture. And when tough times come — as they inevitably do — having a mission to guide us makes all the difference. It keeps us focused and resilient because we know that what we’re doing is important. We’re not just trying to survive; we’re staying committed to our purpose, no matter what challenges we face.
Another benefit is the people we attract. Individuals who are passionate about making a difference are naturally drawn to purpose-driven organizations like ours. At Gracelight, I’ve had the privilege of working with incredibly dedicated people who don’t just see this as a job — it’s a calling. That kind of passion and drive isn’t something you can find in every organization, and it makes all the difference in what we’re able to accomplish.
How has your company’s mission or purpose affected its overall success? Can you explain the methods or metrics you use to evaluate the impact of this purpose-driven strategy on your organization?
Gracelight’s mission goes beyond being the healthcare provider of choice — we’re actively working to empower our communities in meaningful ways. One example is our recent initiative to source our purchasing needs from local, community-owned businesses instead of relying on big-box supply chains. We recognize that economic development is also a critical contributor to health. By investing in local businesses, we’re helping to create stronger, more resilient communities, which in turn improves the overall well-being of our patients. Health isn’t just about clinical care; it’s about the broader conditions that allow people to thrive.
To evaluate the impact of this purpose-driven strategy, we use a combination of traditional healthcare metrics and more community-centered approaches. Of course, we track things like the number of patients we serve and improvements in health outcomes, but we also look at how we’re contributing to economic empowerment. For instance, we aim to monitor how much of our purchasing budget is spent with local businesses and how these partnerships benefit both the community and our organization.
Patient satisfaction and health outcomes remain important measures, but we’re also focused on how well we’re integrating into the fabric of the community — whether through job creation, supporting local businesses, or improving access to resources. These elements all contribute to the long-term health of the population we serve. By prioritizing community impact alongside our healthcare goals, we’ve been able to grow in a way that’s sustainable and aligned with our mission.
This approach has set us apart. We’re not just offering care; we’re fostering an environment where individuals and the broader community can thrive, recognizing that true health is holistic and includes economic and social factors as well as medical care.
Can you share a pivotal moment when you realized that leading your purpose-driven company was actually making a significant impact? Can you share a specific example or story that deeply resonated with you personally?
One pivotal moment that really solidified the impact of our work at Gracelight came when I met a patient in one of our waiting rooms. He shared with me that for years he had been afraid to come to the doctor because he didn’t have legal status in the country. He feared that seeking medical care might lead to deportation, so he simply avoided it. One day, he attended a health fair where he met one of our health advocates, who reassured him that his legal status didn’t matter and that he was safe to seek care with us.
Her words gave him the courage to come to Gracelight, where he finally opened up to our doctor about a year-long battle with pain. After an examination, it was discovered that he had cancer, fortunately still in its early stages. He was able to start treatment right away and eventually recovered. With tears in his eyes, he told me how Gracelight not only saved his life but also his family’s. He was the primary breadwinner, and without him, his wife and young children, also living in the country without legal status, would have faced unimaginable hardship.
This encounter was a reminder of the life-saving impact we’re making. It wasn’t just about providing healthcare — it was about building trust and creating a space where people, regardless of their circumstances, feel safe to seek the help they need. It reinforced my belief that our mission goes far beyond medical care. It’s about giving people the chance to live their lives fully, without fear, and ensuring that they — and their families — have a future.
Have you ever faced a situation where your commitment to your purpose and creating a positive social impact clashed with the profitability in your business? Have you ever been challenged by anyone on your team or have to make a tough decision that had a significant impact on finances? If so, how did you address and reconcile this conflict?
Yes, I’ve definitely faced situations where our commitment to creating a positive social impact clashed with profitability. One instance that stands out involved a decision around patient services. At Gracelight, we’re committed to serving everyone in the community, regardless of their ability to pay or their insurance status. But we had reached a point where the volume of uninsured patients was straining our financial resources. We were concerned about the financial sustainability of continuing to provide care at such a high volume without adequate reimbursement. It became clear that we needed to make a tough decision.
On one side, we had the financial reality of keeping the organization running smoothly; on the other, our mission to provide care to the most vulnerable in our community, regardless of their financial circumstances. It was one of the hardest challenges I’ve faced as a leader.
I knew we couldn’t compromise on our mission, but we also couldn’t ignore the financial challenges. So, we took a step back and reassessed. Instead of cutting back on services, we worked on a solution that included expanding our partnerships with local foundations and securing additional grants to help offset the costs of care. We also explored opportunities to improve our billing processes for patients who did have some form of coverage, to ensure we weren’t leaving any reimbursement on the table.
