Q. What career path led you to your current role, and what have been the pivotal moments along the way?

My career began in academia, where I completed my PhD before moving into biotech and scientific roles. Alongside this, I also continued my education, studying business management, which eventually led me into the pharmaceutical outsourcing world and where I started preparing for managing director responsibilities. Over the years, I’ve held various roles, including project and client management, head of business development and business operations leadership roles.

I then transitioned into global management, leading multi-partner, goal-oriented projects. Today, I serve as Managing Director at Admescope, a Symeres company in Finland, focused on ADME and toxicology services. I lead a team of around 50 people and am part of the Symeres management team.

Q. Have you faced any obstacles in the pharmaceutical industry that you believe were tied to being a woman?

I recognize that other women have faced, and continue to face, obstacles due to their gender, but I’ve been fortunate to work in organizations with strong equality mindsets and haven’t experienced any personally. My career has always been shaped by trust in my own skills and capabilities and I’ve never felt that gender has played a positive or negative role in that.

Q. What has been your greatest accomplishment, and what made it particularly meaningful to you?

In my current role as Managing Director, I’ve led my team members through several major transformations. Guiding and coaching people through change has been deeply rewarding.

Rather than a single standout achievement, I’m proud of a series of milestones, including leading cross-functional teams to improve productivity, streamline collaboration and enhance customer satisfaction. Across all these experiences, effective change management has been a common thread and a key driver of impact.

Q. Who inspired you early in your career, and what advice would you give to young women aspiring to follow in your footsteps?

Early on, my PhD mentors, who were both men, played a pivotal role. They encouraged me to embrace challenges, be ambitious and reach high.

One piece of advice I’d share is to always approach the person in any professional setting who might have the greatest impact on your career, even if it feels intimidating. Be brave. Don’t underestimate yourself.

I remember approaching a highly respected professor while finishing my PhD. I was terrified, but he received me warmly. That experience taught me the power of courage and self-belief.

Q. Have you observed any barriers to career progression in the pharmaceutical field, particularly around leadership roles or international exposure?

Personally, I haven’t encountered barriers of that kind. Having worked in both European and U.S.-based organizations, I’ve seen gender equity consistently valued and practiced.

In Northern Europe, particularly in countries like Finland and the Netherlands, equality in leadership is quite normal. Finland, for example, was the second country in the world to grant women the right to vote, in 1906. That long-standing cultural foundation of equality is reflected in our workplaces today.

Of course, this isn’t universal, and it’s important that governments and organizations continue to foster environments where equality is embedded at every level.

Q. How important is it to educate and mentor emerging female leaders in pharma, and what role do you play in that?

Mentoring is incredibly important. While many women enter the pharmaceutical sciences, far fewer are visible in senior roles. Mentorship can bridge that gap by encouraging women to step forward, be confident and pursue leadership opportunities.

I’ve benefited greatly from mentorship myself, and it has shaped my professional perspective and personal growth. In my current role, I prioritize one-to-one discussions and personal mentoring. I don’t approach mentoring differently for men and women. For me, it’s about supporting every individual’s growth and aspirations.

Q. How has your experience been with diversity, equity, and inclusion at your workplace, especially regarding women in leadership?

At Symeres, diversity, equity and inclusion are embedded in our day-to-day operations, not just slogans for marketing materials. We truly live these values.

Currently, women represent 40% of our management team and 26% of all leadership roles. Interestingly, that’s a higher proportion in management than the 33% of women across our total workforce. This shows real progress but also reminds us that there’s always more to do.

Our goal is to continue building on this foundation by mentoring young women and supporting their development into future leaders in the life sciences.

Q. What role have male allies played in your advancement, and how can more men contribute meaningfully to equity in the field?

I’ve had both male and female mentors who’ve been equally important to my growth. I don’t believe the ability to mentor or support others depends on gender. It depends on one’s willingness to recognize potential and nurture it.

That said, organizations must remain aware that unconscious gender bias still exists. Recognizing it, addressing it and ensuring equitable opportunities for all employees is essential.

Q. Do you believe networking among women in pharma is essential for both career growth and open conversations about gender-specific challenges?

Yes, absolutely. Seeing women in senior positions can be very inspiring and motivating for others. Networking provides visibility, support and shared learning opportunities.

It doesn’t always have to happen face-to-face, either. Online communities and virtual connections can be just as powerful in building confidence and expanding professional circles.

Q. In your opinion, what practical steps can we take to increase female participation and retention in the pharmaceutical industry?

The most important steps are cultural. At Symeres, we’ve established clear codes of conduct and equality policies that define who we are as a company. These ensure everyone is treated fairly, without discrimination and that all employees have equal access to opportunities.

Beyond policies, visibility matters. Highlighting role models, both female and male, shows that success is built on merit and capability. However, we must also be careful not to overemphasize gender to the point where recognition feels tokenistic.

The goal should always be to value people for their talent, skills and contributions, while maintaining awareness that equality requires conscious, ongoing effort.