ANPD believes that no matter your role in the practice of nursing professional development (NPD), you belong in our community. That’s why our Specialty Spotlight series highlights members furthering NPD goals in unique and invaluable ways. Today, the spotlight is on Kelly Bugos, MS, RN, ANP-BC, NPD-BC, AOCNP, director for professional development and the APP Fellowship at Stanford Health Care.

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Can you describe your career journey, and how you ended up in your current role? 

I began my nursing career as a bedside nurse in oncology, followed by roles that broadened my clinical and program-building horizons. I earned my Bachelor of Science in Nursing from the University of Rochester and later a Master of Science in Nursing as an adult nurse practitioner from UCSF. My early career included roles as a nurse practitioner in hematology and in the Blood and Marrow Transplant (BMT) program, where I also served as a clinical program project manager, helping to align clinical care with program strategy.

Over the years, I expanded into survivorship care, creating and managing the cancer survivorship program and later taking on specialty coordination for advanced practice provider (APP) fellowship program. In 2011, I began focusing on the intersection of clinical practice and professional development, serving as cancer survivorship program manager and, for several years, as a key contributor to APP education and transition initiatives.

My broader leadership journey at Stanford Health Care sprang from recognizing two pivotal needs: clinical APP practice excellence and structured leadership development. In 2018, I became manager of advanced practice, and in 2019, I advanced to director of the APP fellowship program and, later, to director of advanced practice—professional development.

Thirty-something years into my career at Stanford, I have the privilege of combining direct NP practice in cancer survivorship with system-level work that builds APP leadership and supports successful transitions into practice. The dual focus—clinical excellence and leadership development—has been the throughline of my path, culminating in the current role where I oversee both the APP fellowship program and ongoing professional development for APPs. The aim is clear: cultivate clinicians who grow into capable, engaged leaders who can sustain high-quality patient care while advancing the practice of APPs in our organization.

Is this a new role? 

Yes. The role emerged from the recognition that APPs are providers who require structured professional development to grow, stay engaged, and remain connected to patient care. A formal focus on APP transition to practice, mentorship, and yearlong fellowship programs supports individual professional growth and long-term retention. The role also emphasizes leader development within shared governance and operational leadership—ensuring APPs can contribute to organizational strategy and quality improvement while continuing to deliver excellent patient care.

What does an average day in your position look like?

An average day blends people leadership with program design, process improvement, and clinical practice. My core hours are spent leading teams, mentoring or coaching APPs, strategic process improvement work, and staying aligned with operational changes through routine organizational meetings. I typically reserve 10% to 15% of my schedule for program design and focused, strategic work, ensuring that our onboarding, competency development, and curricula stay current and evidence-based. I also continue to practice clinically as a nurse practitioner in cancer survivorship, which keeps me grounded in the realities of patient care and informs the development work I do for APPs.

How do you apply the NPD Scope & Standards of Practice in your role?

I apply the Nursing Professional Development: Scope and Standards of Practice (Harper & Maloney, 2021) as a framework for every facet of professional development in my portfolio. This includes designing orientation and onboarding programs for new APP leaders, defining competencies, and crafting curricula that support progression and evaluation for APP fellows and program leaders. I emphasize adult learning principles to ensure that training is practical, relevant, and transferable to clinical and leadership settings. I actively foster interprofessional partnerships to strengthen programming and quality improvement efforts, and I mentor APP leaders who are interested in evolving into professional development specialists themselves.

What is a professional achievement you are proud of? 

A central achievement has been building a sustainable, leadership-focused APP development ecosystem. In 2022, I identified a gap: Trusted APPs with strong clinical expertise were becoming operational APP leaders without a clear, tailor-made transition to leadership roles. In 2023, I delineated 12 essential functions for APP leadership roles, formed a cross-disciplinary team, and hosted an all-day training for APP leaders. The engagement and energy of bringing people together in person was transformative—people felt connected, confident, and ready to lead. By 2024, we redesigned and launched the APP leader onboarding days and an orientation guide, and converted a monthly meeting into a forum for just-in-time microlearning on operational essential functions, leadership, personal resilience, and communication skills. This foundation set the stage for ongoing leadership development and knowledge sharing. Looking ahead, I’ll lead phase three to elevate the programming to further support APP leaders' operational roles, translating leadership development approaches that work for APPs into broader operational leadership needs.

What challenges do you navigate in this position? 

Balancing professional development with clinical demand is an ongoing challenge. APPs are clinicians first, with patient care as their core mission, so timing and prioritization of professional development are critical. I balance this priority with standard times for meetings, events, and workshops; aligning program initiatives with patient care priorities; and setting realistic expectations for what can be accomplished within given times. Another challenge is maintaining continuity and momentum across programs as teams change; the solution lies in clear governance, structured handoffs, and a robust mentorship framework that sustains progress even as personnel shift.

What advice do you have for NPD professionals looking to find a similar career path? 

Look for a gap that matters—then think broadly about how to bridge it. Do not limit your view to nursing; leadership development often sits at the intersection of care delivery, education, and organizational strategy. Innovate solutions that fill the gap you have identified, and design programs that are sustainable, scalable, and relevant to both clinicians and patients. Seek mentors, build cross-disciplinary partnerships, and stay curious about how adult learning and change management principles can strengthen transition-to-practice initiatives. Most of all, pursue what you love—the work that energizes you will sustain you and positively influence those you lead.

Closing note: Thank you for the opportunity to share my journey and the work we are doing to advance professional development for advanced practice providers. If you’d like to connect for further discussion on APP leadership development, transitions to practice, mentorship or fellowship program design, I can be reached at kbugos@stanfordhealthcare.org.