Breaking Barriers and Driving Change: A Conversation with Manda Pasarkar, Director of Global Regulatory Affairs, CMC at Sanofi, on Women in Leadership in the Pharmaceutical Industry.
In today’s evolving workplace, leadership is no longer just about expertise—it’s about vision, adaptability, and the courage to challenge the status quo. As industries strive for greater inclusivity, the conversation around women in leadership has never been more crucial.
At the upcoming European Pharma Outsourcing Summit, taking place on June 5-6, 2025, in Düsseldorf, Germany, Manda Pasarkar will take the stage with fellow industry leaders from UCB, Bayer, STADA, Sun Pharmaceutical, and Takeda to share her insights on this topic. Drawing from her own experiences navigating corporate environments, she brings a compelling perspective on overcoming barriers—both internal and external—and fostering an ecosystem where women can thrive in leadership roles.
Join us as we delve into Manda’s perspectives, and don’t miss the opportunity to hear her speak live at the summit!
My comprehensive education and extensive experience in the pharmaceutical industry position me as a subject matter expert (SME) in regulatory Chemistry, Manufacturing, and Controls (CMC). I have successfully worked on a diverse array of medicinal products, including solid oral doses, parenteral liquid solutions, suspensions, drug-device combinations, small molecules, and biologics. My contributions span significant therapeutic areas such as immunology, oncology, cardiovascular health, neurology, and transplantation.
With this robust background, I thrive in managing increasingly complex projects, confidently taking on decision-making and strategic roles in navigating intricate CMC changes. My strong negotiation and problem-solving abilities make me an invaluable asset to any team. I have a knack for distilling complex projects into clear, digestible components, ensuring comprehensive understanding and alignment.
I have spearheaded discussions with health agencies, and my persuasive communication and adept people management skills empower me to effectively influence stakeholders and drive toward successful outcomes.
I have been with Sanofi since 2015, taking a brief pause for a year to explore opportunities on the West Coast in California. I returned to Sanofi in 2018, and in 2021, I took the initiative to build and lead a team dedicated to establishing a new organization. Our focus has been on supporting the new Hub and developing the REG CMC leaders' team that oversees the portfolio for both development and lifecycle management of small molecules. As a natural leader, I prioritize coaching and mentoring my team and others around me.
I grew up with four brothers and a father, so women were a minority in my household. Because of this environment, I never really thought about the
differences between men and women. Before moving to the United States, I already held a leadership position in India, where I worked extensively with many male colleagues. I always had a voice and felt included, so the concept of gender differences never crossed my mind.
However, upon arriving in the U.S., I noticed these differences. I might have unconsciously developed habits that made me more aware of the distinct ways men and women are perceived in society, as they are often positioned differently due to physiological and social factors.
Women face two main barriers: one internal and the other external.
We are in a world where external barriers can be minimized, as we all possess equal rights. Yet, the perception and exercise of these rights can vary based on those we collaborate with, influencing our experiences. Working on global teams can also pose challenges, as an ambitious pursuit in one country may be viewed differently elsewhere.
This emphasizes the need to focus on internal barriers—recognizing our limitations, pushing beyond them, and striving for the next level. While
external barriers certainly impact our lives, overcoming them leads us to discover new opportunities and forge ahead, as we each come from diverse backgrounds and experiences. From the beginning, I've had to confront the barriers within myself each time to elevate my career.
Yes, I have faced external barriers in my career, but I have been fortunate to receive support from mentors and colleagues who helped me recognize my strengths. This guidance has empowered me to discover who I am, define my path, and pursue my dreams.
My journey is shaped by my aspirations. While I have encountered obstacles, I have also found people who uplifted me and guided my way forward.
My philosophy is: "The sky is the limit" and "Work in progress."
I think Sanofi is doing quite well in that regard. I have to agree with that, and I'm really proud of that fact.
