Namita Gandhi, PhD
Biotech R&D consultant
In recent years, the representation of women in STEM fields has made significant progress. Particularly in the biological sciences, we now see a substantial increase in female university graduates, with numbers approaching 50%, according to the National Science Foundation. In the biotech industry specifically, women occupy up to 50% of early-career roles in both the U.S. and Europe. However, as career levels progress, these numbers drop sharply, especially in executive roles. Only about 20% of biotech’s C-suites include women, with fewer than 10% in CEO positions despite the robust pool of women working in biotech. Women from minority backgrounds, particularly Asian American women, face additional barriers, encountering what many call a “double glass ceiling.”
Reflecting on my 20-year journey in biotech as an Asian American woman, I acknowledge that, although I’ve reached significant milestones—such as becoming an expert in immunology, advancing multiple preclinical drug programs to clinical trial stages, and serving as a trusted advisor to biotech C-suite executives—my path has not been linear. The journey has exposed me to unique challenges, many intertwined with biases pervasive in the field. Through this reflection, I’ve gleaned insights about the barriers women face in STEM, and I am exploring ways we can empower the next generation.
Bouncing against Barriers in Biotech: A Personal Journey
I began my career in the biotech field, initially taking on operational roles that focused on ensuring the quality of clinical studies. My desire to understand the science behind the medicines I was working with led me to pursue a Ph.D. in Immunology from UT Southwestern Medical Center. Over the course of more than two decades, I have held various positions that have deepened my expertise in drug development and clinical strategy. During my time with leading companies like Regeneron, I developed a passion for decoding disease mechanisms and translating scientific discoveries into effective therapies. I contributed to over a dozen programs from preclinical stages to clinical trials, including significant contributions to breakthrough therapies like Dupixent®. My path was often exhilarating but equally challenging, requiring resilience and strategic insight.
A significant moment in my career occurred recently when I decided to nominate myself for the role of Chief Scientific Officer (CSO) at a startup. I recognized that taking this step required a great deal of self-encouragement. As I evaluated my qualifications—including a deep understanding of our scientific data and a clear roadmap for value inflection—I ultimately decided to go for it. Unfortunately, my proposal was not well received. It became evident that the investors had a different image in mind—one that didn’t look like me. The incoming CEO’s description of his ideal CSO candidate resonated with that stereotype: Caucasian, male, seasoned, and familiar. I wasn’t even afforded a conversation about my interests.
The experience left me feeling deflated for months. I spent countless hours replaying the situation in my mind, questioning what I could have done differently. I wasted mental energy dissecting each decision and wondering if I should have exposed myself to this experience at all. Maybe, I thought, I should have just stayed in my lane. Self-doubt crept in, each time I thought about taking the next step in my career.
Climbing out of this rut was a gradual process. It took intentional self-reflection to reframe the experience and recognize that this setback didn’t define my worth or capability. I revisited my CV and meticulously revised it, not only to prepare for a job search but also to remind myself of all I had accomplished. I reached out to trusted former colleagues, and their reminders of the value I brought to past teams comforted my self-confidence.
This experience of reaching high highlighted the silent barriers that women and minority leaders may face when seeking executive roles. Even in a field that champions innovation and data-driven decisions, biases about who can and should lead persist. For women, and especially for minority women, the journey to leadership remains fraught with hurdles. Moving on from this experience, I embraced an important lesson: my work doesn’t always speak for itself. Visibility, advocacy, and a supportive network are critical components of advancement.
Navigating the Double Glass Ceiling
The biotech industry, like many others, has a “glass ceiling” that keeps women from reaching top positions, but for minority women, the ceiling is thicker.
According to a report from Ascend, Asian women hold executive positions in Fortune 1000 companies at rates that are 40% lower than Asian men and, more importantly, 126% lower than White women. This indicates that the racial gap in Corporate America is three times wider than the gender gap. My own experiences reflect these statistics. Despite having expertise in areas like oncology, immune diseases, and translational medicine and advising C-level executives, my own executive opportunities did not materialize.
