The Legacy of an International Leader

You have been with EMD Serono for more than 20 years and recently started a new role as Head of US Strategy & The President’s Office. What motivated you to not only take on this new level of leadership, but also move from Taiwan to the United States? 

It has been a long, rewarding journey - 20 years in the company and 25 years in the Healthcare industry. During my time with EMD Serono, I've been fortunate to be given the opportunity to take on different experiences, roles, and locations. This is my ninth role in the company and my fifth relocation, but my first transatlantic move. Before moving to the United States, I spent two decades working in several countries, large and small, within Asia.

I’m always thinking two steps ahead. During conversations with senior leaders in the organization, I realized that my experiences and capabilities could serve teams and organizations internationally.

The United States is a critical market for the organization, and it is at an inflection point with launches and major transformation. I wanted to be a part of the team to tackle challenges and capture more opportunities. I felt this could be a crucial step in taking my career to the next level. So, I took it on!

Along with the opportunity to develop my career, the move to the United States also aligned with my personal situation. My eldest daughter started college in the United States, which was also a motivation for moving. EMD Serono, as a company, has been supportive in driving my development and considerate of the impact on my family.

What advice do you have for professionals who have the opportunity to move to a different country to take their career journey to the next level?

We don't always have to wait until our mid or late career. If you have the aspiration to be an international professional and find the opportunity, I advise you to be courageous and take the leap early in your career.

I have three key takeaways from my experiences:

1) Get to know the local culture and the people in the country you move to. Once you peel back the different layers of a person, you can meet them as an individual. This has been the most rewarding experience because it allows me to engage with their hearts and minds, which brings our relationships further.

2) When you are moving to a different country, think about the legacy you want to leave behind. The moment that you leave and move into a different role, your colleagues will move on without you. If you have a chance, think about the one thing you want people to remember you for.

3) How can you help the local team to realize their potential? When on an international assignment, you bring a new perspective to the table. The goal is to work together, with the local team, to bring out the best in each other.

Starting in 2004, you have held various roles of increasing responsibility, including Country President Malaysia, VP Oncology China, APAC Oncology Franchise Head, and General Manager of Healthcare Taiwan & Hong Kong. In these roles, how did you steer your teams through times of transformation?

Change is constant. We understand this, but when you are going through change, it can be quite tough. It is important to take the time to guide your team through the journey. There is a fear of the unknown, but you can come together and work as a team to agree on a common goal. When there is a clear north star, people will be more ready to take on the challenges that may come their way. More importantly, when we work as a team to set a long-term ambition during times of transformation, it allows all of us to see the possibilities ahead, together.

You co-founded the Women in Leadership Asia Chapter in 2019 and are a member of the global Diversity, Inclusion, Community, Equity/Engagement (DICE) committee for Healthcare. What drives your passion and advocacy for DE&I? What do you believe are important next steps for our Women in Leadership organizations?
We have a clear commitment to moving the needle in Diversity, Equity, Inclusion and Belonging. We know that if employees feel like they belong, they can be themselves and are able to contribute fully at work and share their perspectives, experiences and expertise, and drive innovation.

For me, it’s not only about women, but also about increasing diversity of thought and gender representation in senior leadership. While we have made impressive progress, we cannot take it for granted. We need to continue to take high-impact action, for example, mentoring and sponsorship. By making sure our Women in Leadership networks are connected globally, we can streamline our approaches and make a stronger impact.

Since moving to the US, I have met many colleagues that are a part of different employee resource groups (ERGs) include Leaders of Color (LOC), North America Asian Network (NAAN), and Women in Leadership (WIL) to name a few. They have inspired and encouraged me to keep the passion and energy going when advocating for DEIB. I am blessed to be a part of these communities!