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Tackling the existing gender gap in the biotech sector

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Skilling women researchers and nurturing women CEOs

Today’s society is very advanced – in so many ways.

From the cars people drive, to the way they communicate with one another, to the places people can travel to – and how they can get there.

But unfortunately, gender disparity is still evident for female CEOs, particularly in the Biotech sector.

Most people know that gender inequality still exists in some form, but often no action is taken to change it. With women being underrepresented, it might be having a negative impact on the overall outcomes.

“In order to run a company, one has to be worth more than just their research capabilities, there’s lots of more skills that are necessary,” Dr. Zeenia Kaul from Reheva Biosciences reveals. “During my training as a researcher, I was not necessarily offered an opportunity to learn those skills.

“I had to learn them on job.

“Some of the skills necessary to run a successful biotech startup or business are very different.

“As a scientist, I should be able to read a balance sheet and understand what it means for my business.

“I was very fortunate to have business education that allowed me to get the skillset and have a co-founder who had started companies and expanded them.”

Image: file

Cure Brain Cancer Foundation CEO Lance Kawaguchi reveals a similar tale of not many females being – or becoming CEOs – in the sector.

“When I joined the not-for-profit sector two years ago, I didn’t really see any women CEOs,” Kawaguchi adds. “That’s why I wanted to make sure that all the funds that we raised, are going to be dispersed based off merit, not on gender.”

So, how can change be facilitated, not only in the sector but across the board?

“I want to create an ecosystem, so that the biotechs are provided with the commercial experience of how to do intellectual property (IP) law; how to read a balance sheet when you’re doing a debt deal,” Kawaguchi asserts.

“I find many of the researchers, brilliant as they are, don’t have the finance or the business acumen.

“And that’s one thing I’m trying to provide – not only the funding, but also the support to fill in the gaps, to help them progress through each phase,” he says.

Another major obstacle that Kawaguchi points out is the lack of funding given to some companies at Phase zero, especially those startups that don’t have a track record of successful venture capital raises.

“How do you get a track record if you’re not given an opportunity?” he posits. “The more we can support that Phase zero phase or Phase one research, the more shots on goal.

“And this is how we get more from the bench to the bedside – by supporting the front end of the pipeline.”

Leaders

Young author Maya Ahmed publishes debut novel at 13

Young author Maya Ahmed publishes debut novel at 13, blending ’80s sci-fi and mystery with teenage themes

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Young author Maya Ahmed publishes debut novel at 13, blending ’80s sci-fi and mystery with teenage themes

In Short:
– Maya Ahmed published her first novel, Operation R.A.D. at 13, blending sci-fi and mystery with teen struggles.
– Maya aims to become a renowned author and hopes her book will someday be adapted into a film.

At just 13 years old, Maya Ahmed has made her literary debut with Operation R.A.D., a gripping sci-fi mystery. Set in the vibrant 1980s, the novel follows a group of teens as they navigate friendship, loyalty, and bullying while facing a global threat. Maya’s love for ’80s sci-fi, combined with her own teenage experiences, gives the story a unique and authentic perspective.

Balancing schoolwork and writing, Maya dedicated early mornings and after-school hours to bring her novel to life. She began with detailed character sketches and a structured plot outline before expanding them into a full narrative filled with suspenseful scenes and an exciting climax.

Her father, Santo Ahmed, highlights Maya’s determination and the unwavering support of their family in pursuing her dreams. Maya encourages other young writers to stay focused, avoid distractions, and follow their passions. She hopes Operation R.A.D. will not only inspire readers but also one day be adapted for the big screen.

Operation R.A.D. was published by Hembury Books and is now available on Amazon.

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UAE and Saudi Arabia lead MENA’s gaming economy

UAE and Saudi Arabia drive gaming economy growth, positioning MENA as global industry leader, says Chris Hewish from Xsolla

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UAE and Saudi Arabia drive gaming economy growth, positioning MENA as global industry leader, says Chris Hewish from Xsolla

In Short:
– UAE and Saudi Arabia are committed to fostering a thriving local gaming market through government initiatives.
– The MENA region is rapidly growing as a gaming market, with revenue projected to reach $8 billion.

The Middle East is fast emerging as a global gaming hotspot, with the UAE and Saudi Arabia driving growth. Once considered secondary markets, both nations are now positioning the MENA region as a central player in a sector worth billions, supported by ambitious government strategies.

Chris Hewish, president of Xsolla, says this growth is intentional. Governments are creating the infrastructure, policies, and investment frameworks needed for long-term, sustainable gaming ecosystems, focusing on attracting talent, capital, and leading global companies.

Gaming powerhouse

UAE has become a focal point with its Gaming 2033 initiative, which simplifies visas, business licences, and access to funding. The country has attracted more than 350 gaming companies, including international giants like Riot and Ubisoft, while drawing talent from the UK and beyond. Saudi Arabia, through Vision 2030, is taking a complementary but distinct approach, investing heavily in local studios and acquiring stakes in global firms such as Savvy Games and Electronic Arts, aiming to build a strong domestic gaming ecosystem.

The MENA gaming market has surged from $3 billion to $8 billion annually, powered by a young, tech-savvy population with disposable income and high digital adoption. The Gulf is rapidly becoming a gaming powerhouse, with both Dubai and Riyadh contributing in their own ways. For Hewish, this is more than market expansion — it’s a strategic push to diversify economies and cement the MENA region as a major force in the global gaming industry.

For more information, you may visit Xsolla


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Understanding spikes versus sustainable growth in business

Raffy Sgroi discusses sustainable growth vs temporary spikes in business performance for lasting success and balance

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Raffy Sgroi discusses sustainable growth vs temporary spikes in business performance for lasting success and balance

In Short:
– Raffy Sgroi explains that growth is sustainable and requires a strong team, unlike short-term spikes from trends.
– Businesses should focus on systems and leadership for lasting success, ensuring they aren’t reliant on the owner’s presence.

Raffy Sgroi from Sage Advice highlights a crucial distinction in business performance: the difference between temporary spikes in results and genuine, sustainable growth.

True growth is defined by a business’s ability to scale sustainably, maintaining quality and stability without added stress. It is not simply about becoming faster, bigger, or chasing rapid expansion—a mindset often associated with hustle culture that rarely lasts.

In contrast, a spike represents a short-lived increase in results, typically driven by seasonal promotions, viral trends, or one-off marketing campaigns. While spikes can boost numbers temporarily, they do not equate to long-term success. Genuine growth, on the other hand, is marked by consistent demand increases, measurable improvements such as higher conversion rates, and a stable foundation for the future.

Financial metrics

Many businesses make the mistake of attempting rapid scaling without a solid team or infrastructure in place. To transform a spike into sustained growth, it is essential to strengthen the team, ensure the repeatability of successful initiatives, and maintain a close understanding of financial metrics—including cash flow and revenue—rather than relying solely on an accountant’s reports.

Sgroi recommends analyzing business performance over 90-day cycles and regularly monitoring key metrics. Assessing operational capacity before taking on new expenses is critical, as unchecked expansion can create unnecessary stress and inefficiencies.

Ultimately, true business success lies in the ability to operate independently of the owner’s daily involvement. Sustainable growth supports a healthy work-life balance and is grounded in strong leadership, disciplined processes, and strategic planning.

Raffy Sgroi can be found at sage.au or on LinkedIn for further insights into building scalable, enduring businesses.

 


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