Woman In The Mirror | Healthcare Edition

Nitika: Welcome to another episode of Woman in the Mirror. In this podcast series, we go beyond leadership titles to explore the real stories of women shaping industries. I’m your host, Zinnov. Today, we’re diving into the healthcare industry, an arena where the stakes are incredibly high. The women you’ll meet today do more than just lead teams—they introduce fresh perspectives, champion inclusivity, and lead with empathy. They are transforming how we think about healthcare, influencing everything from the boardroom to hospital wards.

Today, we are privileged to welcome three incredible women who are not just leaders but pioneers in healthcare: Lene Hylling Axelsson from Novo Nordisk, Kalavathi G.V. from Siemens Healthineers, and Mohua Sengupta from Novartis Corporate Center, India.

Each has a unique story of triumph and innovation that has profoundly impacted the healthcare landscape. They inspire us with their commitment to inclusivity, empathy, and transformative leadership. So, let’s get personal and dive deep into their journeys.

Lene: So to your question, we’re actually getting close to three decades in the pharma industry. Some of it happened by coincidence, but for sure, some of it was planned. I come from a medical family—my father is a doctor, and my mother is a nurse—but I’m too emotional.

I didn’t want to become a doctor or a nurse, so I became an economist and businesswoman instead. I wanted to go into pharma, particularly because my family has Type 2 diabetes, and my grandfather passed away from complications. One of the interesting mid-sized companies in Denmark was Novo Nordisk.

I applied, and I was so lucky to get in—and the rest is history. Every time I thought it was time to try something new, an exciting opportunity came up. I’ve worked in operations both abroad and within the company, and I’ve developed all the way through. That’s why it’s now nearly three decades in the pharma industry.

Kalavathi: When I entered this industry nearly three decades ago, it all started after I finished my engineering degree. At that time, there were very few women in engineering. Initially, I was really interested in arts, music, and dance, and I wanted to pursue those passions. But my love for math, combined with my desire to make a difference to many people, pulled me back to engineering. Looking back, I’m extremely happy with that choice.

After getting married, I spent the first six months in a place called Neyveli in Tamil Nadu, where my husband was working. During those six months, I enjoyed serving my family and settling in. But the engineer in me was restless—I knew I had learned so much, and I wanted to make a difference. It was around this time, by coincidence, that I joined the healthcare industry.

I started out as an architect focused on technical aspects, but eventually, I felt I needed to become a business leader to have greater influence over larger populations. So, I paved a path for myself in the U.S. and took on segment leadership roles. One of these roles was in a new modality called PET-MR, focusing on oncology.

I’ve stayed in healthcare because I love the purpose—saving lives and making a difference in people’s lives.

Mohua: During my academic years, all I cared about was getting good grades. After that, I had a short stint at the Unit Trust of India before moving to the U.S. for my MBA. I didn’t have any grand plans—I just wanted to do my MBA.

After finishing it, I moved to Canada because I loved it. I didn’t realize at the time that to work in Montreal, I would need to know French, but I jumped in anyway. I’ve never been a great planner when it comes to my career. I’ve always followed my instincts, and I think I’ve been lucky—that’s how it all started.

The only thing I consciously do is always look for a bigger challenge. If you look at my career, you’ll see that I’ve taken roles to either start something new or fix a problem. Or, when a company is at one level, I take on the challenge of helping it reach the next orbit.

Nitika: As Eleanor Roosevelt once said, “Do one thing every day that scares you.” That’s the mantra Mahua lives by. She dives into challenges headfirst, whether it’s starting something from scratch or turning a company around. After all, the real fun lies in taking on something that scares you just a little.

Let’s talk about challenges.
Every leader faces them, but for these women, the stakes were often higher—balancing career ambitions with family and dealing with the pressures of leadership in an industry where inclusivity was rare. Here’s how they handled it.

Kalavathi: I took up some roles that were quite challenging, starting from my time in the U.S. That was when multinationals were setting up their operations here, trying to leverage India. Initially, we were just an outpost, ready to serve—whatever was given to us as software engineers, we had to deliver.

But slowly, the leader in me began to think about what differentiates Indian talent. It wasn’t just the cost; it was the intellect we brought to the table. I was working on something to predict the lifespan of CT tubes—one of the most expensive components. If we could predict failures accurately, we could increase their availability, helping serve more patients.

