40DAILY NEWS CPHI 2025 FRANKFURT DAY 1 | 28th October 2025 In addition to having the benefit of strong female role models from early in my career, one of the standout female leaders outside of the pharma industry I’ve been enthusiastically following lately is Mira Murati. She truly embodies the spirit of a young female leader who has navigated her way through a male-dominated industry with remarkable success. Mira is a principled leader, proud of her roots, and her unwavering expertise in artificial intelligence reflects a thoughtful blend of optimism and caution. She confidently stands up for her beliefs, making her an inspiring role model for the next generation of female leaders not just within the tech industry, but across all different arrays of businesses. How has your experience been with diversity, equity, and inclusion at your workplace, especially regarding women in leadership? Recognizing differences amongst our team members in the Ensera business and partners within the industry more widely is very important. I’ve always rooted for people around me based on their intellect, willingness to step up, tackle things that are outside of their comfort zone, their professionalism, and getting the job over the finish line, while inspiring others to do the same, or even better. I believe that this is what diversity, equity and inclusion is. I am delighted to work with exceptional women leading in strategically important areas of the business right across the Ensera Group, including in marketing, our design and product development operations in the UK, senior sales roles in Malaysia and Poland, and quality and regulatory in the US. Their unique strengths and diverse skills are instrumental in fostering a richer, more genderrepresentative workforce that enhances our overall success. Together, we can leverage these talents to create an even greater impact within our industry. What role have male allies played in your advancement, and how can more men contribute meaningfully to equity in the field? It is some of the male allies alongside the women I’ve met in my career who have encouraged me to push my boundaries and explore new opportunities. By actively trusting and supporting women, and recognizing the diverse skills they bring, men can play a crucial role in building an inclusive environment where women feel empowered to take on tasks or roles that have historically been dominated by men. When male allies champion opportunities for women, it opens the door for them to deliver exceptional results. Establishing mutual respect and trust among colleagues, regardless of gender roles, is essential. We should encourage one another to improve, think innovatively, and work together towards better solutions and outcomes for all. This collaborative mindset fosters stronger teamwork and leads to greater success for everyone involved. Do you believe networking among women in pharma is essential for both career growth and open conversations about gender-specific challenges? Women have a remarkable talent for networking, often without even being aware of it. Networking is essential for career advancement, and for women the ability to forge connections with one another is particularly vital. These relationships create a rich environment of understanding, support, and mentorship, which can be invaluable in navigating the complexities of their careers. By cultivating these connections, we can empower each other to achieve greater success. For example, I’m looking forward to being part of the panel at CPHI’s leadership summit event in Frankfurt. And I had the privilege of being the opening speaker at the Association of Malaysian Medical Industries annual summit earlier this month. I’ve met so many incredible women leaders from the industry that came from Australia, Singapore, Malaysia, and the UK. The instant connections we formed and the strong bonds we created are a testament to the power of collaboration in our industry. In your opinion, what practical steps can we take to increase female participation and retention in the pharmaceutical industry? We must broaden our perspective on talent beyond the conventional career path. Relying solely on a candidate’s education and career history limits our options. Instead, we should embrace individuals who have a blend of soft and hard skills, and who demonstrate potential and a strong willingness to learn. Hiring those from non-traditional backgrounds should be viewed as an opportunity rather than an obstacle. I firmly believe that candidates with the right mindset—those eager to be mentored, willing to step outside their comfort zones, and ready to implement feedback—can bring immense value to organizations in our industry. Their drive and adaptability are key attributes that can lead to success. WOMEN IN PHARMA
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