Inspirational Women in STEM and Tech: MilliporeSigma’s Meeta Gulyani on the Five Leadership Lessons She Learned from Her Experience
An Interview With Candice Georgiadis
Leverage your strengths rather than trying to cover all the bases. We are always trying to make up for gaps instead of saying, “Where can I put my skills to meaningful use?” For me, it’s been really important to move from that mentality where I need to know it all and tick every box to a place of understanding what I am really, really, really good at.
As a part of our series about “Lessons From Inspirational Women in STEM and Tech,” we had the pleasure of interviewing Meeta Gulyani.
Meeta Gulyani is Head of Strategy, Business Development and Sustainability for the Life Science business of Merck KGaA, Darmstadt, Germany, which operates as MilliporeSigma in the U.S. and Canada. Here, she is leading the development of the business’s organic and inorganic strategy, as well as sustainability, to ensure the business remains poised for the next growth horizon along with incorporating sustainability within the organizations business and social goals. Meeta’s unique perspectives on career success in a global, industry leading organization have also been informed by her prior roles at Sanofi-Aventis, Roche Pharmaceuticals and at the Board of Directors of Seer, Inc. Both in and outside of work, Meeta is driven by finding the intersection of sustainable innovation and positive social impact, while promoting and amplifying the influence of women in the workplace.
Thank you so much for doing this with us! Can you tell us a story about what brought you to this specific career path?
It was a series of twists and turns. I started in economics, dreaming of being at the World Bank. I then did something entirely different by taking on the business side of fashion. There was this moment when I was inspecting garments in Thailand and said to myself, “I want to go beyond the world of checking stitches per inch and colors.”
I realized that I didn’t want to be a deep specialist in one area. What drives me is being able to take a broader management view on things — bringing together functions and disciplines, and continuously learning in the process. This remains my passion.
So, my career path has been the result of broadening my thinking. I joined management consulting, which gave me generalist experience and a strong backbone in strategy. From there I joined the Healthcare and then the Life Science industry inspired by the cutting-edge science, technologies and therapies being developed for areas such as oncology and multiple sclerosis, that create such a deep impact on human life and health.
Can you share the most interesting story that happened to you since you began at your company?
You tend to get steeped in your chosen industry and can get very comfortable with what you bring to the table. Honestly, I had worked 15 years in pharma, and when an opportunity presented to work in an entirely new industry (Life Science), I was like, “Oh, what do I know about this life science space?” I did not fully appreciate the effect I could have because I underestimated how many of my skills were transferable.
I also called myself a “recovering pharma snob”. I had thought that was where all the fantastic innovation was happening to help patients. I always viewed life science as “simply” a tools and equipment supplier enabling this — but not as an innovator itself. Now, I understand the degree and depth of what we (the life science industry) do in many domains to impact life and health.
As an example, I was leading strategy development when Merck KGaA, Darmstadt, Germany completed its acquisition of Sigma-Aldrich in 2015, and we were looking for the mega trends and key areas where our participation could drive meaningful solutions. We discovered both legacy companies had hidden gems in the areas of gene editing and cell and gene therapy. Realizing the difference these novel modalities could make in patients’ health, we brought all the capabilities together under one roof, strengthened them further and have since launched key innovative products to bring these therapies to market.
All to say that, when I ventured out beyond my known domain, I discovered so much more — not only about myself but also about a whole new industry and ways to help others with my work.
It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
Well, even though pharma is one of the biggest customers for life science, you tend not to get limited exposure to it to that unless you’re on the pharmaceutical manufacturing or research side — so I didn’t know much about the life science sector when I made that shift.
So, I met with our then-CEO, and he talked about our leadership in water solutions. I looked at him in amazement and naively asked, “Are we in the water business?”
I was thinking of the water we drink. He laughed.
He was referring to the ultra-pure water that is requisite for so many laboratory experiments worldwide. To this day, we remain a leader in robust systems that ensure our customers have consistent lab water quality.
And there are two lessons here. First, stating the obvious, that I should have done my homework. While my CEO gave me a pass as a “newbie,” other senior leaders may have reacted differently.
Second, at that “aha” moment, I realized that our life science business was much more than just a “supplier.” A huge amount of Research & Development effort goes into ensuring our customers have the right water quality for their experiments — and that’s empowering the success of scientists worldwide. Our company touches, quite literally, every part of the process that turns a molecule into medicine, with the potential to help millions of people.
What do you think makes your company stand out? Can you share a story?
