Women in Leadership with Maria Palha, Associate Director and External Manufacturing Operations Lead at UCB [Speaker Spotlight]

At this year’s European Pharma Outsourcing Summit, Maria Palha, Associate Director and External Manufacturing Operations Lead at UCB, will offer a candid perspective on the barriers women face in pharmaceutical leadership. Her session will explore how the industry can better support equity and inclusion, especially through increased focus on women’s health in research and development.

In her role as Associate Director, Maria serves as a “Virtual Site Head,” overseeing external suppliers to ensure they meet UCB’s high standards for quality, compliance, innovation, and sustainability.

Don’t miss the opportunity to hear her unique insights at the European Pharma Outsourcing Summit.

Introduce yourself and describe your role/responsibilities as the Associate Director,  External Manufacturing Operations Lead at UCB, and your journey into the pharmaceutical world.

Hello! My name is Maria Palha, and I am the Associate Director, External Manufacturing Operations Lead at UCB. In my role, I am responsible for the overall performance of the CMOs and critical suppliers within their portfolio. This involves collaborating closely with various external partners and suppliers, coordinating with internal teams, and ensuring compliance with regulatory requirements. In my role, I am accountable for the ultimate performance of the CMO and, as such, act as UCB's ‘Virtual Site Head’, coordinating the necessary internal resources and setting the priorities to meet the needs of UCB's downstream supply. 

My journey into the pharmaceutical world began with a strong interest in science and healthcare. I graduated in Pharmaceutical Sciences, and over the years, I have gained extensive experience in manufacturing operations, which has equipped me with the skills and knowledge necessary to excel in my current role.

Throughout my career, I have had the opportunity to work with talented professionals and contribute to the development and delivery of life-changing medications. My passion for improving patient outcomes drives me to continuously strive for excellence in my role at UCB.

Do you see any unique challenges within the pharmaceutical sector that disproportionately impact women in leadership? How can the industry work to mitigate these barriers?

Women in leadership within the pharmaceutical sector face several unique challenges that can disproportionately impact their career progression and overall experience.

Women often face implicit gender biases and stereotypes that can affect their opportunities for advancement. These biases can manifest in various ways, such as being overlooked for promotions, receiving less recognition for their contributions, or being assigned less challenging projects.

In addition, the demanding nature of the pharmaceutical industry can make it challenging for women to balance their professional and personal responsibilities. This is particularly true for women who may have caregiving responsibilities, which can limit their availability for leadership roles that require extensive travel or long hours. Also, women are still underrepresented in executive leadership positions within the pharmaceutical sector. This lack of representation can create a cycle where there are fewer role models and mentors for aspiring women leaders, making it harder for them to envision and achieve similar success.

Women may also have fewer opportunities to network with senior leaders and decision makers, which can limit their access to valuable career opportunities and mentorship. Networking is often crucial for career advancement, and women may find it more challenging to build these connections.

In order to mitigate these barriers, organizations should promote inclusive leadership, implement flexible work policies, establish mentorship and sponsorship programs, and set gender diversity goals. 

By implementing these strategies, the pharmaceutical industry can create a more inclusive and supportive environment that fosters the growth and advancement of women leaders. These efforts not only benefit the individuals but also contribute to the overall success and innovation of the organization.

"Women in leadership within the pharmaceutical sector face several unique challenges that can disproportionately impact their career progression and overall experience.

Women often face implicit gender biases and stereotypes that can affect their opportunities for advancement. These biases can manifest in various ways, such as being overlooked for promotions, receiving less recognition for their contributions, or being assigned less challenging projects."

What key factors does UCB prioritize when selecting CDMO partners, and how do you evaluate their alignment with your strategic goals? 

