Can you walk us through your career path — what were the pivotal moments that led you to become Head of Institute here at SIPBS?
I have always been driven by curiosity and by a desire to see science improve lives. I studied pharmacy at Strathclyde, which sparked my interest in drug delivery and formulation. After a PhD on liposomes for DNA vaccines, I joined a start-up working on DNA delivery. I enjoyed it, but felt the pull of academia. I still joke that if only I had thought to use mRNA rather than DNA at the time, the story might have been very different.
In 2000 I moved to Aston University as a Lecturer, focusing on liposomal and nanoparticle systems. An EU grant on TB vaccines proved a turning point and I shifted from DNA to sub-unit vaccines. I loved Aston and took on leadership roles including Vice Dean for Learning and Teaching and later Head of Aston Pharmacy School.
Then, in 2015, I noticed the Head of Institute role at SIPBS being advertised. Strathclyde’s strong translational mindset really caught my attention. So, I applied. I didn’t get the position, Robin did, and Robin did a fantastic job, setting strong foundations for the Institute’s success.
Around then Strathclyde launched the Global Talent Scheme and I joined SIPBS through that route. I arrived in 2016 with an EU grant on formulating RNA vaccines in LNPs. The field was gathering momentum again, and it felt like coming full circle.
Being awarded an MBE for services to pharmaceutical innovation and regulation is a huge life achievement. Tell us how this came about, and what the experience has been like.
It really did come as a big surprise. Once I got over the initial shock, I felt absolutely delighted and very honoured. The honours process is confidential, so nominees are not told they have been put forward or shown the submission, which makes it all the more touching. I am hugely grateful to whoever took the time to nominate me.
The recognition was made in reflection to the work that has been close to my heart for years. My research on mRNA LNPs was building, and during the pandemic I supported the regulatory process for their approval as COVID vaccines, including work with the Commission on Human Medicines. It was an intense period, but it showed how science, regulation, and collaboration can come together to deliver safe and effective medicines at pace.
Who were your mentors or role models who shaped your own approach to leadership?
I have been very lucky with mentors. My PhD supervisor, Professor Gregory Gregoriadis, had an enormous influence on me. He is a pioneer in liposomes and an extraordinary scientist, with a laser sharp focus on the data combined with wit and warmth. He could cut straight to the heart of a problem, ask the question everyone else had missed, and do it with humour that put you at ease. He showed me that you can take the science seriously without taking yourself too seriously.
I have also learnt a great deal through professional service and supporting scientific societies, particularly with the Controlled Release Society. Working alongside outstanding leaders such as Martin Davies, Ijeoma Uchegbu and Kazunori Kataoka gave me a close view of thoughtful, values-led leadership. From those experiences I took the importance of evidence-based decision making, clarity of purpose, courage, generous mentorship, deep scientific vision and international collaboration.
I always encourage people to get involved with their scientific societies — the time you give is genuinely enjoyable, and while you might not realise it at the time, it comes back to you in the most rewarding and unexpected ways.
What challenges did you face along the way as a woman in your field, and how did you overcome them?
Like many people, I have encountered rooms where it was hard to feel I belonged and moments where informal networks did not work in my favour. I have also been fortunate in many ways, and I try to check my own privileges and assumptions. That means listening carefully, asking whose voices are missing, and being prepared to change how we do things.
Confidence and belonging matter. Allies who make space for you are also really important. Now I try to be that person for others, by sponsoring as well as mentoring.
It is also vital to see people like yourself in the roles you hope to move into. Representation helps you picture what is possible and how to get there. Working with international societies has given me breadth and diversity in both the challenges people face and the ways we can address them. It is an old phrase, but it remains true. Diversity drives innovation.
My current pet peeve is that when I’m flying somewhere on my own, flight attendants often assume I’m travelling with whichever man happens to be sitting next to me. It happens surprisingly often, it’s mildly funny, particularly seeing who is more horrified by the assumption, but is also a bit tedious and reminds me how slow progress is.
What does it mean to you to be the first female Head of Institute here at SIPBS?
It’s a real privilege to be the first female Head of Institute at SIPBS, though I very much hope I won’t be the last! For me, it’s a reminder of the responsibility to keep the door open for others, to make sure talented people can see themselves here, feel they belong, and have the opportunities to lead.
Have you noticed any shifts in culture or expectations in relation to gender since taking on the role?
We have all seen the global shifts in both directions, some positive and others worryingly regressive. These inevitably filters into every part of our lives and workplaces. I recently attended an excellent Strathclyde Black History Month talk by Jason Arday, Professor of Sociology of Education at the University of Cambridge. He really reinforced how easily we make assumptions about people, and how many colleagues face daily challenges we never see because they are managing them silently alongside everything else. It was a powerful reminder that progress isn’t guaranteed and we all need to stay alert, keep listening, and ensure our actions match our values.
From a personal side, when I first became Head of Institute, someone said to me, and they genuinely opened with “no offence”, that they thought more people were coming to me with personal issues because I’m a woman. I just nodded at the time and moved on, but when I look back, I realise I bystandered myself in that moment. I did take offence, because it showed that the first thing they saw wasn’t my leadership or experience, but my gender. I should have challenged it. It was a reminder that even in leadership, assumptions still surface, and that silence let them stand.
What advice would you give to young women aspiring to leadership in what can be a traditionally male-dominated sector?
Seek out good mentors and good peers who will give honest feedback and celebrate your successes. And when you find yourself in a position to do so, reach back and support others. That’s how we build real change. Also remember that leadership doesn’t have to look one way. You can lead quietly or boldly, strategically or creatively, what matters is authenticity, fairness, and keeping people at the heart of what you do.
And my other bit of personal advice, based on experience: if you’re sent on a leadership course and it serves up the same type of person in every case study, complete with tales of war rooms and submarines, that’s your cue to head for the door. Real leadership is far more varied.
What do you think institutions can do better to support diverse leadership and ensure equity in research opportunities?
Make space for honest conversations. Listen to lived experiences, learn where the barriers are and be willing to change how things are done. Equity is not a one-off project; it is an ongoing commitment to doing better, every day.
What do you think are the biggest challenges facing the Institute in the coming years?
Like all research-intensive environments, our biggest challenges will be balancing ambition with sustainability in this financial climate. We want to continue to deliver a great educational experience and grow our research profile and impact, but we have to do that in a way that supports our people and keeps our community thriving. The pace and complexity of modern science mean collaboration, infrastructure and support systems need constant attention.
We have to keep investing in culture, ensuring that inclusion, openness and wellbeing stay at the heart of how we work. Great work only happens when people feel supported, respected and excited to contribute, and that’s something we can never take for granted.
You’ve successfully led a large and active research group, contributed significantly to the wider pharmaceutical field, and served as Head of Institute. How have you balanced these demanding roles, and what strategies have helped you manage such a diverse portfolio of commitments?
Balance might be too strong a word! It’s probably more of a managed juggle. I also remind myself that delegation isn’t about handing things off; it’s about empowering others, giving them space to lead, and recognising that collective effort always takes you further. And finally, I’ve learned to embrace the chaos.