My STEM Experience
I’ve been very privileged in my career to have been supported by colleagues and leaders who valued me for my expertise and contributions—and in many cases, served as fantastic mentors who helped shape my career. It’s the reason that I am so passionate about mentorship and sponsorship—I’ve experienced first-hand the benefits in terms of career development. Identifying a mentor early on in your career is critical to your success—not just in STEM fields, but any field. I’ve had the privilege of serving as a mentor to others—both here in my role at Kelly and throughout my career—which has been a truly rewarding and fulfilling experience.
One of the best ways to achieve progress for women in STEM is to forge a path for others and lift them up when given the opportunity. There is a famous quote which I Sarah Holloway, PhD Domain Intelligence Director, Kelly Science & Clinical think sums this up perfectly: “Once you reach the top floor, remember to send the elevator back down for others.”
There has never been a more exciting time to be a woman in STEM. The pandemic, as devastating and heartbreaking as it has been for me and so many others, has put a spotlight on STEM as a remarkable force for good. From the development of therapeutics and vaccines at unprecedented speed, to the feats of engineering required to produce and distribute them around the world, to the technology that has kept us all connected and together, despite being physically separated—the way STEM professionals have come together to solve the complex challenges before us is truly inspirational. As a woman in science, I have never felt more certain that I have chosen a career in which I can make a positive impact on the world, and I hope that more women now, and well into the future, have the opportunity to experience that same passion.
Women in STEM 5 Years down the Road
In five years, I hope to see more women ascend to positions of leadership in business, academia, and perhaps, even the White House! The performance benefits for organizations with diverse leadership are clear. A 2019 analysis by McKinsey found that companies in the top quartile for gender diversity on executive teams were 25 percent more likely to have above-average profitability than companies in the fourth quartile. For ethnic diversity, that metric increases to 36 percent. As more women ascend to positions of leadership, other women will realize that not only is it possible, but also that they belong in those positions.
