Women in MedTech: The Real Barriers to Leadership and Entrepreneurship
A personal reflection by a Women In Med Tech member and contributor. These views are independent and do not represent any organization or company.
This post is a reaction to reading the recently published Fortune Article, “There’s a $32 trillion reason to bet big on women entrepreneurs as your 2025 investment resolution,” which provoked intense thought and discussion on women investors and women in business.
2025 is shaping up to be a pivotal year for women entrepreneurs. According to recent data, 41.5% of all entrepreneurs are now women, a significant rise that reflects years of investment in higher education and professional development. The growth of women as venture capital (VC) partners—up 18%—further signals a shift in business dynamics. Yet, in medtech and medical devices, where the average entrepreneur is 44 years old, only a quarter of these innovators are female.
So why, despite having the education, the experience, and the drive, do women remain underrepresented? The answer isn’t as simple as discrimination or lack of opportunities—it’s about the unique, systemic challenges that women face.
Motherhood: Embrace It, Encourage It, and Provide Support to Enable It
Women are at an inherent disadvantage in entrepreneurship—not because they lack ability, but because they are the only gender that bears children. The average age for childbearing aligns almost perfectly with the prime career growth years: roughly 7-10 years post-undergrad. This is when critical promotions happen, executive pathways are forged, and I would argue the relationships that eventually lead to launching a startup are formed.
As someone classified as an ultra-achiever (HBR author, Sylvia Ann Hewlett classifies an ultra chiever as those earning more than $100,000 annually), I navigated major career advancements while also balancing the personal milestones of starting and growing a family. I can personally attest to the financial and professional setbacks that come with childbirth. My husband and children are the most important thing in the world to me, hard stop. Being a mother is the single most important role I will ever hold. That being said, as someone who takes immense pride and satisfaction in my professional success, the impact of having children as an ultra-achieving woman was incredibly difficult, even with the support of my high-earning husband and the significant advantages I had due to my financial status and the above-standard benefits my employer provided. Even with these advantages, the impact of taking maternity leave resulted in a significant financial and professional setback, with missed opportunities that remain difficult to quantify. Then came the unexpected costs—childcare, additional household responsibilities, and the mental load of balancing both a career and a family.
This isn’t a niche issue. I have the group chats to prove it. Data shows that among high-achieving women in executive roles, 33% in the 41-55 age bracket are childless—a figure that jumps to 42% in corporate America. Among ultra-achievers earning over $100K annually, nearly half do not have children. These numbers are not a coincidence; they reflect a stark reality—women often feel forced to choose between career success and family.
The Ripple Effect: Fewer Women, Fewer Role Models, Fewer Future Leaders
Research shows that a mother’s education level positively correlates with her children’s cognitive development and success. College-educated mothers are more likely to be involved in their children’s extracurricular activities and serve as role models of achievement. If more high-achieving women opt out of motherhood due to career constraints, the long-term effects on future generations of female leaders could be profound.
Yet, when we talk about investing in women-led businesses, the conversation rarely focuses on what truly keeps women in the workforce: real, structural support for working mothers.
Invest in Women? Invest in Their Success—Not Just Their Startups
Funding women-led startups solely based on the gender of the executive and founding team doesn’t address the core issues. If we truly want to support high-achieving women, we need to build an ecosystem that doesn’t penalize them for their fundamental right to have children and raise a family. That means:
Maternity leave policies that, at a minimum, make women financially whole—not just the bare minimum disability leave. For many women, the current benefits and financial calculations seem outdated and don’t account for high or ultra-earning women. A woman who supports her family with a $200,000+ base salary can't survive off a 60-80% decrease in pay, which for many is the government support maximum, where many employers don't provide any extra assistance or pay.
Accessible childcare solutions—subsidized, on-site, stipends, or tax credits to support working mothers. I would argue that women who are ultra-achievers likely live in high-income communities, where the cost of childcare is far more than the national average. This should be taken into account when calculating childcare reimbursement options.
Flexible work hours and environment—most women who are high or ultra earners are being paid a salary, where KPIs are a key determinant of competency or success at work. I am not suggesting adjusted performance measurements, rather the flexibility to choose where to work, so long as KPIs are being met. Women shouldn’t feel like they’re choosing between being a good employee or a good mother.
Rather than mandating quotas for women-led businesses, I would prefer to see investors prioritize companies that build environments where women—regardless of role—can succeed without having to sacrifice their personal aspirations. It’s not just about women founders; it’s about sustainable, structural support that enables all women to thrive in leadership and entrepreneurship.
Final Thought: A Business Environment Where Everyone Wins
I am blessed to have both a son and a daughter. I want my daughter to have the option to be both a CEO and a mom. But I also fear an environment that would prioritize the success of my daughter over my son's solely based on gender. My son is equally as deserving to have equal access to funding opportunities and achieve his dreams of being a CEO and father. It is critical to understand that supporting women in their careers benefits everyone, and if we want true gender equity, we need to rethink how we structure workplaces—not just for women, but for all families. A future where high-achieving women don’t have to choose between success and family isn’t just possible; it’s necessary for a stronger, more innovative business world.
