José Ramón González Juanatey

My candidacy is driven by a firm commitment to the mission of the WHF: promoting cardiovascular health for everyone, with a priority focus on low- and middle-income countries (LMIC) and the most vulnerable communities.

 

Strategic priorities
1. Strengthening global cardiovascular prevention

Reinforcing prevention programs adapted to different geographic, gender, and socioeconomic contexts. Digital transformation and artificial intelligence must serve as instruments of equity.

2. Reducing inequalities in access to cardiovascular care

With a priority focus on LMICs, underserved populations, and a gender and social perspective.

3. Expanding WHF’s influence

Strengthening advocacy at the WHO, the UN, scientific societies, and national governments. Establishing strategic alliances with health ministries, regional bodies, cardiology societies, a responsible private sector, foundations, universities, and affected communities.

4. Collaborative governance model

Establishing advisory committees, multisectoral working groups, and ongoing communication with WHF’s membership, ensuring representativeness and transparency in decision-making.

5. Emerging Leaders Program

Transforming the Program into a flagship strategic project of the WHF to implement projects promoting cardiovascular health for all, with special attention to the most disadvantaged.

6. Global Observatory

Consolidating the Observatory as a high-value initiative that, beyond describing global trends in cardiovascular disease, guides WHF’s activities and informs global health organizations in the development and implementation of their cardiovascular health strategies.

7. Campus WHF: education and continuing professional development portal

Developing an education portal for the general population and a continuing professional development platform for healthcare professionals under the CampusWHF brand. The program would include health promotion activities, as well as professional training in innovative formats — CardioTV, WHF Heart Café, among others —. The Emerging Leaders Program must play a central role in the development of CampusWHF.

8. Global communications strategy

Positioning the WHF as the world’s reference organization for the promotion of cardiovascular health for all.

9. Group of Strategic Partners

Establishing a Group of Strategic Partners from the public and private sectors that, beyond collaborating in the design, development, and implementation of cardiovascular health projects, contributes to the financial sustainability of the organization.

10. Strategic financial sustainability plan

Financial sustainability is the indispensable instrument for achieving WHF’s objectives. Beyond contributions negotiated with partners, a dedicated Financial Strategic Plan must be developed.

11. Staff well-being and talent development

I would not wish to conclude without referring to the principal engine of our organization: the WHF staff. We must work continuously to foster the best possible working environment, stimulate their commitment to global cardiovascular health goals, and encourage their active participation and leadership in every project.

 

Alignment with WHF Priorities

The strategic priorities of my candidacy are aligned with the WHF main objectives. Advocacy and global health policy engagement; helping countries adopt and fund national cardiovascular action plans under universal health coverage are core strategic actions.

 

Closing Statement

I am confident that my candidacy represents a robust, coherent, and ambitious proposal in service of the WHF’s founding mission: a world in which no person loses their life prematurely to a preventable cardiovascular disease.