By focusing on creative solutions and leveraging external partnerships, we were able to maintain our commitment to our mission while shoring up our financial foundation. It wasn’t an easy process, but it was one that reaffirmed my belief that we can balance purpose and financial health — it just requires ingenuity and staying true to our values.
What advice would you give to budding entrepreneurs who wish to start a purpose-driven business?
My advice to budding entrepreneurs looking to start a purpose-driven business is to stay true to your mission but remain flexible in how you achieve it. Get very clear about your WHY. Purpose-driven work comes with its own set of challenges, and you’ll likely face situations where the path forward isn’t clear. In those moments, it’s your commitment to your mission that will guide you through. Be deeply rooted in your purpose, but don’t be afraid to adapt your strategies as you grow and learn more about the needs of the people you’re serving.
Another key piece of advice is to build strong relationships with your community and stakeholders. The success of a purpose-driven business depends on trust — both internally with your team and externally with those you serve. Authenticity is crucial. If your actions consistently align with your mission, people will see that, and they’ll want to be a part of it, whether as partners, employees, or customers/patients.
Also, don’t shy away from the financial realities of running a business. Purpose-driven work doesn’t mean you can ignore profitability — it just means you need to find ways to balance your impact with financial sustainability. It’s possible to do both, but you’ll need to be creative and persistent in finding ways to fund your mission without compromising your values.
Finally, surround yourself with a team that shares your passion and purpose. You can’t do it alone and having people around you who believe in what you’re doing will make all the difference. When everyone is aligned with the mission, the work becomes more fulfilling and, ultimately, more impactful.
What are your “5 Things You Need To Create A Highly Successful Purpose-Driven Business.” If you can, please share a story or example for each.
1 . 1. A Clear Mission and Purpose
The foundation of any purpose-driven business is a clear and compelling mission. Your purpose is your north star — it guides every decision and action. At Gracelight, our mission has always been to provide accessible and compassionate healthcare to underserved communities. It’s what drives us to make tough decisions, like investing in our infrastructure and expanding access to care, even when it means reallocating funds that were initially earmarked for long-term savings. Knowing why you exist as an organization gives you clarity and focus, especially in challenging times.
2 . Authentic Community Engagement
A successful purpose-driven business actively engages with the community it serves. It’s not enough to operate with a mission; you have to live it out in ways that impact people’s lives. I remember meeting a patient in one of our waiting rooms who shared that he had been afraid to seek medical care for years because of his legal status. He trusted us because one of our health advocates met him at a health fair and reassured him that he would be safe coming to Gracelight. That level of trust and connection only comes from authentic, ongoing engagement with the community.
3 . Adaptability with Purpose
While your mission should remain steadfast, the strategies you use to achieve it will need to evolve. Several years ago, our board and leadership were focused on saving aggressively for future generations. But as we looked more closely, we realized that squirrelling resources wasn’t serving our community in the present. We had to adapt and shift those funds toward expanding care and building infrastructure. By being flexible with how we achieved our mission, we were able to serve the greatest public benefit, both now and for the future.
4 . Financial Sustainability and Creativity
A purpose-driven business still needs to be financially viable. The challenge is balancing impact with sustainability. At Gracelight, we faced financial strain when the volume of uninsured patients grew beyond our resources. Instead of cutting services, we sought creative solutions, such as expanding partnerships and securing additional grants, to offset the costs. Ensuring that your business is financially sound allows you to keep serving your mission for the long term.
5 . A Passionate Team Aligned with the Mission
The success of a purpose-driven business depends on the people who work there. Your team has to believe in the mission as deeply as you do. At Gracelight, I’ve been fortunate to work with a team that doesn’t just see their roles as jobs — they’re committed to making a difference. When you build a team that shares your passion, the work becomes more than just a task — it’s a calling, and that level of commitment is what ultimately drives success.
I’m interested in how you instill a strong sense of connection with your team. How do you nurture a culture where everyone feels connected to your mission? Could you share an example or story that showcases how your purpose has positively influenced or motivated people on your team to contribute?
Instilling a strong sense of connection with my team and nurturing a culture where everyone feels aligned with our mission is something I’m constantly working on. Even with a background in organizational psychology and change management, I find this to be one of the most challenging aspects of leadership. Progress takes time, patience, and a willingness to continuously adapt and learn.
