Leading With Mission: Inside Cleveland Clinic’s Strategy for Global Growth and Transformational Giving

As the Executive Director of International Business Development and Philanthropy for Cleveland Clinic’s International & Emerging Markets, Bishoy M. Mikhail, JD, has spent nearly two decades at the intersection of mission-driven philanthropy and strategic global growth. A former attorney turned philanthropy leader, he has built an expansive network of supporters across the UK, Middle East and Asia, cultivated transformational gifts, and guided cross-border collaborations that advance Cleveland Clinic’s research, education and clinical innovations. His unique dual role — spanning both philanthropic strategy and international business development — positions him at the center of the institution’s efforts to expand its global footprint while staying rooted in its not-for-profit mission.

In this conversation, Mikhail reflects on the principles that guide his work, from listening deeply to donors and honoring cultural differences. He discusses the nuances of launching Cleveland Clinic Philanthropy UK, the responsibility of stewarding an International Leadership Board representing 24 countries and the growing importance of integrated global partnerships in shaping the future of healthcare.

Q. How has your legal training shaped the way you negotiate partnerships, build trust and navigate complex global environments?

The ability to think critically, analyze and effectively communicate was the most important outcome of my legal education and training. I was fortunate to have the opportunity to use those skills in various stages of my career. Ultimately, they’ve helped me advance the mission of Cleveland Clinic in a variety of ways since 2008.

Q. What has your career taught you about cultivating trust across cultures and sustaining long-term, transformational giving?

Development work in a philanthropic setting, especially at Cleveland Clinic, has been the most personally rewarding work I have taken on. I credit two mutually important factors: a mission I wholeheartedly support and the relationships and nobility of donors from around the world, who give to advance that mission for the benefit of humanity.

Q. How do you balance mission-driven goals with strategic growth when identifying new global collaborations?

I have a unique dual role that was created to support and sustain the mission of Cleveland Clinic, whether through business opportunities or through philanthropic support. There may be situations in which engagements with outside partners are one or the other – but ideally, we can also identify partnerships that present the external partner with an opportunity to fulfill both objectives.

Q. What does meaningful philanthropy look like to you?

Meaningful philanthropy should be mutually impactful for both the organization and the donor. The development officer needs to learn the philanthropic priorities of the donor and match them with institutional priorities while demonstrating the impact of the gift, as donors often receive many requests for support. Cleveland Clinic has a proven record of making an impact through philanthropic support and fostering very close relationships with donors, who become part of our family due to the life-changing and often lifesaving care we provide.

Q. What leadership principles guide you when bringing together people with diverse perspectives, motivations, and cultural norms?

The International Leadership Board (ILB) has been one of the most meaningful initiatives I have been privileged to support. Established in 2010, the board is composed of distinguished individuals and internationally recognized leaders who represent the global respect Cleveland Clinic commands. They volunteer their time to promote the organization’s interests and reputation worldwide.

In my new dual role, we have also tasked the ILB with supporting and providing counsel to International and Emerging Markets. The board has helped us identify and develop strategic initiatives while facilitating partnerships to enhance patient care and provide philanthropic support for medical research, education and clinical innovations.

Although they come from all corners of the globe, the members share a common dedication to the importance of our not-for-profit, mission-led healthcare system.

Q. What drives your strategy for identifying and developing global partnerships?

IEM reflects Cleveland Clinic’s unwavering commitment to global collaboration and innovative partnerships. We believe the future of healthcare lies in working together — across borders, cultures and disciplines to create lasting, positive changes for patients and communities everywhere.

Our vision is rooted in sustainable, transformative growth. We aim to expand awareness of our high-quality care and global hubs, reaching more patients who can benefit from our patient-centered approach. We recognize that international markets offer extraordinary opportunities to broaden access and share our model of care with organizations that share our passion for excellence, so we seek partners whose values align with our own: excellence, innovation and a deep commitment to patient care. This brand synergy creates a strong foundation for shared growth and the co-creation of patient-centered solutions.

Q. Launching Cleveland Clinic Philanthropy UK (CCPUK) was a major milestone. What were the most significant challenges and insights from establishing a dual-status charity abroad, and how has it shaped your view of global healthcare philanthropy?

The establishment and launch of CCPUK was an opportunity to bring a new model of philanthropy to the United Kingdom. The mission was clear and simple: the advancement of health, medical education and research for the benefit of the public and Cleveland Clinic. Through the support of our founding benefactors, we have been able to deliver on that mission, most notably in training and education, research and charitable care. 

While the context may have nuances due to cultural differences and tax considerations, the case for support is global. Supporting Cleveland Clinic allows the organization to continue as a leader in clinical care, research and education while allowing grateful patients the opportunity to join in that mission with tangible impact.

Q. How do you identify alignment between a donor’s motivations and the institution’s strategic needs?

It is important to listen to our partners and donors and to identify their philanthropic priorities together with them. No one is obliged to give; donors give as a sign of appreciation to the organization or a particular caregiver who has made a difference, or to advance a particular area of research that inspires them.

The sincerity of building a meaningful relationship is key; I do not believe philanthropy should be transactional. Maintaining and fostering the donor relationship through thoughtful stewardship only strengthens the relationship and pride our donors and partners have in their commitments to Cleveland Clinic.

Q. Looking ahead, what trends or shifts in international philanthropy and healthcare partnerships do you believe will define the next decade?

Patients, donors and business partners come to us because we have demonstrated over a century of excellence and innovations. Each of our 83,000 caregivers around the world is helping to shape the healthcare system of the future. The next patient, donor or Cleveland Clinic Connected member organization wants the same thing: to leverage the expertise and spirit of Cleveland Clinic – for themselves as individuals and for their communities.

I am confident that just as we have transformed the world through the many innovations we’ve developed since 1921, we will also shape health around the world with the great work currently taking place. The next decade in research and clinical care, bolstered by rapid advances in technology and the ability to collaborate, will be the most transformational yet.