Joyce Chehade

What is the biggest challenge facing the industry?

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The introduction of the new Patented Medicines Review Price Board (PMPRB) guidelines which have been put in place in an effort to curb excessive pricing of patented medicines in Canada creates many challenges. The proposed changes will most likely disincentivize innovative drug launches in Canada and will deprioritize Canada in the global launch sequence. The biggest impact will be felt in Oncology, biologics, rare diseases, and gene therapy. Oncology and rare disease new medicines would require average price reductions of approximately 60% and 75% respectively from PMPRB’s current non-excessive levels.  Although many organizations such as Canadian Organization for Rare Disease and Innovative Medicine Canada have voiced their concerns, we need to collectively come to the table and discuss the ramifications and find innovative ways to address these changes.

How are you embracing diversity and how do we ensure authentic Diversity, Equity & Inclusion pull through in the workplace?

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I joined the diversity committee at WLP in the fall of 2020. We need to view diversity and inclusion (D&I) not as a compliance or marketing initiative, but as a well-defined and structured methodology of operations. D&I has to be infused into corporate strategy from employee recruitment to drug development, conduct of clinical trials, and commercialization process. We must measure D&I effectively and agree on standardized tools and processes such as separate surveys for inclusion and diversity. Executives must lead with purpose ensuring D&I is a core expectation of leadership and a part of the organization’s DNA. The disproportionate representation of women serving on the boards of pharmaceutical companies needs to become more equitable.

What would you like future generations of women to know about their voice/leadership/gender equality?

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A glass ceiling can exist for different leadership styles regardless of gender. Individuals are expected to conform to generally accepted corporate leadership qualities such as charisma, assertiveness, decisiveness.  Leadership is often viewed as a function of personality vs. skill. For example, extroverts are often automatically viewed as being leaders. Not everyone embodies these qualities, and some take a different approach to leadership. The industry has to be inclusive and open to allow female leaders to be authentic to themselves and not feel pressured to personify and embody the accepted leadership style. The book “Hardball for Women- Winning at the Game of Business” by Pat Heim illustrates the stark divergence in how men and women approach business culture and shows women how to break patterns of behaviour that put them at a disadvantage. It is only when we become aware of these differences, that we can build our own leadership styles and get our voices heard; and, best of all, stay true to ourselves.

What is one characteristic that you believe every leader should possess?

Humility is a cornerstone of leadership. Leaders who display this characteristic tend to be self aware, open to feedback regarding their performance, and appreciate the strengths of others. They are able to engage with their employees and have excellent listening skills and hence a better understanding of their company’s needs as well as the needs of their customers. Humble leaders promote a culture of openness, engagement, trust, and development which are precursors to success. They encourage employees to take calculated risk and embrace successes and failures equally. They encourage people to speak up, respect differences of opinion, and champion the best ideas, regardless of where they originate from, embracing a culture of diversity and inclusion.

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