What brought life science and our company truly in the limelight — more so than ever before — was the COVID-19 pandemic and our role in enabling those vaccines and diagnostics. Without us, these solutions would not exist. It’s as simple as that. We have been at the forefront of addressing the most significant global public health crisis faced by humanity in modern times.
But that’s only part of the story. Existing for more than 350 years, Merck KGaA, Darmstadt, Germany is the oldest continuing operating company of its kind in the world. Its founders and owners — the Merck family — stipulate that we think in terms of generations so we can leave the world a better place than we found it. This is why sustainability is not just a topic of interest for us but also a critical part of my role, going hand-in-hand with our business strategy.
We help our company and customers make informed decisions to reduce their environmental impact, increase chemical efficiency and promote sustainability. For example, today, we offer customers 2000-plus Greener Alternative products, which fuel more sustainable work while ensuring results are not compromised.
Are you working on any exciting new projects now? How do you think that will help people?
Yes! Two things come to mind immediately.
I took on leading our life science sustainability efforts in Q4 of last year — and still have lots to learn. I’m working on finding ways to deepen our positive effects on the environment and society, while also determining how we can rally the entire organization around these initiatives. For example, we are a leading player in chemistry, so the role our teams can play is very significant when it comes to embedding Green Chemistry more deeply into our organization and multiplying that impact with our customers. We’ve also started to think about Green Chemistry education and from a social standpoint, extending our ability to “do good” even further.
Second is that I recently concluded our APAC strategy development. That’s personal for me because I’m from India. One of the most pivotal moments in my career occurred when I was a General Manager for Roche’s pharma business in South Asia. I witnessed firsthand the difference my team and I could make to improve and expand healthcare access in developing countries, like my own. Now, I find myself thinking again about how we can enable access to science in developing markets — and in a variety of ways! Like our Curiosity Cube®, a mobile science lab geared towards younger children, especially in underserved communities. I am excited to bring this program to India next year, to spark scientific curiosity and encourage students to pursue careers in STEM.
Ok super. Thank you for all that. Let’s now shift to the main focus of our interview. Are you currently satisfied with the status quo regarding women in STEM? What specific changes do you think are needed to change the status quo?
As I speak with you today, I’m glad a lot has changed and improved since I started my career in healthcare over two decades ago. We’re seeing more women in STEM and more barriers being broken. But much still needs to be done — especially as you go to more senior leadership. The ranks of women leaders get thinner at executives committee or board levels. That’s a well-known fact, but I’ve experienced it personally. We’re seeing more female leaders at the top tiers, but is it 50/50? Not yet — by a wide margin.
It will take more holistic change to level the playing field. These changes grow because the right conversations and actions are happening in some companies, associations, states and countries. But it’s still not systematic and deep enough. There must be a programmatic push for increased action at numerous levels, including top-down leadership support, corporate requirements, policies, and so on.
In your opinion, what are the biggest challenges faced by women in STEM or Tech that aren’t typically faced by their male counterparts? What would you suggest to address this?
In my view and personal experience, women are judged and labeled far more readily than men. You’re either too aggressive or you’re too shy. Or it’s questioned whether you’re bold enough to take action. Or you’re not tough enough or ambitious enough.
There will always be some kind of stereotyping that you have to break down. How do we break the judgments so you can just be who you are?
One way is to be unapologetic about your leadership style. It’s uniquely yours. As an example, I have observed that many of the male leaders over my career typically like to tear things apart and determine who they want to hire, fire or keep in the first 90 days or less of taking on a role. This is viewed as “decisive action.” Earlier in my career, I used to feel the pressure to act similarly but I soon realized that I don’t like that. I don’t believe that I can make a judgment on people in that short time. I actually want to get to know a person, understand their strengths and give them a true chance to thrive in an enabling environment. This has worked well for me and the strength of the teams I have helped build over time speaks to that.
What are the “myths” that you would like to dispel about being a woman in STEM or Tech. Can you explain what you mean?
That not enough women raise their hand or want to come to the executive level — I would call that a myth. Women absolutely want it. So, we have to boil that gap down to the “why.”
At every company, we have to peel back the onion to say, “What is really needed to get more women to the top?”
For me, one of the answers is “support systems” which can span from flexible working arrangements, mentorship programs or setting up infrastructure like childcare.
What are your “Five Leadership Lessons I Learned From My Experience as a Woman in STEM or Tech” and why. (Please share a story or example for each.)
- Leverage your strengths rather than trying to cover all the bases. We are always trying to make up for gaps instead of saying, “Where can I put my skills to meaningful use?” For me, it’s been really important to move from that mentality where I need to know it all and tick every box to a place of understanding what I am really, really, really good at.
