A hospital invoice is easy to mistake for paperwork. One invoice is a request to pay. Hundreds of thousands of them, moving through different institutions, become something else: a record of what a system buys, where it slows down and what it values. Janice Mundell has spent much of her career in that conversion - taking work that sits behind the visible moment of care and making it legible as strategy.
Mundell is Chief Marketing Officer and Senior Vice President, Strategy at Mohawk Medbuy Corporation, a Burlington-based, not-for-profit organization that pools procurement and other shared services for health-care and public-sector members across Canada. The official title places marketing beside strategy. Her public record fills in the space between those words: business development, communications, data, project management, accounts payable and the patient work of getting institutions to move together.
It is a career made of connective tissue. The outputs are contracts, systems and announcements. The underlying job is translation. A finance team speaks in controls. A hospital department speaks in immediate needs. A supplier speaks in capacity. A project office speaks in milestones. A shared-services executive has to hear the differences without losing the common objective.
Learning to work between functions
Before the C-suite, Mundell’s reported career moved through advertising, marketing and business development. Public professional profiles associate her with United Co-operatives of Ontario, GROWMARK and TruServ Canada. By 2013, government disclosure records listed her as Director of Business Development and Strategic Planning at Mohawk Shared Services. The shift in vocabulary is revealing. Advertising is about attention. Business development is about opportunity. Strategic planning is about choosing which opportunities the organization can actually absorb.
Her continued education followed that widening remit. Mundell appears in the Public Relations program in Ryerson University’s spring 2016 convocation record. A later professional profile lists a 2018 Community Shift fellowship through the Ivey Academy. The known record does not offer a confessional career narrative, but it shows someone adding formal communications and leadership study while already carrying operational responsibility.
In April 2015, Mundell appeared before the board of the Hamilton Niagara Haldimand Brant Local Health Integration Network alongside leaders from Mohawk Shared Services and Hamilton Health Sciences. The subject was not branding. It was the integration of hospital accounts-payable systems, including technology, centralization and human resources. The scene captures the breadth of her lane: business development represented in a discussion about systems and people.
A merger, then the real work
On June 1, 2017, Mohawk Shared Services and Medbuy Corporation completed their merger. Mundell, then Director of Business Development and Strategic Planning, was the named communications contact. The announcement described the scale of the new organization in the blunt arithmetic of shared services: more than 120 hospital members, more than $1 billion in member spend under contract, more than 300,000 accounts-payable invoices processed each year and more than $2 billion in spending data analyzed annually.
Those numbers made the logic of the merger easy to state. They did not make integration automatic. Two organizations can share a name on day one while their habits, systems and expectations take far longer to converge. Mundell moved into a vice-president role spanning strategic growth, business development and communications. It was the kind of portfolio built for the difficult middle: explain the new institution, find the next opportunity and help turn the combination into an operating model.
A purchase-to-pay case study from that period offers the clearest window into her approach. Mundell called the initial gathering a “visionary session,” but the group quickly selected a concrete target. Accounts payable offered the best prospect of a near-term return and a base for broader automation. The program directed participating hospitals’ non-wage invoices into a common process using electronic invoicing or scan-and-capture technology.
The interesting detail is that the interface effectively operated as nine systems inside one platform. Standardization created a consistent structure for analysis; configuration respected the needs of individual hospitals. This is the central tension of shared services. Force every member into a rigid template and the service stops fitting reality. Preserve every exception and the benefits of a shared view disappear.
Mundell’s title has evolved since then, but the same tension remains visible. Mohawk Medbuy’s current leadership page identifies her as Chief Marketing Officer and Senior Vice President, Strategy. Other recent professional listings have attached business intelligence and the project management office to her remit. Marketing explains the promise. Data tests it. Project management gives it an owner and a date.
The project behind the partnership
In August 2025, Mohawk Medbuy announced that Partners Community Health had joined as a member. Membership followed a multi-year collaboration to prepare Wellbrook Place in Mississauga, two long-term-care homes with a combined 632 beds. The work ran from contract optimization and project management to inventory planning and the design of onsite supply space. Beds and lifts mattered, but so did thousands of less visible items and the choreography required to have them ready.
“We’re excited to officially welcome PCH as a Member and honoured to have worked with them on a project of this scale and scope,” Mundell said in the announcement. She pointed to Mohawk Medbuy’s supply-chain expertise and supplier relationships, then looked forward to extending the partnership. The quote is corporate, but the sequence behind it is worth noticing. The relationship became official after the organizations had already done difficult work together.
Trust in institutional settings is rarely created by a slogan. It accumulates through deliveries, decisions, corrected mistakes and deadlines met. A partnership announcement can describe that trust. It cannot manufacture it. In Mundell’s record, communication tends to arrive attached to operating evidence: a merger with enumerated scale, a systems program with a defined workflow, a membership built on a completed project.
Strategy reaches the supply chain
The scope has continued to widen. In Mohawk Medbuy reporting circulated by Canadian hospitals in 2025, Mundell signed as Chief Marketing Officer and Senior Vice President, Strategy alongside Chief Operating Officer Peter Longo. The document described a focused environmental, social and governance team responsible for program development and for supporting members in building a more sustainable health-care supply chain.
That responsibility places strategy in another network of trade-offs. Procurement has to consider price and availability, but also resilience, environmental practices and supplier conduct. The work is not accomplished by adding an ESG paragraph to an annual report. It requires standards, data and decisions inside the purchasing process - precisely the territory where Mundell’s earlier work had connected institutional goals to shared infrastructure.
Her recent public activity remains economical. When Nova Scotia Health joined Mohawk Medbuy, she wrote that she looked forward to continuing work with the team. In a discussion about artificial intelligence, she encouraged people to keep thinking about its impact. Neither comment is a manifesto. Together they suggest the subjects on the desk: national relationships and the changing role of information in how institutions operate.
The work that disappears when it works
Mundell’s career resists the familiar executive profile built around a single invention or a dramatic founder story. Her work is distributed. It appears in board minutes, merger notices, implementation studies, compliance reports and partnership announcements. That documentary trail suits the job. Shared services succeed when many organizations can use common machinery without having to think about the machinery all day.
The most useful lesson is not that every marketer should run a project office or every strategist should study invoices. It is that categories inside an organization are often less tidy than the chart suggests. Communications can reveal whether a promise is clear. Data can reveal whether it is true. Project management can reveal whether anybody is responsible for making it happen.
At Mohawk Medbuy, Mundell has worked at those junctions for more than a decade, from the strategic-planning role documented in 2013 through merger and growth into the current executive team. The titles have changed as the institution has changed. The through-line is coordination: getting the words, numbers, systems and people to describe the same reality.
A bed arriving before a new facility opens is not a headline. An invoice moving cleanly through approval is not a headline. A contract that gives member organizations useful scale while preserving the fit of local operations is not a headline. They are the conditions that allow more visible work to happen. Mundell’s story is a reminder that strategy often lives there - in the consequential background, where an institution keeps its promises.