By: Jastine Beatrice Yap
The patient was still bleeding. A trauma call had come in just minutes earlier—a motorcycle crash with chest and abdominal injuries. Dr. Paula Ferrada stood in the center of the room, quiet but alert. Around her, residents and nurses moved quickly, some with hesitation. Blood pressure readings dropped again. No one panicked.
“Push the transfusion. Control the bleeding. Keep the airway but move on hemorrhage first,” Dr. Paula Ferrada directed, her voice low and precise. She did not need to shout. Her presence appeared to steady the room. A young resident locked eyes with her and nodded, making the next call without being told.
This is where her leadership takes form—in the pulse of urgency, in the space between chaos and decision. Her model is based on preparation, clarity, and mutual respect. At Inova Health System, where she now leads as Division and System Chief for Trauma and Acute Care Surgery, Dr. Paula Ferrada has built more than medical systems. She has developed trust.
From Cali to Virginia: A Path Forged with Grit
Dr. Paula Ferrada did not grow up in hospital corridors. Her story began in Cali, Colombia, where dreams of medicine were steep but persistent. She arrived in the United States with a thick accent and a firm sense of purpose. Few in her early training looked like her. Fewer still expected her to lead. She did anyway.
She became the first Colombian woman to complete general surgery training at a program within the Harvard network. The halls were narrow, lined with tradition, and often guarded. Ferrada carved her own way through them. Every test she passed, every patient she stabilized, every peer she mentored became part of that story.
Over the years, she rose from operating rooms to leadership boards. At Inova, her reach extends beyond emergency interventions. She oversees systems that affect thousands of lives across Virginia. She has contributed to trauma protocols, developed education programs for first responders, and directed studies that challenge some existing medical assumptions.
But titles have never defined her. People have.
Building Leaders Without Asking Permission
Dr. Paula Ferrada’s leadership does not follow the old model of top-down authority. She believes in coaching, creating space for others to rise, and teaching them to make sharp decisions under pressure. Mentorship, to her, is active. It requires time, patience, and the willingness to speak hard truths with kindness.
“You cannot just tell someone to lead. You have to show them how,” she said. That means taking the call at 2 a.m., staying the extra hour when someone falters, and giving credit away freely. Ferrada opens doors she once had to pry with both hands. Today, her teams reflect her values. They listen closely, take risks when appropriate, and speak with confidence.
She has mentored across generations, teaching medical students and mid-career surgeons alike. Her voice carries weight in operating rooms and on panels, but she still walks the hospital floors, checking in with residents, catching gaps in silence.
The work goes beyond gender. Though she is one of fewer than 1 percent of Latina women in the United States’ chairs of surgery, she does not define her influence through identity politics. She trains men and women alike, encouraging them to ask more of themselves and of the systems they inherit. Her presence challenges old habits quietly, directly, and without apology.
Quiet Force, Global Reach
Dr. Paula Ferrada’s impact stretches beyond Inova. While serving as President of the Panamerican Trauma Society, she helped launch scholarship programs that connected Latin American surgeons with training in the United States. Her ultrasound courses for first responders have been taught across borders, influencing how emergency trauma care begins long before a patient reaches the hospital.
She has led international trials questioning long-held dogma. Her work proposing CAB—Circulation, Airway, Breathing—as a possible alternative resuscitation method to the traditional ABC protocol has received attention in trauma centers worldwide. The focus on hemorrhage control first, particularly in exsanguinating trauma cases, may have contributed to saving lives.
Her leadership is not loud. It is consistent. It is firm. It is, above all, grounded in action. Those who work with her know that authority, in her hands, is used to amplify others, not silence them.
Dr. Paula Ferrada’s story belongs to no singular category. It is an immigrant’s story, a surgeon’s story, and a story of how patience, precision, and belief in people can influence how medicine is practiced and taught.
Where others wait for the system to adapt around them, she teaches it how to grow.
