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For most of my career, I looked around the room and saw male C-suite leaders. This was especially true in healthcare, even across companies that largely serve women. I came to realise that the industry didn’t have the CEO I was searching for. I was looking for a female leader who understood both the business and the experience of the patients that they served. At that moment, I decided that I would take on that role myself.
In 2023, with just two days’ notice, I transitioned into the CEO role after more than 20 years in brand and marketing leadership across Fortune 500 companies, disruptor brands, and consumer health startups. Those experiences taught me that leadership doesn’t have to follow a blueprint. When the traditional approach isn’t serving the people you are trying to reach, you have to build a new path forward.
Stepping into the CEO role wasn’t just a career pivot, but a necessary step to redesign the kind of workplace and company culture I wanted to be a part of. From leading with empathy to making space for women’s lived experiences in the boardroom, I’ve learned what it takes to reimagine leadership in industries that have historically underrepresented and undervalued women—both as leaders and consumers.
Female leadership is still the exception in healthcare, even in sectors that focus on women’s health. Though women make up a majority of the healthcare workforce, their representation in executive positions remains strikingly low. The healthcare industry lags in diversifying leadership; only 15% of health system CEOs are women. To be clear, I’m not advocating removing men from their roles as CEO. Diversifying the industry and creating truly balanced leadership teams, however, is critical. Doing this allows the industry to reflect the populations it serves.
Companies also benefit from having more women in leadership. Research by McKinsey shows that company profits and employee performance were up to 50% higher at workplaces where women are well-represented. Boardrooms also benefit when leaders bring both strategic expertise and an understanding of the audience they serve, whether it’s patients, consumers, or employees.
Women aiming to break into those spaces need to be more than just a business leader; they need to be a culture-shifter. Demonstrating this link earns credibility with peers and ultimately, the top role in a space that men have historically held.
My journey to CEO was anything but ordinary. Healthcare CEOs often come from finance, operations, or medicine backgrounds, not marketing. That made my path unconventional, but it also gave me a unique lens. My marketing background trained me to listen closely to patients, understand their needs, and translate them into solutions that feel approachable.
As CMO, that perspective helped us grow by meeting women where they were, whether that was through streaming audio, influencer partnerships, or out-of-home campaigns that sparked everyday conversations. What mattered wasn’t the channel itself, but the trust we built and the stigma we helped dismantle.
That same mindset guides me as CEO. Instead of chasing every new trend, we made a conscious decision to strengthen our community through consistent content, meaningful dialogue, and programs that support women across life stages. Of course, growth is important, but only if it creates a company that feels like a true partner in women’s health.
For other women eyeing leadership transitions, know that it is possible. And don’t underestimate the skills you’ve already perfected, whether that’s in marketing, operations, or another field. All of those capabilities, and more, can form the foundation of effective, authentic leadership.
Building brands that reflect the needs of their customers starts with who is in the C-suite. Companies that elect leaders who understand the lived experiences of those they serve can provide solutions that are more personal, impactful, and accessible. This is especially the case when it comes to women’s health.
It’s also important to extend the same mindset internally. This is what’s going to allow workplace culture to be inclusive and supportive, where every team member feels valued and motivated by the company’s shared mission. For example, if you position yourself as an industry leader in a specific area (i.e., social responsibility), your benefits package should align with that mission. If you stand for abortion rights, benefits like PTO following an abortion (and travel expenses for employees who live in states with restrictive reproductive rights) should be the norm in your organisation.
The future of work isn’t just about remote or hybrid models; it’s about inclusivity. If companies want to continue to remain relevant and thrive, they need to mirror the increasingly diverse workforces and customer base. That means creating opportunities for women and other underrepresented groups to lead, not just participate.
Inclusive leadership trickles down to create stronger teams that are more effective, efficient, and have higher morale. The more perspectives we bring into the decision-making process, the more capable we are of creating solutions that meet real needs, especially for women and underserved populations.
ABOUT THE AUTHOR
Anisa Purbasari Horton is a contributing writer for Fast Company. She has written about the intersection of work and life, psychology, money, and leadership for more than 7 years.