One thing I focus on is creating open lines of communication and fostering a sense of transparency. I try to be as clear and candid as possible about our mission, where we’re headed, and what challenges we’re facing. I’ve found that when people understand the “why” behind their work, they feel more connected to the mission. For example, when we made the decision to rebrand our agency, I had to bring the team along in that decision-making process. It wasn’t just about telling them what we were doing, but explaining why we were doing it and how it aligned with our commitment to serve the community now.
But I’ll be honest — it’s a work in progress. There are times when I feel like I’m failing to connect as strongly as I’d like or that we’re not moving as quickly as we need to in terms of building a cohesive culture. Still, I believe in the power of patience and persistence. Creating a strong, connected team is not something that happens overnight, but it’s something we work toward every day. It’s about making sure that every person on the team knows they’re a crucial part of something bigger than themselves.
Imagine we’re sitting down together two years from now, looking back at your company’s last 24 months. What specific accomplishments would have to happen for you to be happy with your progress?
Two years from now, I would be happy with our progress if a few key things have come to fruition. First and foremost, I would love to see that our new health center on Vermont in East Hollywood is near completion and ready to provide much-needed access to care for the community. This project has been a major focus, and its success would not only expand our reach but also help address some of the most pressing healthcare disparities in the area.
Additionally, I’d be thrilled to look back and see that we’ve made significant strides in our financial diversification efforts. As a community health center, we can’t rely solely on traditional funding sources, so being able to secure new partnerships, grants, and even innovative funding models would be a huge accomplishment. This would give us the financial stability to continue investing in infrastructure, care expansion, and community programs without compromising our mission.
I also hope that our organizational culture has evolved in a meaningful way. While we’re a work in progress, I’d like to see a stronger sense of connection among the team, with everyone feeling fully aligned with our mission and empowered to contribute in ways that drive real impact. If we’ve been able to nurture a culture where people feel not only heard but also inspired to go above and beyond, that would be an accomplishment I’d be proud of.
Lastly, I’d like to see tangible evidence that our community feels even more connected to us. Whether it’s through expanded services, improved health outcomes, or stronger relationships with local businesses and organizations, I’d want to know that we’ve deepened our roots in the community we serve. If we can look back and see that we’ve helped change lives for the better — not just through the care we provide, but by uplifting the community as a whole — I’ll consider that a success.
You are a person of enormous influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
If I could inspire a movement that would bring the most good to the most people, it would focus on universal access to healthcare as a human right — but with a twist. I’d want to broaden the conversation beyond clinical care and focus on a holistic health equity movement. This movement would tackle the systemic factors that impact health — things like economic stability, education, access to nutritious food, safe housing, and mental health resources. The idea would be to create environments where people can thrive, not just survive.
What I’ve learned over the years is that true health goes beyond doctor’s visits. It’s about the conditions that allow people to live full, healthy lives. If we could mobilize a movement that addresses these root causes — particularly in underserved communities — we would see not only healthier individuals but also stronger, more resilient societies. By focusing on the holistic picture of health, we can help break cycles of poverty, improve quality of life, and empower generations to come.
What excites me about this idea is that it’s not just about providing services but also about empowering communities to take ownership of their health and their futures. This movement would integrate healthcare with education, economic development, and community engagement, ensuring that health equity isn’t just an aspiration, but a reality. I believe that if we could get more people to see health in this holistic way, it would lead to profound, lasting change.
How can our readers further follow your work or your company online?
Readers can follow Gracelight’s impact on the Los Angeles community through our social channels and our website. We have many goals for the next few years and will be highlighting our accomplishments as they happen. Our social handles are:
Eloisa Perard LinkedIn: https://www.linkedin.com/in/eloisaperard/
Gracelight Community Health Social Links:
LinkedIn: https://www.linkedin.com/company/gracelightcommunityhealth/?viewAsMember=true
Facebook: https://www.facebook.com/gracelightcommunityhealth
Instagram: https://www.instagram.com/gracelightcommunityhealth/
YouTube: https://www.youtube.com/@gracelightch
This was great. Thanks for taking time for us to learn more about you and your business. We wish you continued success!
About the Interviewer: Chad Silverstein is a seasoned entrepreneur and Thought Leader with over 25 years of business experience. He has founded, operated, and exited multiple companies and now builds into a handful of high impact CEOs. Chad has launched multiple online communities, including a recent leadership development platform, and also serves as a strategic advisor for Authority Magazine’s thought-leader incubator program.
To learn more and connect with Chad visit: chadsilverstein.io
Purpose Before Profit: Eloisa Perard Of Gracelight Community Health On The Benefits Of Running A… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.