Throughout my career, I’ve witnessed how these barriers can manifest subtly for women—through overlooked promotions, assumptions about family priorities, or the perception that an assertive female leader is “aggressive” rather than “proactive.” Breaking through requires individual resilience, visibility, and advocacy.
To address these barriers, we need a multi-faceted approach. One strategy that I’ve adopted is sponsorship over competition. Rather than competing with my female peers, I actively spotlight other women’s achievements and mentor them to recognize and vocalize their strengths. Being vocal about accomplishments—when I see it in others and encourages women to share their successes openly.
Visibility isn’t about ego; it’s about creating a presence that cannot be ignored.
During my career, I’ve had two contrasting managerial experiences that reflect this point with significantly different outcomes. One of the times I felt most supported and encouraged was when I worked under a manager who truly understood the value of mentorship and advocacy. She was a strong, supportive leader who made it a priority to champion my accomplishments.
She recognized that my work deserved acknowledgment and ensured it reached the right people. She did the groundwork ahead of time, speaking with her peers about my contributions so that they were prepared to recognize my work and receive my deliverables positively. By using a technique I now value highly—voicing my achievements up the chain—she created visibility for me among the higher management team. Thanks to her support, I found myself on an upward trajectory for meaningful career growth. In turn, her actions also showcased her own leadership skills, which led to her being rewarded with promotions.
In contrast, I also worked under an insecure manager who seemed to view me as a threat rather than an ally. She was new to the organization, and I genuinely hoped to share my knowledge to help her transition smoothly. I went out of my way to offer support and to transfer valuable knowledge, but my efforts were not absorbed. Instead, she quickly shifted to undermining behaviors that hampered my ability to contribute effectively. Where my previous manager had elevated my visibility, this manager took steps to obscure my contributions. These experiences underscored for me the concept of sponsorship over competition—when managers focus on elevating their team, both individuals and the organization benefit. Seeing women progress is a sign that we’re making strides, but there’s still work to be done. True progress means creating an environment where women, especially women of color, are seen, heard, and valued as leaders.
Empowering Future Generations in STEM
The second strategy focuses on preparing the next generation—paving the way for future leaders by providing young girls with early exposure to STEM fields, mentorship, and hands-on experience. Growing up in an Indian immigrant family, education was highly valued, and the pursuit of an advanced degree was both encouraged and expected. STEM education has been transformative in my life, opening doors to a career that has provided both professional fulfillment and personal stability. It became the foundation of my career and empowered me to contribute meaningfully to biotech and beyond.
Today, STEM skills are essential, not only for individual career success but for addressing society’s most pressing issues. STEM fields offer fulfilling careers, job security, and financial stability. Research shows that STEM professionals earn significantly higher salaries than those in other fields—on average, 30-40% more. As a woman in biotech, I’ve personally experienced the life-changing opportunities that STEM education affords, and I am passionate about sharing those possibilities with others.
This passion has led me to engage with organizations that promote STEM education. I support global initiatives, such as sponsoring a mobile science lab through the Agastya Foundation in India that visits rural areas, and developing preschool educational materials in Cambodia, both efforts aimed to spark curiosity among underserved communities.
I decided to write children’s books to make science more accessible to young readers through bedtime stories. In my picture book series, “Immune Heroes”, I introduce the wonders of immunology in a way that is engaging for children, revealing the marvels of the human body and science as a whole. One of the most rewarding aspects of this journey has been witnessing how children enthusiastically respond to the book. For some, it has quickly become a favorite, while others eagerly request to have it read to them multiple times in a row. The book’s charm seems to lie in its ability to inspire young readers to unleash their imaginations, encouraging them to think deeply about their own health and resilience.
I am an active member of the American Association of University Women (AAUW) and work closely with the Tech Trek program, which sponsors middle school girls to attend a week-long STEM camp. Each year, we select girls who show potential in STEM but may not have had the opportunity to immerse themselves in these fields. Watching their evolution is truly inspiring. From the time we interview them to their time at camp and even in the months afterward, they become visibly more confident and empowered.
