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Alisha Moopen of Aster DM Healthcare calls for structural changes to boost women in healthcare leadership, emphasizing talent, and mentorship on Women’s Day 2026.
Alisha Moopen, Deputy Managing Director of Aster DM Healthcare
Despite women making up a significant share of the global healthcare workforce, their representation in top leadership roles remains limited. As the industry evolves, conversations around building stronger pathways for women to move into decision-making positions have become increasingly important. On the occasion of International Women’s Day 2026, Alisha Moopen, Deputy Managing Director of Aster DM Healthcare, speaks with News18’s Aparna Deb about the need for structural changes, the value women leaders bring to healthcare organisations, and how institutions can build a stronger pipeline of women in leadership.
1. Women make up nearly 58% of the global healthcare workforce, yet leadership representation remains far lower. From your experience, what structural changes are needed to ensure more women move into CXO roles in healthcare?
Diverse leadership in healthcare plays a critical role in building resilient institutions and delivering compassionate, patient-centric care. It is noteworthy that when women rise, healthcare systems become stronger, communities become healthier, and societies move forward with greater empathy and equity.
Leaders and institutions must move beyond intent to action by actively nurturing talent and enabling equal access to opportunities. Enabling women to participate meaningfully in decision-making, introducing initiatives at organizational levels that empower and enable women to take on leadership roles, etc. are a few ways to ensure more women move into leadership roles in healthcare. This not only strengthens organizations but also inspires the next generation of professionals to aspire and lead with confidence.
2. You have helped steer Aster DM Healthcare’s expansion across India and the GCC. As a woman in leadership, what unique perspectives do women CXOs bring to decision-making in large healthcare organisations?
In healthcare, women often bring a strong patient-centric and people-focused perspective to leadership, which is especially valuable. They tend to encourage collaborative decision-making, ensuring diverse viewpoints are considered before shaping strategy. This often leads to more balanced outcomes that prioritise clinical excellence, patient experience, and workforce well-being alongside organisational growth.
Women leaders also place significant emphasis on building inclusive workplace cultures and nurturing future leaders. Their leadership style often combines empathy, resilience, and long-term thinking, which helps organisations navigate complexity while staying focused on purpose. In healthcare especially, this perspective helps ensure that decisions remain compassionate, sustainable, and aligned with the needs of both patients and professionals.
3. The theme of International Women’s Day this year emphasises “Give to Gain”. How can organisations practically invest in women leaders so that both businesses and society benefit in the long run?
The theme ‘Give to Gain’ serves as a timely reminder that when organizations invest in empowering women, they ultimately build stronger teams, more innovative institutions, and a more equitable and inclusive future for society. When we create spaces where women can thrive without barriers, we unlock not just individual potential, but collective progress. The Women in Leadership programme at Aster DM Healthcare empowers talented and capable female employees with training and growth opportunities, to shape them for leadership roles.
4. You’ve been recognised globally for leadership and innovation. What were some of the defining moments or cha llenges in your journey that shaped your leadership style as a woman CXO?
My journey to my current role has been one of continuous learning, dedication, and embracing opportunities. I began at Aster by managing the finances of one of our hospitals, a role that gave me a deep understanding of the organization’s operations and challenges.
Over time, I took on increasingly strategic responsibilities – managing clinics, leading corporate strategy, and eventually overseeing the growth of the entire group. Each step required adaptability, calculated risk-taking, and the drive to deliver results, all of which shaped my progression within the organization.
One of my defining responsibilities was overseeing 25 Aster clinics in the UAE, along with the mandate to open another 25 in the years ahead. While many of these clinics thrived, some struggled initially.
For me, failure was not an option. Through careful analysis, strategic shifts, and an unwavering focus on delivering quality care, we turned the underperforming clinics around and ensured their long-term success. Each challenge has been an opportunity to evolve, and every milestone a reminder of why this journey matters.
Through the years and my evolving experiences, my leadership approach has become purpose-driven and people led – focused on expanding access to high-quality care, leading with empathy and transparency, and staying closely connected to the frontline so decisions reflect the real patient and employee needs. In practice, that means over-communicating during uncertainty, inviting help when needed (including external experts), running frontline listening sessions, and investing in women’s leadership and wider inclusion so more voices shape our care.
No journey of leadership is built alone, the most compelling need is of an incredible team and talent around you that helps you to think ahead, execute flawlessly and transform vision into meaningful impact.
5. Many talented women enter the healthcare sector but fewer reach boardrooms. What role should companies, mentors, and policies play in building a stronger pipeline of women leaders?
Building a stronger pipeline of women leaders in healthcare requires a collective effort from organisations, mentors, and policymakers.
Companies must create equitable opportunities through transparent promotion pathways, leadership development programs, and flexible workplace policies that support different life stages. Just as importantly, organisations should actively identify and nurture high-potential women, ensuring they are given visibility, responsibility, and opportunities to lead critical initiatives.
Mentorship and sponsorship also play a vital role. When experienced leaders actively guide and advocate for emerging talent, it helps women navigate career transitions and build confidence in leadership roles. At a broader level, policies that encourage workplace equity, leadership training, and inclusive cultures can help remove structural barriers. Together, these efforts can ensure that more talented women not only enter healthcare but also thrive and lead at the highest levels – which is where this year’s International Women’s Day serves as an important reminder of ‘Give to Gain’.
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March 08, 2026, 09:02 IST
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