At the same time, I focused on how to integrate the U.S. and Indian cultures to get the best from both. I was also involved in acquisitions, and eventually, I helped shift some global products to be managed entirely from India, end-to-end, because healthcare is a global problem.

Mohua: I faced a lot of challenges early in my career. In one of my earlier roles, I was asked to start a consulting and domain group from scratch. It was just me—me, myself, and I. I had to build everything from the ground up, starting with blueprinting.

Most of the roles I’ve taken involved either building something new or fixing a problem. Sometimes, the company was struggling and needed someone to come in and start everything from scratch—right from strategy.

Today, younger people tend to focus more on vertical growth. But for me, in my early years, horizontal growth was more important. And in the long run, that approach has helped me. Now that I’ve reached a certain age, I’ve already explored multiple areas.

Nitika: Kalavathi and Mohua highlight a critical yet often overlooked aspect of career development: true leaders don’t just climb the corporate ladder—they build a diverse portfolio of experiences. Authentic leadership means embracing a broader vision and engaging with challenges that push us to think beyond conventional frameworks.

Nitika: Let’s explore the elusive concept of balance—the one goal we are all tirelessly pursuing. For women, this pursuit often comes with additional complexities: navigating professional ambitions, raising children, and caring for aging parents—all while walking a delicate tightrope. For our guests, mastering this juggle has been a lifelong endeavor. Yet, each has carved out her unique path to equilibrium.

Lene: Now I’m a mother of three, with a husband, a dog, and elderly parents, so I know everything about trying to balance. And I have to disappoint everyone by saying it’s a constant struggle, even at my age and with my experience—it’s still a constant struggle.

But I’ve found that I have more peace and calmness around it today. I try my best, and I am very vocal about it, especially with my children. One of my best mentors is actually my youngest daughter. She’s 14, and she helps me by saying things like, ‘Mom, now you’re not in good balance,’ or, ‘Mom, now you’re a bit stressed,’ or, ‘Mom, now you’re not really listening, even though you’re here.’ That gives me a good temperature check, reminding me when I need to adjust and be more present.

The way I manage this is by being strict with my calendar. My children’s birthdays are always blocked, and I try to avoid working on weekends. I even try to avoid working at night whenever possible. Of course, it’s not always feasible, but I make the effort. My family knows they can always call me if there’s an issue, but they also know that if there’s radio silence from me, it means everything is fine. That allows me to focus on what I’m doing, and when I get home, I can be fully present with them.

Kalavathi: I’ve made many mistakes in life, and I’d like to confess one thing. My husband and I were so focused on my career—more than his—that we postponed having children. That was the biggest mistake I made because I was fearful that having a child would stop me from pursuing my dreams.

This is something I share with both men and women: there are certain things in life that need to happen at the right time, and having a child doesn’t have to be a barrier in your career journey. It can actually help if you take the right decision at the right time.

It’s all about prioritization, and you have to stand by the things you’ve prioritized. My parents and my husband helped me overcome those guilty periods, turning them into something more meaningful.”

Nitika: For Mohua, setting boundaries was non-negotiable. She prioritized time with her daughter from the start, making it clear that her child came first. The result? She earned respect for her clear priorities. When you confidently own your priorities, others take notice—and often follow suit.

Mohua: I’m pretty shameless, huh? So, for example, let me start with when I had my daughter, because that’s something that really takes up a lot of mindshare, right? At the time, I was working in IT services. My workday started with Australia and ended with the U.S., which made for very long days. I was traveling three times a month, but once I had my daughter, I knew she had to be my priority.

I made it clear—no qualms about it. Many times, women hesitate to say such things. But I told everyone: my daughter goes to daycare, and I pick her up at six. From six to eight, that’s her time. Once she’s in bed, I’ll be back online and available for calls, no matter how late they go. But for those two hours, unless the earth is falling apart, do not call me.

And what I’ve found is that people are generally very respectful of that.

Nitika: Now let’s explore the elusive concept of balance—the one goal we’re all tirelessly pursuing, especially for women. This pursuit often includes additional complexities: navigating professional ambitions, raising children, and caring for aging parents, all while walking a delicate tightrope. For our guests, mastering this juggle has been a lifelong endeavor. But each has carved out her unique path to equilibrium.