I do want to say that it's not about women stepping into leadership roles—it's about the organization's vision and mission actively working to bring more women into leadership. There are significant advantages to this because women, as a different gender, can bring unique perspectives that positively influence an organization's bottom line.
Bringing more women on board will undoubtedly help companies perform even better in achieving their goals. I see this as an industry-wide initiative—companies need to take more risks and create opportunities for women in leadership. We've seen many CEOs, both inside and outside the pharmaceutical industry, excel in their roles. These examples demonstrate that great leaders come from diverse backgrounds.
I want to be really fair in saying that many women have gotten leadership roles, but there still aren't enough women in those roles.
Yes, and we need to continue emphasizing that. As human beings, we must recognize that women make up half of the population, and we need to fully utilize their talents and abilities to raise up.
Innovation, business, and science are all tied into regulation, so what the business decides and the science behind it is driven by the regulation.
As a leader developing my expertise, I am able to navigate the intersection of innovation, business, and regulation. This is where creativity comes into play—how creative you are and how well you understand your product. Many health authorities appreciate open dialogue, and having strong negotiation skills, the ability to educate, and the power to influence are crucial.
Open communication with health authorities is essential. Engaging them in discussions, explaining your plans, and making necessary adjustments—while always keeping the patient as the North Star—ensures that everything remains driven by science. Ultimately, business decisions follow. Creativity allows us to integrate innovation, science, and regulation to successfully advance business strategies and project plans.
Creativity, in this context—this might seem like an abstract analogy—is like arranging rocks. You have a set of rocks in front of you, and you can line them up in a row, stack them in a pile, place them horizontally, vertically, or even shape them into a triangle. The way you arrange them changes the perception of what they are. That's what I mean by creativity—it's about how you organize and approach things to create a meaningful outcome.
"Creativity, in this context—this might seem like an abstract analogy—is like arranging rocks. You have a set of rocks in front of you, and you can line them up in a row, stack them in a pile, place them horizontally, vertically, or even shape them into a triangle. The way you arrange them changes the perception of what they are. That's what I mean by creativity—it's about how you organize and approach things to create a meaningful outcome."
I would say that work-life balance and the work environment play very important roles, as well as factors including the team dynamic and the nature of the projects a person is working on.
Quite frankly, I've been very fortunate in my career. The challenges I've faced are the same ones I've seen my male colleagues encounter. I believe that challenges are meant to be overcome. The key is to voice your concerns and advocate for yourself. That's where communication becomes crucial—it plays a significant role in overcoming obstacles.
In some cultures, speaking up is not always encouraged. I can say from my own experience growing up in India that voicing concerns was often not considered appropriate. However, that norm has likely evolved over the years. Cultural factors still play a crucial role, especially in a global work environment where people from diverse backgrounds bring their own cultural values and perspectives. When working with individuals from different cultures, these differences can sometimes be apparent.
At the same time, I'm not in a position to say that problems don't exist—because if there were no issues, we wouldn't even be having this discussion. I do recognize that, as a woman leader, there are additional challenges compared to male counterparts. Women are inherently different human beings, and these challenges often add extra layers of responsibility to their roles.
I'm really eager to experience the networking opportunities within the industry. I'm truly excited to meet leaders and engage in meaningful conversations.
The second aspect I'm looking forward to is the plenary sessions, and the third is the panel discussions.
Those are the three things I really enjoy: networking, meeting industry professionals, and attending plenary sessions and panel discussions. The panel discussions are always very insightful. They provide one of the best opportunities to meet potential mentors or find a role model.
We deeply appreciate Manda Pasarkar's invaluable insights in this blog post. Her perspective brings tremendous value to the ongoing conversations shaping the European Pharma Outsourcing Summit. We’re eagerly anticipating her participation in the upcoming "Women in Leadership" panel discussion, taking place on June 5-6, 2025, in Düsseldorf, Germany. It’s sure to be an inspiring and impactful discussion!