- Understand how women leaders are uniquely positioned to bring out the best in their teams. With the empathy and support we’re able to provide, we can truly relate to all sides of a person and the journey they’re going through.
- Don’t shy away from new opportunities. Raise your hand and take on a challenge, even if it’s something you don’t have experience in. When I took on my responsibilities related to sustainability, I approached the opportunity knowing I have never done it before, but why not tackle the challenge if I could make a difference?
- Know when to say no. Sometimes women are too hesitant to say no, but I’ve said a lot of no’s in my life and been unapologetic about it. It shows you know your value. Earlier in my career, I turned down a role in a dream company and area because it wasn’t the right fit for my career progression. And that left the door open — I was approached by the same company for more senior role a few months later, one that was a much better fit and aligned with my career goals.
- Don’t underestimate the impact you can have as a guide and role model. I once hesitated before sharing my perspective during a women’s conference panel discussion. But, after I did go on to share it, it was unbelievable how many young women reached out to me in response. Honestly, I had not fully appreciated how my little bit of input could resonate with those earlier in their career and it has inspired me to share more over the years.
What advice would you give to other women leaders to help their team to thrive?
Build a strong leadership team. Then empower and delegate. And that means building diverse teams with different backgrounds, experiences and strengths that augment yours. I am a big believer in hiring who are different from me, smarter than me and better than me! Then the most difficult thing is to let go! But let go. Let them run with it and you will see what these strong, diverse, empowered teams can do.
What advice would you give to other women leaders about the best way to manage a large team?
Bring your own unique style to the table. Bring your patience, your understanding, your empathy, and your ability to connect on an emotional and intellectual level to your team members, to bring the best out of them and build a strong, cohesive team.
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?
I was in a period of career transition and coming off a very challenging situation. I was pretty bruised, and my confidence had taken a knock. But one of the leaders took a chance on me and gave me a large role that I had never, ever done before.
I was like, “Why would you do that?” This person saw something in me.
By giving me an opportunity when the chips were down, by believing in me and reinforcing me over time, this person managed to get the absolute best out of me over the years.
It speaks to the power of inspiring trust and confidence in a person, so they want to put their best self forward and are willing to go the extra mile. That’s what I’m going to do for other people, right? Because I’ve experienced it myself.
How have you used your success to bring goodness to the world?
I’m lucky to be in an industry where our work makes a big difference every day. The choices we make, make a big difference. I’m always thinking about how we’re impacting life and patients in the end — like with some of the newer therapeutic modalities such as mRNA or cell and gene therapies. Pursuing these areas as a business is not just a strategic or financial choice — it’s a bold bet that could change the shape and nature of healthcare. I’m incredibly proud of the progress we’re making and the milestones we’ve achieved.
On the leadership front, I’m a big believer in opening the door and creating chances for others, giving time for mentorship, like I have received, and building support systems for women. I’ve benefited from that, and I will always work to pass it on.
You are a person of enormous influence. If you could inspire a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
Education is power. It’s the biggest equalizer. I came from a typical middle-class upbringing in India and my parents sacrificed a lot to give me the best education. That was my springboard, and I want to give people everywhere that springboard. Imagine if companies used their unique expertise and resources in support of local education — we could empower access to diverse learning opportunities in a more equitable way. And that can truly change the shape of the world.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
“It’s about making a difference in people’s lives. Remembered or not, living out in a small town or on the world stage, the journey of relevance matters” _ Marian Deegan
This quote ties so nicely to our prior exchange on trying to bring goodness to the world. I always aspire to use whatever platform I have, to make a difference, whether small or big, be it in your job or the lives of your colleagues, family, friends and/or beyond, where possible.
We are very blessed that very prominent leaders read this column. Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch with, and why? He or she might just see this if we tag them 🙂
It would be Michelle Obama, for so many reasons. On a personal front, my husband and I are blessed to have a daughter and we are constantly finding ways for both of us to pursue our career aspirations and balancing our family life. I would like to ask Michelle about balancing her career and aspirations with her husband. She took a step back in her career, despite her incredible talent, as her husband’s political career progressed. How did they navigate that? She used her platform to do so much good and create meaningful impact. How did she pick where to focus her energies? And she did it all with so much grace and authenticity, all while managing the ups and downs that come with being a public figure. How did she do that?
While the domains we operate in are entirely different, I feel there are many parallels. We could learn from and support one another as woman leaders — and that’s always a central motivation for me.
Thank you for these fantastic insights. We greatly appreciate the time you spent on this.
Inspirational Women in STEM and Tech: MilliporeSigma’s Meeta Gulyani on the Five Leadership Lessons… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.