Lene, for example, has mastered the art of setting boundaries, often with a little help from her youngest daughter, who has a knack for keeping her grounded and present when life gets overwhelming.

Lene: Now I’m a mother of three, with a husband, a dog, and elderly parents, so I know everything about trying to balance. And I have to disappoint everyone and say it’s a constant struggle, even with my age and experience. It’s still a constant struggle.

But what I’ve found is that I have more peace and calmness around it today. I try my best, and I’m very vocal about it, especially with my children. One of my best mentors is actually my youngest girl. She’s 14, and she helps me by saying, ‘Mom, now you’re not in good balance,’ or, ‘Mom, now you’re a bit stressed,’ or, ‘Mom, now you’re not really listening, even though you’re here.’ That gives me a good temperature check—reminding me to change the balance and be more present again.

I’m strict with my calendar. My children’s birthdays are always blocked, and I try to avoid working over the weekends. I even try to avoid working at night whenever I can. Of course, that’s not always possible, but I make the effort. My family knows they can always call me if there’s an issue, but they also know that radio silence from me means everything is fine. It helps me concentrate on my work, and when I’m home, I can give time to my family.

Kalavathi: First of all, I told you I’ve made many mistakes in life, right? I’d like to confess one thing. My husband and I were so focused on my career—more than his—that we postponed having children. That was the biggest mistake I made because I was afraid that if I had a child, I wouldn’t be able to pursue my dreams. This is something I share with both men and women: there are certain things in life you need to do at the right time, and they won’t become a barrier to your career. In fact, they can help if you make the right decisions at the right time.

It’s all about prioritization, and you have to stand by the things you prioritize. My parents and my husband helped me get through those periods of guilt, turning them into something meaningful.

Nitika: For Mohua, setting boundaries was non-negotiable. She prioritized time with her daughter from the start, making it clear that her daughter came first. The result? She earned respect for her clear priorities. When you confidently own your priorities, others take notice—and often follow suit.

Mohua: I’m pretty shameless, huh? For example, when I had my daughter—that’s something that takes up a lot of our mindshare, right? Back then, I was working in IT services, where our days would start with Australia and end with the U.S., making for very long days. I traveled three times a month, but once I had my daughter, I knew she had to be my priority.

I made it very clear—no qualms about it. Many times, women hesitate to say such things, but I didn’t. I told them: she goes to daycare, I pick her up at six, and six to eight is her time. Once she’s in bed, I’ll be back online and available for calls. But those two hours? Unless the earth is falling apart, don’t call me. And I’ve found that people are generally very respectful of that.

Let’s explore a topic often shouted in silence: what happens when a mother or a leader prioritizes her well-being? It’s a conversation sometimes deemed taboo, but it’s fundamentally essential. If you’re not at your best, how can you possibly give your best to others?

Lene: One of the best pieces of advice I received early in my career came from a woman training to be a coach. She asked me, ‘Do you make sure to take breaks for yourself? Do you do things that bring up your energy levels and give you a personal break?’ That advice helped me realize it’s not enough to say, ‘I spend time with my family.’ It’s really about what you do personally to regain energy.

I’ve taken up yoga, and I do gymnastics. I enjoy massages now and then, and sometimes I even sit quietly at a café, enjoying a coffee on my own. As my job became more stressful, cooking became my stress buster. I would say, ‘In the kitchen, all the ingredients will listen to you—you are in control.’ The creativity of cooking gives you time to reflect and think.

Mohua: Being part of advisory boards at colleges gives me a flash of oxygen. I love spending time with students. Instead of draining me, it recharges me. I come back energized after every short session, feeling better about myself.

Similarly, theater rehearsals—whether on weekends or late at night—keep me going. Even if I rehearse until 2 AM, I feel completely re-energized. Theater lets me leave behind all the pressures of the day and work life. I step into a different role, and afterward, I’m ready to take on the next day.

Nitika: It’s rare enough to see a woman choose herself. But what’s even rarer is seeing a partner who prioritizes her needs. The old adage that behind every successful man is a woman has evolved. Today, it’s more appropriate to say that behind every successful person is a supportive partner.

It’s rare enough to see a woman choose herself. But what’s even rarer is seeing a partner who prioritizes her needs. The old adage that behind every successful man is a woman has evolved. Today, it’s more appropriate to say that behind every successful person is a supportive partner.

