In this edition of our Purpose-Led CEO Interview Series, we sat down with Charles Brown, President & CEO of LifeLabs, to explore how purpose shows up in daily decision-making, boardroom conversations, and moments of crisis. From building trust with historically underserved communities to navigating uncertainty with clarity and speed, Charles shares practical insights on the role of purpose-driven leadership in fostering effective governance and long-term impact.

At a time when many leaders feel pressure to stand still, Charles offers a compelling reminder: when purpose leads, progress follows.

Who inspired your leadership style?

Leadership is an action—it isn’t a title.

My first leadership lesson came early. I delivered newspapers as a kid, and when I got my first paycheque, my father told me that part of it needed to go to someone who needed it more. That moment shaped how I see leadership to this day—leadership is about responsibility and service.

Several leaders influenced me along the way. Pierce McDonald, former Premier of the Yukon, taught me the power of community and the responsibility leaders have beyond their organizations. George Cope, former CEO of Bell Canada, pushed me into roles that no one else wanted—he taught me to trust my instincts and lean into the hard things. Purpose and courage go hand in hand, just as growth and uncertainty do.

And Bruce Sinclair, former President and CEO of WaveRider Communications Inc., and President of Dell Canada, reminded me that it’s okay to say what you’re thinking—just say it well. I’ve never left an organization because of a leader; I’ve stayed because of what they taught me.

How do you embed purpose in strategy and daily operations?

At LifeLabs, every tube of blood has a story. Someone is waiting on the other end—sometimes calmly, sometimes with fear. I often ask our teams to imagine that the sample in their hands belongs to someone they love. How carefully would you handle it? How quickly would you process it?

Everyone here understands that their work directly affects someone’s health journey. That’s what keeps us grounded. This is a job where purpose flows through  the work—we help people, every single day. It’s hard not to be motivated when you’re part of something that matters so deeply.

How do you define a purpose-driven board, and how do you align directors to the mission?

A purpose-driven board asks, “Will this matter 20 years from now?”—not just, “Are we compliant?”

Purpose-led boards balance foresight with oversight. When I was Chair of Kids Help Phone, we recruited directors first and foremost for passion for the mission. That approach broadened our pool and allowed us to build a more diverse, engaged, and committed board—one that was aligned around impact, not just governance mechanics.

What are the hallmarks of an effective CEO–board relationship?

Trust is the foundation of everything.

Trust is built through honesty—early and often. Boards need the truth from the CEO, including the problems. When I look at dashboards, I want to focus on the red. That’s where the real opportunities are.

Listening matters just as much. Mutual respect and shared commitment are non-negotiable. And there should be no polished surprises. When LifeLabs experienced a cyber breach, we engaged with the board early and often. If trust is absent, good outcomes are almost impossible.

How do you engage your board in conversations about purpose, sustainability, and stakeholder outcomes?

Every board and management conversation should come back to one question: Have we advanced our purpose and mission?

The CEO’s role is to translate strategy into impact. When discussions are grounded in purpose, these conversations aren’t difficult—they become natural. Practically, that means structuring board meetings to start with meaningful dialogue and leaving management and administrative items where they belong. Purpose and impact should frame every discussion.

How do you keep governance robust while enabling innovation and timely decision-making?

Governance and innovation shouldn’t be pitted against each other.

There are very few true non-negotiables—trust and quality are two of them. When governance is clear, it actually creates speed. During COVID, we were able to develop and launch a new test in just seven days because our governance foundation was strong. The structure was there, the roles were clear, and the team was empowered.

That experience showed me that organizations can move far faster than they think—when governance enables, rather than constrains.

If you were speaking with other purpose-led CEOs, what question would you ask?

I would ask: How are you building trust with communities that have been historically underserved?

Trust comes from listening and showing up consistently. Trust is everything. When a leader is trusted, people will follow—that’s what leadership is really about.

A question from our previous CEO interview with Lynn Smurthwaite-Murphy:

“In today’s geopolitical environment, how do we balance innovation and risk?”

What’s happening in the world gives everyone pause. My belief is simple: if you’re not moving, you’re dying.

Right now, many leaders are standing still because they’re unsure what to do. It’s harder to see around corners—the view is cloudier. But if you stay anchored in your purpose, opportunities will always emerge, often through partnership.

There are many things we can’t control. My team knows one of my favourite sayings:
“If you can’t fix it, feature it.”

Purpose gives you the confidence to keep moving forward—even when the path isn’t perfectly clear.