When I was first invited to provide my perspective on female leadership in pharma, I was admittedly surprised and wondered if there are special features on male leadership or why the experience of ‘female leadership’ should be seen as different from ‘leadership’ in general.

Leadership, in its essence, should be a universal concept, transcending gender. Additionally, the pharmaceutical industry has seen an increase in female representation in leadership roles since I started my career.

Women hold about 25% of executive committee roles in pharmaceutical companies within the FTSE 350, which is higher than the cross-industry average, and we also have notable female CEOs. Still, the ‘glass ceiling’ effect is prevalent, making it more difficult for women to advance to higher levels of management.

Reflecting (and researching) on the topic, one can see that while the pharmaceutical industry has made strides in increasing female representation, there is still work to be done.

Women continue to face challenges such as the gender pay gap, underrepresentation in leadership and biases in research funding. Factors such as unconscious bias, stereotypes about women’s leadership abilities and networking challenges contribute to these issues.

These observations prompted me to consider my own journey and how representative (or not) it was of the challenges and opportunities women may face in our field.

When I first joined the pharmaceutical industry, I didn’t anticipate that there would be significant differences in how roles were distributed between men and women, and I was more concerned about being junior and how to gain the respect and trust of my peers.

I assumed that merit and expertise would be the primary determinants of career progression. Still, it was sobering to see that certain roles were predominantly male-heavy.

Positions in senior management, R&D leadership and technical operations often had a noticeable gender imbalance. This observation was not unique to my experience; it reflects broader trends within society that are also present in the pharma industry.

The pharmaceutical sector thrives on the STEM (science, technology, engineering and mathematics) disciplines. These fields are the backbone of innovation, driving the development of new drugs, therapies and medical technologies.

Women working in pharma should feel confident and capable in these areas, as their expertise is just as valuable as that of their male counterparts. The challenge lies in overcoming the stereotypes and biases that can undermine their confidence and hinder their career advancement.

This is one of the key reasons why female representation in senior roles is so important, through its impact on inspiring future generations of women. When young women see females in prominent positions, it sends a powerful message that they too can aspire to such roles.

Representation matters because it shapes perceptions and aspirations. It provides role models who demonstrate that success in STEM and leadership is attainable regardless of your gender.

The journey towards greater female representation in pharma is multifaceted. It involves the recognition that we all carry biases and should be aware of how they may create barriers for diversity (not exclusive to gender).

Addressing systemic barriers, promoting inclusive policies and fostering a culture that values diversity has proven to have significant positive impact.

In this context, ‘sending the elevator down’ practices, acknowledging that part of your role as a leader is to help others advance in their careers, providing opportunities for those who are climbing the career ladder, ensuring that they have the guidance and resources needed to succeed are crucial.

Similarly, establishing mentorship programmes where experienced male and female leaders can guide and support younger women in their careers.

I cannot thank enough the different individuals, male and female, that took the time to listen to me with curiosity and helped me reflect.

Companies should implement hiring practices that actively seek to diversify their workforce. My personal view is that one should not create quotas but promote recruitment processes that are free (as much as possible) from bias, such as having ‘blinded’ CVs.

As an industry, we should also invest in training to help employees recognise and address unconscious biases. This can help create a more equitable environment where women are judged based on their abilities rather than stereotypes.

Offering flexible work arrangements for both genders can help women balance their professional and personal responsibilities.

This is particularly important for those with caregiving duties (for children and/or the elderly), as it allows them to pursue career advancement without feeling they must sacrifice their personal lives.

Providing training and development programmes truly tailored to the individuals can help them build the skills and confidence needed to take on senior roles. In my particular case, I have had the privilege of feeling this directly.

I had a fantastic female manager who stretched me through different assignments and projects, honing my skills and encouraging me to learn new things, supporting me, sharing her own network. Often though, your strongest support may not necessarily come from your direct manager.

Sponsorship, where senior leaders actively advocate for the advancement of women, can also make a significant difference.

In my previous company, the head of R&D created amazing development opportunities for me, internally within the company but also representing him in external fora. I am happy to have these individuals (and others) within my network.

The experience of female leadership should not be viewed differently from leadership in general, but it should also be about empowering others to achieve their potential.

Regardless of where you are in your career, you can always support others who are more junior and have the capabilities and personal drive needed in leadership.

By promoting gender diversity and creating an inclusive environment, the industry can benefit from the unique perspectives and talents that women bring to the table.  This, in turn, will inspire future generations of women to pursue careers in STEM and leadership, driving innovation and progress in the pharmaceutical sector.

My advice to women in pharma? Choose a company that creates the right environment for you to thrive, and call out bias when you see it. Actively support and promote other women’s achievements.

Advocate for their inclusion in projects, leadership roles and opportunities that can help them advance. Introduce them to your professional network. Help them build connections that can provide support, advice and opportunities.

And not least – keep going! Everyone has good days and bad days, regardless of their gender.