Kalavathi: I told my husband that I had the opportunity to become a segment leader—something I could have never dreamed of. But it meant he had to take a sabbatical. That raised a lot of questions within the family, but thanks to my husband, he was incredibly supportive. At that point, I was at the top—living my dream and extremely happy. Things were going well, especially since I had also transitioned my daughter to a school in the U.S.

Then came a day when I lost my father, and my mother fell ill. My husband said to me, “Since you’re living your dream, I’ll go back and take care of the family.” And he did exactly that.

Now, you’re right—when you pursue a career and have a family, you often face a dichotomy. I relate this to my role model, my mother. We are three children, and she completed her double graduation after having us. She has always been the source of my energy. After her retirement, both my parents lived with me, helping me manage my family.

I’ve made mistakes, though. Whenever I traveled, I would buy expensive gifts for my daughter—trying to convert my guilt into something tangible. My mother used to scold me, saying, “Don’t compensate with expensive gifts; they hold no value. What matters is being present when you are here.

Overall, it has been a wonderful journey filled with many lessons. I’ve learned from my failures and feel blessed to have people who came to my rescue—mentors who supported me and challenged me to make the right choices. I also have the best family. My mother was a role model, and my father, until he passed, was my biggest supporter. I call my husband my best critic, my biggest supporter, and my best mentor. And my daughter? She is awesome.

Nitika: I think we have a new hero, and it’s Kala’s husband. Their story isn’t just about love; it’s about trust, communication, and, of course, unwavering support.

Nitika: Imagine sitting in a room full of male CEOs. Wouldn’t it be nice to turn and see a woman at the table? Sisterhood in leadership is more than just symbolic—it’s necessary.

Lene: I think if you look around in the big pharma companies, there are still very few female leaders in the C-suite. It has improved, and we are becoming more diverse, but inclusivity also means ensuring that women are present at every leadership level—not just at the lower levels but all the way to the top.

One of the major reasons we need this is that leadership should reflect society. For example, in the pharma industry, if your top players are only one gender, how can you expect them to solve the complex problems of a society that is split 50-50? I keep looking at this issue, and I keep pushing for change. Once we solve the gender imbalance, we can move on to addressing diversity in terms of other aspects—like culture, sexual orientation, and so on. But let’s start with gender first.

Nitika: The message is unmistakable: diversity in healthcare still has a long way to go. While more women are entering at the junior levels, true inclusivity requires their presence in the C-suite. Diversity isn’t about tokenism—it’s about genuine representation across all levels of leadership. It’s not about ticking a box; it’s about real inclusion.

Kalavathi: I’ve also come to the point where I believe diversity only comes into play when performance is equal. I live by that value every day.

Lene: Biases still exist—sorry to disappoint everyone, but no matter how high you go, they are still there. And of course, I have my own biases too, so I need to be mindful of them. I’ve learned that I need to carefully pick my battles.

I grew up in a family of four daughters, and we were taught to speak up and assert our rights. My mom was very tough on that, and my dad was very supportive. But when I entered the workplace, I quickly realized that the world operates differently. You have to fight for your place.

In the beginning, I would get upset and immediately switch into fight mode, arguing my way through. However, I realized that this approach was exhausting and not sustainable. I needed to learn how to frame my arguments effectively, to choose my battles wisely, and to back my points with clear data and analysis.

Nitika: Lene learned early on the importance of picking her battles. She also acknowledged her own biases, reminding us that addressing biases starts with recognizing them in ourselves.

Nitika: You know that voice in your head? The one that can sometimes be overly critical, telling you that you can’t do it? Mohua has a solution for that. She’s made it her mission to remind her daughter—and herself—every day that you can do it all.

Mohua: I think one thing we can all do for our daughters is to tell them they can do it all. That really made a difference for me, and I try saying it a hundred times a day—sometimes even annoying her to the core—but I keep telling her, ‘You can do it all.’

Nitika: Her approach to leadership is just as unique.

Mohua: I’m a woman, and many times you might hear, ‘Oh, she’s not aggressive enough.’ Yes, I’m not aggressive, but I am assertive—and I have no qualms about it. I mingle with everybody across the organization and have no problem learning from anyone.

I don’t rush to prove that I’m the best or great right away. I take the time to understand the team, get to know the people, and learn from them. I’ve realized that this is the best way to learn something I don’t know.

