With over two decades of experience in global pharmaceutical procurement, Jeanette Hübsch has built a career centered on strategic sourcing, supplier relationship management, and value-driven partnerships. Currently serving as Global Procurement Lead Commercial, she brings a unique perspective to the evolving role of procurement—one that prioritizes emotional intelligence, collaboration, and authenticity.
In this exclusive feature, Jeanette reflects on the challenges she faced as a woman in a traditionally male-dominated industry, how she navigated biases, and why visibility, representation, and strong female networks are critical to driving meaningful change. She shares candid insights on leadership, the power of listening, and the need for organizations to move beyond diversity metrics toward a true culture of inclusion.
As the procurement and supply chain industries continue to transform, Jeanette’s story serves as both a call to action and a source of inspiration, urging the next generation of female leaders to step forward, own their voices, and create the future they want to see.
Looking back at the start of your career, what were the biggest challenges you faced as a woman in a traditionally male-dominated industry, and how did you overcome them?
At the start of my career, I cared far too much about the male gaze. I thought being likable—especially to male leaders—was the key to success. I believed I had to be seen, acknowledged, and accepted by them to progress. But the real challenge? I had no idea what my own voice sounded like.
There were very few female role models or strong female networks to guide me. So, I tried to speak the language of the boys—being assertive in the way I thought was expected, mirroring their style of leadership and negotiation. But I didn’t succeed, because it wasn’t me.
The turning point came when I stopped trying to fit in and started owning my own voice. I realized that my strength didn’t lie in playing their game but in bringing my own leadership style to the table—one based on active listening, collaboration, and emotional intelligence.
Now, I know that being a strong leader isn’t about being liked—it’s about creating impact, driving change, and lifting others up along the way. And most importantly, I make sure the next generation of women in Procurement don’t have to navigate this journey alone—we build each other up, not fit into outdated molds.
What has been the most significant shift in workplace culture or industry dynamics that has helped improve gender diversity in procurement and supply chain over the years?
For me, it’s the power of visibility, representation, and community.
When I started in Procurement, female role models were scarce, and strong networks for women in our field were almost nonexistent. But today? The landscape is changing—and fast.
New networks like Women in Procurement (WIP) and Global Women Procurement Professionals (GWPP) are creating spaces where women connect, support, and elevate each other. These communities are not just about networking—they are about mentorship, shared experiences, and collective empowerment.
The rise of incredible role models—women like Tina Fegent, Claire Randall, Miriam Tomforde, Nina Bomberg, and so many more—are shaping a more diverse and inclusive industry. Whether through LinkedIn, industry events, or leadership roles, these women are being seen, heard, and making an impact.
Conference organizers are finally taking diversity seriously. It’s not just about having one token female speaker on a panel anymore—there’s a real push for balanced representation, diverse voices, and inclusive participation. And this shift isn’t just happening on stage; it’s reflected in the attendee base, the conversations, and the way we approach industry challenges.
This change is huge for me. It makes me proud, inspired, and more motivated than ever to continue pushing for a procurement industry that reflects the world we live in—one where talent, leadership, and opportunity are not defined by gender, but by impact.
As a female executive, have you ever had to adapt your leadership style to navigate biases or stereotypes, and if so, how?
I’ve always believed in leveraging the superpower of active listening. Over the years, I’ve learned that true leadership, especially in Procurement, isn’t just about making decisions or asserting authority. It’s about truly hearing people—something that often goes underestimated but is incredibly powerful.
I’ve seen that, especially as women, we can sometimes be dismissed or misunderstood, so I make a conscious effort to listen with empathy, curiosity, and emotional intelligence. To me, listening isn’t just about waiting for someone to finish speaking. It’s about tuning in, understanding the unspoken, and uncovering the real needs that are behind the words. Whether it’s a supplier’s hesitation about trust, or a stakeholder’s need for a solution that simplifies their day-to-day, listening allows me to bridge gaps and build stronger relationships.
What advice would you give to the next generation of women aspiring to leadership roles in procurement and supply chain?
My advice is simple: Don’t make yourself small! Too often, women feel the pressure to conform, to hold back, or to play down their achievements. But the truth is, your unique perspective, your voice, and your accomplishments are what will set you apart. Own them proudly!
One of the most important things you can do is be authentic. Don’t try to be someone else or fit into a mold that isn’t yours. The power of your authenticity is far greater than any attempt to blend in. When you lead as your true self, you inspire others to do the same, and that’s how you build trust, respect, and true influence.
Also, don’t underestimate the power of female networks. Lean into communities where women lift each other up, where we can share experiences, challenges, and victories.
Another key piece of advice: Create your own visibility and brand. No one else is going to do it for you, so take the initiative! Share your successes, your insights, and your journey, whether through LinkedIn, speaking at events, or just engaging in meaningful conversations. Visibility is crucial in a world that still often overlooks women in leadership roles, and when you put yourself out there, you create opportunities not just for yourself, but for others around you as well.
Looking ahead, what changes still need to happen to create a truly inclusive and equitable industry, and how can both organizations and individuals drive that transformation?
For me, inclusivity and diversity are about far more than just quotas or the percentage of women in a team. It’s about creating a mindset—one that goes beyond numbers and truly embraces diversity in all its forms. I’ve seen women who, despite their gender, fit the traditional “white man stereotype” more than any man I know, and it’s a stark reminder that inclusivity isn’t about ticking boxes. It’s about fostering an environment where everyone, regardless of their background, feels they truly belong and can thrive.
When I think back, I remember a time when it was almost expected that there could only be one woman at the top, and the rest of us were conditioned to accept that. But that mindset has no place in today’s world. We need to lift each other up rather than compete for the single “woman’s spot.” Today, it’s crucial that women in leadership roles actively support and empower other women, and that responsibility starts with us—today’s leaders. We must be the role models who create and live this inclusive mindset every single day.
Organizations have a critical role to play as well. They must support this transformation by creating an enabling environment—one that fosters flexibility, work-life balance, and a culture where people are valued for their contributions, not their ability to fit a traditional mold. Flexible work arrangements, open lines of communication, and clear opportunities for growth are all essential components in making the workplace more inclusive. It’s about giving people the tools and the freedom to thrive, without having to sacrifice who they are or what they need.