Chad Mayes Interview by Evelyne VuTien

1. You have served as a leader in the California State Assembly and worked across party lines. How has your legislative experience shaped your approach to advocacy today?
   
   Here’s what I learned pretty quickly – people are not nearly as far apart as it can sometimes seem. Most people in public service are there because they want to help someone.
   
   What that taught me about advocacy is simple: stop leading with what you want. Start with what you both care about.
   
   When I’m working with CSPD, I’m not walking into a legislator’s office saying, “pediatric dentistry needs this.” I’m walking in saying, “there are kids in your district sitting in classrooms right now in pain, and we can fix that.”
   
   That’s a different conversation. And it gets a different response.
   
   
2. Looking back at your career in public service, what experiences most shaped your approach to leadership and collaboration?
   
   Honestly, the hard ones.
   
   The moments that shape you are when you have to sit down with people who see things differently and still find a way forward. That forces you to listen more carefully and lead with respect.
   
   One thing that has stayed with me is this: it’s easy to talk about policy in the abstract. It’s much harder when you’ve looked someone in the eye and understand what that policy means in their life.
   
   Whatever room I’m in, I try to remember there’s always a human being at the end of every decision.
   
   
3. What are the most effective strategies for elevating pediatric dental issues within legislative priorities such as budget and health committee discussions?  
   
   The most effective strategy is to make the issue real and relatable. Data is important, but it is the human impact that drives decision-making.
   
   When you connect pediatric oral health to a child’s actual pain or their ability to learn, a parent’s ability to stay at work, and a family’s overall stability, the conversation shifts. It becomes less about a specific program and more about health and long-term outcomes.
   
   It is also important to stay engaged throughout the process. The organizations that are most effective are the ones that show up early, remain consistent, and continue reinforcing their message at every stage.
   
   
4. You have been instrumental in securing key meetings for CSPD with Senate Health Committee and Budget Committee leadership. What strategies do you use to gain access to these high-level decision-makers?
   
   Access is built on credibility, preparation, and relationships. Decision-makers are more open to engagement when they know the conversation will be focused, thoughtful, and solution-oriented. 
   
   We are intentional about how we approach those meetings. That means bringing the right voices into the room, clearly defining the issue, and connecting it to their priorities. Timing is also critical. Engaging early, particularly during the budget process, allows you to be part of the conversation before decisions are finalized. 
   
   
5. From your experience working with CSPD, what strengths does pediatric dentistry bring to the policy conversation that other healthcare sectors may not?
   
   Pediatric dentistry brings a uniquely compelling perspective because it is centered on children and families. There is a clear understanding that when children cannot access care, the impact is immediate and long-lasting.
   
   There is also a strong focus on prevention, which aligns with the state’s broader goals around improving outcomes and managing long-term costs. And importantly, CSPD members bring real-world experience.
   
   That perspective carries weight in a way that policy language alone never can.
   
   
6. What are the key decision points in California’s legislative process where advocacy organizations can have the greatest impact?
   
   Most organizations show up too late.
   
   The earliest stages – when ideas are still being shaped – are where you can have the most influence.
   
   Once positions are set, it becomes much harder to move them.
   Committee hearings are where the issue is defined publicly. The budget process is where priorities become real. And the final weeks before decisions are made are where relationships and trust can make the difference.
   
   But one of the most overlooked opportunities is the quieter time, when there is space to build relationships and help decision-makers understand the issue before it becomes urgent.
   
   
7. What do you see as the most pressing threats and opportunities for pediatric oral health policy in California over the next 5–10 years?
   
   The most immediate challenge is maintaining access to care. Financial pressures on providers can directly affect whether children, especially in underserved communities, are able to receive care.
   
   At the same time, there is a meaningful opportunity to better integrate oral health into the broader healthcare system. As California continues to emphasize prevention and whole-person care, pediatric dentistry is well positioned to be part of that conversation.
   
   
8. What motivates you to continue working in public policy and advocacy today?
   
   What keeps me in this work is the belief that good policy can genuinely improve people’s lives.
   
   When you see how decisions made in Sacramento affect whether a child gets care or a family gets relief, it becomes very real. That responsibility stays with you. And it is what makes the work meaningful. I also enjoy the challenge. Every issue is different, and every solution requires a mix of strategy, relationships, and persistence.
   
   
9. What message would you like CSPD members to take away about the importance of their voice in shaping healthcare policy?
   
   I want every pediatric dentist in California to understand this: you are not just clinicians. You are the most credible advocates in the room.  When you show up - in person, in Sacramento, in their district offices - you change the dynamic entirely.  
   
   The cuts being proposed right now are not inevitable. They are a political choice, and political choices can be reversed by organized, persistent, morally grounded people who refuse to be quiet. Don't outsource this fight to consultants and trade associations alone. Show up yourself. Tell a patient's story. Put a face on the data. That's what moves votes. 
   
   Your voice is the most powerful tool CSPD has – and the children of California are counting on you to use it.

Chad Mayes | Managing Partner | Genesi LLC
Phone: +1 760 413-9048 | www.genesi.llc