Nitika: Instead of rushing to make changes and assert her influence, Mohua takes the time to learn from her team. And her advice? Sometimes slowing down is the fastest way to build trust.

Nitika: Everyone talks about wanting a mentor, right? The one person who can guide you, push you and help you grow. But here’s the thing: great leaders don’t just wait to find mentors—they seek them out.

Mohua: Go to someone who inspires you and is already doing the role you aspire to. That’s what I did. If I wanted to become a business leader, I had to move toward the R&D leader role. There’s no straight path to follow. I had to take on roles that would sharpen the skills I felt were lacking.

And here’s another thing I’ve realized: you should always focus on your strengths. You can’t turn your weaknesses into strengths—at best, you can manage them. You don’t need to be complete by yourself. That’s what your team is for. You need team members who are better than you in different areas. Together, we are complete.

I was very clear about this—it was a structured approach toward becoming a business leader.

Nitika: Lene believes that mentorship is a two-way street. It’s about shaping the next generation of leaders while learning from them in return.

Lene: When mentoring, I ask what they see as their core strengths and what they’d like to develop. We take it from there. I want them to feel more confident, balanced, and grounded in their core beliefs and leadership style when they leave.

It makes me proud when I see young women grow because I think back to how much it would have meant to me if an experienced woman leader had reached out to support me at that time.

Nitika: Lene’s approach creates a flywheel effect: every leader she empowers, empowers others, building a leadership cycle that gains momentum. After all, we need more women leaders in the boardroom—and leaders like Lene are ensuring they won’t be the last.

Nitika: Now, switching things around, we’re getting into our rapid-fire round—wisdom across generations from leaders who’ve been there and done that.

Since this is the Woman in the Mirror podcast, the first question is: If you had to look in the mirror at your 20-year-old self, what would you say?

Mohua: Okay. Everything is okay. Not everything will be good. There will be good and bad. Enjoy the good, and learn from the bad. But you can’t avoid the bad.”

Lene: I’d say relax. Your results will be seen. But make sure to get some good mentors.

Kalavathi: Just be fearless. If you listen to Bharatiyar, he says, ‘So don’t fear. Go for it.’”

Nitika: Next question: If you had to look in the mirror today, what would you tell yourself?

Mohua: You’ve done well, lady. You’ve got a good home, an okay career, and you’re doing 20 different things.

Lene: I’d say relax and enjoy the journey.

Kalavathi: Collaboration, inspirational leadership, and touching as many people as possible—those are what matter. Inspire others, and pay it forward.

Nitika: And if you could look into a looking glass and see your future self 10 years from now, what would you tell yourself?

Mohua: Oh, age is just a number. Enjoy it—enjoy the next couple of decades, or even three! I love it.

Kalavathi: Learn, always learn. There is no end to learning—it keeps you young.

Lene: I’d say relax—you did the best you could, and you managed to balance everything well in many situations. So well done, girl.

Nitika: What advice would you give to a mid-level woman leader struggling to manage family, career, and self-doubt?

Mohua: Don’t try to follow anyone else—everyone’s life is different. But if another woman has done it, you can do it too.

Kalavathi: Don’t wait for validation. Believe in yourself, trust your gut, and just be yourself. Go for it—things will happen.

Lene:
I read an article just yesterday saying women are not embracing AI enough yet, and that worries me. I’m not the fastest with it myself, but I’m trying. We, as women, cannot miss out on this conversation. We need to understand how it works, how to optimize it, and what it can’t do.

We can’t leave tech-savviness to others—we need to show that we are champions here too.

Nitika: And that brings us to the end of this episode of The Woman in the Mirror. A huge thank you to Lene, Mahua, and Kala for joining us today. We’ve explored healthcare—an industry that touches every one of our lives—and it’s been inspiring to hear how these remarkable women balance their ambitions, raise families, break barriers, and act as role models, all while shaping the future of health.

As Newton famously said, “If I have seen further, it is by standing on the shoulders of giants.” The best way to grow is by learning from those who have done it well.

Stay tuned for more episodes of Woman in the Mirror, where we continue to feature exceptional leaders navigating challenges and inspiring us all.

Until next time, I’m Nitika Goel, CMO of Zinnov. I hope you’ve learned to embrace the journey, lead authentically, and live life bravely and boldly.