The Empty Promise of Remote Leadership

The resignation of Dr Leanne Geppert from Victoria’s flagship new youth mental health service, Parkville Youth Mental Health and Wellbeing Service (PYMHWS), has left many wondering what exactly went wrong behind closed doors. Or rather, miles away.

On the surface, it’s a tale as old as time: an executive leaves under pressure, citing “difficult” and “deeply considered” decisions made after years of dedication to the organization. But scratch beneath the veneer, and you’ll find a web of problems that speak volumes about the perils of remote leadership.

PYMHWS was touted as a beacon of hope for Victoria’s struggling youth mental health system when it opened its doors in June 2025. Its promise was simple: expert care, compassion, and community all rolled into one. But what this service has delivered instead is a litany of complaints from staff about deteriorating patient care, frustration with absentee management, and an exodus of senior medical staff.

Geppert’s decision to oversee the role from her Queensland base raises questions about accountability, availability, and ultimately, effectiveness. A leader cannot truly prioritize patient care when their primary focus is on managing a team from afar.

The recent incident in which masked intruders assaulted two people at the service’s Sunshine campus highlights the alarming state of affairs within PYMHWS. This is not just a matter of security; it speaks to deeper systemic issues that have been brewing for some time.

Board Chair Bowtell praised Geppert’s “extraordinary contribution” and dedication to the organization, but this praise rings hollow in light of the problems that plagued her tenure. One cannot help but wonder if Geppert’s resignation was a hasty response to growing pressure rather than a considered decision.

PYMHWS now embarks on the process of selecting an interim CEO. As they do, they would be wise to consider what this means for their future. Will they learn from their mistakes and prioritize hands-on leadership? Or will they perpetuate the same remote management practices that have led to such dire consequences?

The case of PYMHWS is not unique. Similar tales of absentee executives and faltering institutions can be seen across various sectors, from healthcare to education. It’s a reminder that leadership is not just about making decisions; it’s about being present, accountable, and committed to the mission.

As PYMHWS moves forward, one thing is certain: they must do more than simply replace their CEO – they need to fundamentally rethink their approach to leadership and prioritize patient care above all else. Anything less would be an insult to the very people this service was established to serve.

The clock is ticking, but it’s not just about finding a new face for the organization. It’s about rebuilding trust, restoring faith in the system, and ensuring that those who need help most – Victoria’s youth – receive the care they deserve.