When UCB selects CDMO partners, several key factors are prioritized to ensure alignment with the company's strategic goals and operational needs: 

1. Quality and Compliance: UCB emphasizes high-quality standards and regulatory compliance, ensuring CDMO partners adhere to industry regulations and maintain robust manufacturing processes. 
2. Operational Efficiency and Cost-Effectiveness: The ability to deliver products efficiently and cost-effectively is crucial. UCB evaluates the operational capabilities of  CDMO partners to meet production demands while optimizing costs. 
3. Technological Capabilities: UCB seeks CDMO partners with advanced technological capabilities to support the development and manufacturing of complex products,  including specialized processes and innovative technologies.
4. Risk Management and Flexibility: UCB assesses the CDMO’s ability to manage risks and adapt to changing circumstances, including capacity availability, supply chain resilience, and handling potential disruptions. 
5. Green Initiatives and Sustainability: UCB prioritizes environmental sustainability,  evaluating the CDMO's commitment to green initiatives, progress in green maturity,  and adherence to green corporate governance. This includes reducing energy consumption, CO2 emissions, and waste production. 

To evaluate alignment with UCB's strategic goals, the following steps are taken: 

• Performance Metrics and KPIs: UCB defines and monitors key performance indicators to ensure CDMO partners meet required standards and contribute to strategic objectives. 
• Regular Reviews and Audits: Continuous evaluation through reviews and audits ensures compliance and performance standards are maintained. 
• Risk Mitigation Strategies: UCB implements strategies to address potential challenges and ensure supply continuity, evaluating the CDMO's ability to manage risks and respond to unforeseen events. 

Additionally, good communication is essential. Establishing clear communication channels, having the right people in the right forums, and defining clear expectations, goals, and priorities from the beginning are crucial for successful partnerships. 

By prioritizing these factors and conducting thorough evaluations, UCB ensures that its CDMO partners are well-aligned with its strategic goals and capable of supporting its mission to deliver high-quality pharmaceutical products while also contributing to environmental sustainability.

Despite progress, women are still underrepresented in executive leadership. What initiatives can organizations implement to bridge this gap and foster more opportunities for women leaders? 

First of all, organizations should understand the career barriers women usually encounter: 

- Prejudice: men are promoted more quickly than women with equivalent  qualifications, even in traditionally female settings such as nursing and  education

- Resistance to women’s leadership: people view successful female managers  as more deceitful, pushy, selfish, and abrasive than successful male managers - Leadership style issues: many female leaders struggle to reconcile qualities  people prefer in women (compassion for others) with qualities people think  leaders need to success (assertion and control) 

- Family demands: women are still the ones who interrupt their careers to handle work/family trade-offs. Overloaded, they lack time to engage in the social  networking essential to advancement 

To bridge the gap and foster more opportunities for women leaders, organizations can implement various initiatives aimed at promoting gender diversity and inclusion, like Leadership Development Programs, Mentorship and Sponsorship, Flexible Work  Arrangements, Inclusive Culture and Policies, Networking Opportunities, Gender Diversity Goals and Metrics, Support for Work-Life Balance, Recognition and Awards and Focus on Early Career Development.

What is the most valuable piece of advice you would share with aspiring women leaders looking to drive innovation in healthcare technology? 

For aspiring women leaders looking to drive innovation in healthcare technology, one of the most valuable pieces of advice is to embrace continuous learning and adaptability. The healthcare technology landscape is constantly evolving, and staying ahead requires a commitment to lifelong learning and the ability to adapt to new challenges and opportunities. 

I would also add that building a strong network is key to succeeding. Women should seek out mentors and sponsors who can provide guidance, support, and advocacy. Mentors can offer valuable career advice, while sponsors can actively promote and advocate for your advancement within the organization. 

I would like to take this opportunity to emphasize a crucial issue in the healthcare industry. Not only do we observe gender inequality in leadership positions within organizations, but there is also significant work needed to address women's health. In addition to disparities in salaries and access to executive roles, there is a substantial gap in research and development concerning our understanding of women's health. This is an issue that is not yet widely discussed, but it should be one of our top priorities to advocate for.

Thank you to Maria Palha, Associate Director and External Manufacturing Operations Lead at UCB, for sharing her insights and leadership journey! Be sure to join us at the European Pharma Outsourcing Summit on June 5-6 in Düsseldorf to gain more valuable perspectives from industry experts driving innovation and change.