At the camp, for the first time, they are surrounded by peers who share their curiosity, and where being “science-or math-minded” is celebrated. I remember one young girl, initially shy, who shared later that she “didn’t know I could do it”—that is, dive into complex topics like anatomy, robotics, and forensics. At camp, she held an inflated lung in her anatomy class, built her first robot, and even isolated DNA in a forensic lab. The hands-on activities aren’t just about learning scientific principles; they’re about building self-belief. The girls forge immediate friendships with others who share their interests, which reinforces that they’re not alone in their goals or abilities.
My involvement in Tech Trek and other mentorship initiatives has shown me firsthand how crucial these experiences are. Programs like this give young girls the confidence to envision themselves in fields where women are underrepresented, and they leave with a renewed sense of possibility. Representation matters: when young girls see women thriving in STEM, they can more easily picture themselves there.
Supporting such programs isn’t just about gender diversity; it’s about enriching the biotech and scientific community with diverse perspectives. These young girls represent the future of biotech and, with our encouragement, can achieve even more.
Bending My Light to Shine More Broadly
Throughout my career, I’ve grappled with the perception that expressing ambition is seen differently in women. When I express myself confidently, some people may perceive it as aggressive, but this no longer discourages me. At times, I have noticed that my confidence and vision made others uncomfortable, and I found myself questioning whether “my light” was too bright. However, dimming “my light” isn’t the solution; instead, I’ve discovered ways to spread it.
This realization inspired me to start my own science education company, allowing me to fulfill my need for both creativity and influence. I wanted to be a decision-maker in my own right, driving initiatives, recruiting resources, and managing my budget. The process of self-publishing has been a tremendous learning experience. While I have gained valuable lessons, I have also made a few mistakes along the way. What surprised me the most was how much I could learn outside of my usual science-focused career. I have become more business-savvy and have mastered new skills, such as graphic design, marketing, and advertising. I feel more fulfilled because I am utilizing my innate multidimensional intelligence and demonstrating my diverse capabilities.
Leadership takes many forms, and when traditional routes become difficult, alternative paths can be equally rewarding and less thorny. The number of women-owned businesses is surging, maybe for the same reasons. Women-owned businesses grew nearly twice as fast as those owned by men from 2019 to 2023, with growth accelerating to 4.5 times between 2022 and 2023, according to Wells Fargo. Racially and ethnically diverse women entrepreneurs are driving this trend, outpacing their white counterparts in business growth. By harnessing our strengths, we create opportunities that redefine traditional paths.
Through my books and global advocacy, I have found a way to combine my love for science with storytelling, reaching audiences that might otherwise never encounter these topics. Through initiatives like writing STEM-inspired children’s books, I’ve created a platform where my influence reaches young readers, inspiring their curiosity and resilience.
Inspiring the Next Generation of Women Leaders
The journey of women in STEM, especially minority women in biotech, is one of both progress and continued challenges. My experiences reflect the strides we’ve made, the hurdles we still face, and the resilience that drives us forward. As we champion programs that empower young girls, advocate for each other’s accomplishments, and refuse to let biases hold us back, we’re not just breaking glass ceilings; we’re building pathways for future leaders—where all voices are heard and valued.
By sharing our stories, investing in STEM education, and supporting programs like Tech Trek, I am committed to using my voice, my expertise, and my passion for science to inspire the next generation.
References:
National Science Foundation. Diversity and STEM: Women, Minorities and Persons with Disability. 2023. Report, NSF 23-315.
Ascend Foundation. The Diversity-Equality Gap in Fortune 500: too few racial minority executives. 2023.
Ascend Foundation. What About the Women? The Double Glass Ceiling for Asian and Pacific Islander (API) Women in Fortune 1000 Companies. 2024.
Ascend Foundation. 2024 Women CEOs in America Report.2024
Dr. Namita Gandhi is an immunologist with two decades of experience in biotech, contributing to therapies like Dupixent®. Her research on over 100 diseases highlights her expertise in disease mechanisms and the immune system's role in health.As a passionate advocate for STEM education, Dr. Gandhi collaborates with organizations that provide mobile laboratories to underserved communities in Asia and participates in the AAUW Tech Trek program for middle school girls. She is also the author of "Immune Heroes," a book that introduces children to the immune system and inspires their curiosity about health and science.