Joaquín Antonio Perusquía Corres is a visionary leader with a profound commitment to improving education and healthcare. Born in Mazatlán, Sinaloa, Mexico, Joaquín was deeply influenced by his mother, Clementina, an educator, and his father, Ernesto, a civil engineer who founded Hospital Infantil Privado and Asociación Nacional de Hospitales Privados. With degrees from Baylor University in Communication Studies and Spanish Literature, as well as a master’s in Communication, Joaquín has built an impressive career in both sectors.
He led the Instituto Anglo Moderno, a family-founded school in Mazatlán, through significant growth, expanding enrollment and infrastructure. He also served as CEO of the Hospital for Children in Mexico City, steering the organization through a successful transformation before its sale in 2007. His dedication to philanthropy and community service is evident through his involvement in disaster relief efforts and his ongoing support for educational initiatives. Joaquín is passionate about nurturing the next generation of leaders and believes deeply in the power of education and healthcare to drive societal change.
“Leadership in Service: A Conversation with Joaquín Antonio Perusquía Corres”
What inspired your dual focus on education and healthcare throughout your career?
Growing up in a family where both education and healthcare were central to our lives, it felt natural to me to pursue these fields. My mother was an educator, and she instilled in me a deep respect for learning and the transformative power of education. On the other hand, my father’s work in founding and managing hospitals made me see the incredible impact healthcare can have on communities. I learned early on that both sectors are fundamentally about serving people, and they each provide essential support to build stronger, healthier, and more educated communities. It felt like a responsibility to continue their legacy in both areas.
You’ve navigated significant crises, such as the 2008 economic downturn and natural disasters. How do you stay resilient during these times, and what advice would you give to other leaders facing similar challenges?
Resilience, in my view, comes from maintaining a clear sense of purpose. During the 2008 financial crisis, for example, I had to balance the financial stability of the Instituto Anglo Moderno with ensuring that our students continued to receive a quality education. The key was focusing on what mattered most—our mission to serve students—and using that focus to make tough decisions. I also learned the importance of staying calm and fostering open communication. People need to trust that you are not only capable but also transparent during difficult times.
To other leaders, my advice would be: don’t lose sight of your core values and stay connected to your community. Sometimes the pressure will push you to make quick decisions, but long-term sustainability often requires patience and thoughtful planning. Engage your team, listen to their insights, and lean on the collective strength around you.
You often speak about the intersection of healthcare and education. How do you see these two sectors working together to create lasting change in society?
Education and healthcare are deeply intertwined. You cannot expect students to perform well academically if they are struggling with health issues, just as you can’t have a healthy population without proper education on wellness and prevention. When we think about creating lasting change, we must recognize that a healthy, educated population is a society’s backbone.
For example, schools can integrate healthcare services to ensure that students have access to regular check-ups, vaccinations, and mental health support. Likewise, healthcare providers can engage in educational outreach to teach communities about preventative care and healthy lifestyles. When these two sectors collaborate, the positive ripple effects are enormous. Students who are healthy perform better, and communities that are educated about health are more resilient. It’s a cycle of empowerment.
You’ve been a strong advocate for strategic philanthropy. What does this mean to you, and how do you approach giving in a way that creates long-term impact?
For me, strategic philanthropy is about more than just donating funds; it’s about creating sustainable change. I’ve seen too many well-intentioned efforts fall short because they weren’t focused on addressing the root causes of the issues they were targeting. Strategic giving requires us to think long-term and to ensure that our resources are being used in the most effective way possible.
In my work, whether in education or healthcare, I’ve always looked for ways to invest in programs that have lasting impact. For example, instead of just funding a school supply drive, we might invest in teacher training programs that elevate the quality of education over the long term. In healthcare, we focus on preventative care and education because we know that’s what will reduce the strain on the system in the future. It’s about being thoughtful, making data-driven decisions, and always asking, “How can this effort continue to grow and help more people after we’re gone?”
How do you approach leadership development for the next generation, particularly in education and healthcare?
Leadership isn’t something that should be reserved for a select few. I believe everyone has the potential to lead, and that’s why I’m passionate about creating programs that nurture leadership skills early on. In education, for example, we encourage students to take on leadership roles through extracurricular activities, group projects, and mentorship programs. It’s not just about teaching them to be good students, but about helping them understand how to inspire and lead others.
In healthcare, leadership development is critical, particularly given the high-pressure environment. Healthcare leaders must be emotionally intelligent, resilient, and able to make quick decisions while balancing compassion with clinical expertise. I believe leadership programs should focus not only on technical skills but also on emotional intelligence and ethical decision-making. When we invest in young leaders, we’re ensuring that the future of both education and healthcare is in capable hands.
What drives your ongoing commitment to philanthropy and community service, and how do you choose which initiatives to support?
My commitment to philanthropy is deeply rooted in my belief that we have a responsibility to lift others as we climb. Growing up, I saw my parents dedicate their lives to helping others, whether through education or healthcare, and that left a lasting impression on me. I firmly believe that those of us in positions of privilege or power have a duty to use our resources to make the world better.
When choosing which initiatives to support, I always focus on long-term impact and sustainability. I look for projects that align with my core values and that address systemic issues in a meaningful way. Whether it’s disaster relief or supporting educational programs in underserved communities, I ask myself, “How can this effort create lasting change, not just a temporary fix?” That’s what drives my philanthropic work—creating a legacy of empowerment and progress.