2026-03-07

On the eve of Women’s Day, Shivani Wagh, Joint MD, Supriya Lifescience, speaks to Pharma Industrial India about leadership, global expansion, building inclusive teams, and advancing opportunities for women in the pharmaceutical industry.

Q. What inspired you to join the pharma and life sciences industry?

Joining the pharmaceutical industry was a natural progression for me. Having grown up watching Supriya Lifescience evolve, I had a close view of the dedication, discipline and responsibility required to build a company in this sector. That early exposure gave me a deep respect for the industry and the work it does.

When I formally stepped into the business in 2014, I was motivated by the opportunity to contribute meaningfully and build my own understanding of the industry. As I spent time learning about drug manufacturing processes, regulatory standards, supply chains and global markets, I realised how much responsibility the pharmaceutical sector carries. Every product we manufacture ultimately reaches a patient, and that understanding brings a strong sense of purpose to the work we do. Being part of an industry that combines scientific rigour with real impact on people’s lives continues to inspire me.

Q. How do you assess the progress of women’s representation in the pharmaceutical sector? What challenges do women still face when aspiring to leadership roles in the pharma and life sciences industry?

There has certainly been progress in the representation of women in the pharmaceutical sector, particularly in science, research and professional roles. However, when it comes to leadership positions, the numbers still have room to grow.

In my experience, one of the key challenges women face is the pressure to constantly prove their credibility, especially in industries that are highly technical and performance-driven. Self-doubt can naturally arise in high-responsibility roles, and women often feel they must work harder to demonstrate competence and decisiveness.

What I have learnt is that preparation and structured learning help overcome these challenges. Leadership in pharmaceuticals ultimately depends on judgement, discipline and accountability. As more women gain access to global and strategic roles, representation will continue to strengthen. Creating opportunities for women to step into these positions is an important step towards building a balanced organisation.

Q. Tell us how Supriya Lifescience creates an inclusive environment for women in science, manufacturing and leadership roles.

At Supriya Lifescience, we believe that a strong organisation is built on capability, trust and accountability. Creating an inclusive environment begins with building systems that recognise merit, preparation and consistent performance.

A significant part of my leadership focus has been on building strong teams through careful hiring, consistent training and clear expectations. Trust within the organisation develops through presence, guidance and structured decision-making. When people feel supported in learning and growing, they are more confident about taking responsibility and leadership roles.

I also believe that representation matters. Creating opportunities for more women to take on global and strategic responsibilities is important for building a balanced organisation. At the same time, leadership must always be anchored in competence, preparation and accountability.

Q. As a second-generation leader at Supriya Lifescience, how are you shaping the company’s next phase of growth while balancing legacy with innovation?

Stepping into the business as a second-generation leader came with both privilege and responsibility. While I had the advantage of growing up around the company, I was also conscious that I needed to earn recognition through contribution and leadership.

Our focus for the next phase of growth is centred on strengthening global presence, building operational discipline and expanding in regulated markets. Today, Supriya Lifescience serves customers in over 120 countries and works with more than 1,500 customers worldwide. We continue to strengthen our presence in regulated markets, which now contribute a significant share of our revenue.

At the same time, growth must always be supported by strong systems. My focus has been on improving capacity utilisation, strengthening governance, maintaining strict quality standards and planning long-term expansion through strategic investments. Balancing legacy with innovation means preserving the core values of trust, quality and responsibility while building systems that support sustainable global growth.

Q. What advice would you give to young women aspiring to build careers in pharmaceuticals, biotech, or healthcare?

My advice would be to stay curious and never hesitate to learn from the ground up. When I entered the pharmaceutical industry without a technical background, I realised very quickly that expertise is built through effort, patience and preparation.

It is important to ask questions, understand systems deeply and approach complex subjects with humility and discipline. Self-doubt is natural, especially when you are taking on responsibilities in a demanding industry. What matters is how you respond to it. Structured learning, preparation and clear thinking help build confidence over time.

Most importantly, remember that leadership is not about authority. It is about responsibility, accountability and the willingness to keep learning.

Q. What is your success mantra?

My definition of success has evolved over time. Early in my career, success was about proving competence. Today, it is about building systems that deliver consistent quality, long-term credibility and sustainable growth.

In pharmaceuticals, success cannot be measured only through numbers. It is reflected in the ability to make decisions that protect quality, strengthen governance and uphold ethical standards. Quality must be maintained even when costs rise, and compliance must never be selective.

For me, long-term value comes from steady decisions, discipline and preparation. Recognition eventually follows performance.

Q. Three things that keep you motivated?

Three things continue to motivate me in my journey. The first is the responsibility that comes with working in the pharmaceutical industry. Every product ultimately reaches a patient, and that understanding keeps me focused on maintaining the highest standards of quality and trust.

Second is the challenge of building strong systems and teams that can deliver sustainable growth and global credibility; and third is the opportunity to open doors for more women to take on leadership roles and contribute to build stronger organisations.