“The expectation that caregiving falls solely on women remains one of the biggest obstacles to female leadership.”

To mark The Peak Singapore’s International Women’s Day 2025 feature, “How They See It” celebrates women leading transformative change. Michelle Teo, vice president, Global Own Brands, Healthcare, DKSH, sees her work in healthcare not as a series of corporate milestones, but as a mission to improve access and equity. She shares how she navigates the complexities of global healthcare, why leadership isn’t about waiting for permission, and why breaking barriers is not just about reaching the top — but about ensuring more women don’t have to fight to get there.

“Healthcare, at its core, is about access — to medicine, to knowledge, to a better quality of life. Over the years, I have come to see my work at DKSH not as a series of transactions or corporate milestones, but as an active force in shaping global healthcare equity. Whether it is navigating regulatory approvals, ensuring fair pricing, or connecting medical experts to refine treatment paradigms, my goal remains the same: to put patients first.

In this industry, people often assume we are only business-driven, focused on sales and market expansion. The reality is far more nuanced. Yes, I work with healthcare professionals (HCPs), but not in the way many might think. HCPs are not just clients or stakeholders; they are partners in a broader mission.

By working closely with them, we gain a deeper understanding of patient needs — not only medical conditions, but also the economic, social, and environmental factors that shape their treatment journeys. This perspective allows us to build solutions that are practical and sustainable, rather than simply profitable.

But healthcare is, above all else, about people. Patients do not choose to be unwell, and yet, illness strips them of choices that others take for granted. This is why I see inclusivity not as a corporate initiative, but as a necessity. By expanding access to medical solutions and ensuring affordability, DKSH helps restore those choices, allowing patients to regain control of their lives. I have seen firsthand the impact of this work.

There is no greater reward than knowing that a treatment we helped bring to market has allowed someone to live a fuller, healthier life.

Leadership, however, is not merely about impact — it is also about endurance. Over the years, I have encountered my fair share of resistance, particularly when it comes to perceptions of capability. Ageism is a reality many young leaders face. “You are too young to understand,” “You are too inexperienced,” “You should wait your turn”  —  these were phrases I heard early in my career. But leadership goes beyond tenure; it is about vision, resilience, and the ability to navigate complexity.

My biggest breakthrough came when I stopped trying to prove my place and instead focused on refining my approach. Acceptance — of my strengths, my limitations, and my position in the present moment — allowed me to lead with greater clarity and purpose.

Being a woman in leadership today is markedly different from a decade ago, but challenges remain. I am grateful for the progress made, for the breaking of stereotypes that constrained generations before us. As a mother to an eight-year-old daughter, I am acutely aware of the narratives we pass down. I see my role in leadership as about demonstrating possibility.

Managing a family while driving a career at DKSH has taught me an invaluable set of skills — strategic multitasking, emotional intelligence, and the ability to balance competing priorities without compromise. These are strengths, not hindrances. And it is encouraging to see workplaces increasingly valuing the diverse perspectives that women bring to the table.

Yet, the reality is that structural barriers still exist. The World Economic Forum estimates that it will take until 2158 to achieve full gender parity. Progress cannot be left to time alone; it requires deliberate action. The expectation that caregiving falls solely on women remains one of the biggest obstacles to female leadership. I have seen it play out repeatedly — talented women sidelined, careers put on hold, potential cut short. The solution is not just corporate policy but cultural and societal change.

We need to normalise shared caregiving responsibilities, encourage men to take active roles in family life, and build workplace structures that support rather than penalise those with familial commitments. A shift in mindset can unlock opportunities that have long remained out of reach.

Despite the challenges, I am hopeful. Change, though slow, is happening. In regions where gender equality once seemed impossible, we are seeing shifts in education, employment, and leadership representation. Even in traditionally restrictive environments, doors are opening. Each step forward, no matter how incremental, contributes to a larger transformation. We are no longer just talking about change; we are living it.

For women in leadership, the path forward is about more than breaking ceilings — it is about building foundations. It is about challenging outdated assumptions, embracing our strengths, and refusing to be defined by external expectations. My career has allowed me to mentor and connect with many young women who are charting their own paths. I want them to know that ambition is not something to apologise for. Capability is not tied to gender. And leadership is not granted — it is taken.

At its heart, my work at DKSH is about impact. Not in the abstract sense, but in the tangible, measurable ways that change lives. That is why I do what I do. Because when healthcare is accessible, when leadership is inclusive, when opportunities are equitably distributed — the world is not just fairer. It is stronger.”