Empowering Women to Pursue Leadership in Veterinary Public Health
published on
04/20/2025
written by
Katinka de Balogh
Katinka studied veterinary medicine in Germany, earned her Doctorate in Tropical Parasitology, and specialised in Veterinary Public Health (VPH) in the Netherlands. She spent over nine years in Africa working as a District Veterinary Officer and university lecturer in Zambia and Mozambique. She worked at the World Health Organization (WHO) from 1988–1990 and in 2002, she joined the Food and Agriculture Organization of the United Nations (FAO), where she led global VPH activities and served as the focal point for One Health and rabies at the FAO Regional Office for Asia and the Pacific in Bangkok. Katinka retired from FAO in 2022 and currently works as a freelance consultant. She has participated in several World Organisation for Animal Health (WOAH) working groups, and in 2025 participated in the WOAH Performance of Veterinary Services (PVS) mission to Bolivia, focusing on the rabies PVS.
Katharina D.C. Stärk
Katharina graduated as a veterinarian, holds a PhD in Veterinary Epidemiology from Massey University (New Zealand) and is a European Board of Veterinary Specialisation (EBVS)-accredited specialist in veterinary public health. Over the course of her career, she has worked in diverse environments including private industry and academia. In 2019, Katharina joined the Federal Food Safety and Veterinary Office (Switzerland) where she currently works as Head of Department, Science Foundations. Her professional passion lies in translating science into practice with the aim to ensure better health for all.
While women now represent a majority in veterinary education and practice, their career progression is slower when compared to men’s, and they remain underrepresented in management positions within government, the industry and academia. Also, female veterinarians – similar to women working in other professions – often encounter structural and cultural barriers that hinder career progression, particularly in leadership roles and non-clinical settings [1,2].
Mentoring and networking are powerful approaches that can support professionals across various fields by providing personal development, career growth and access to opportunities. In addition, they can help professionals enhance skills, gain confidence and provide women with advice on career progression.
In Europe, a group of about 20 female veterinary public health professionals started their own professional women’s network, with a first meeting in Switzerland in 2013; it has evolved through subsequent retreats in the Swiss countryside in 2019 and most recently in Rome (Italy) in 2024. In this context, a retreat is defined as time set aside specifically to withdraw from one’s everyday life, and with the intention to reinvigorate, reenergise and transform oneself through sharing personal and professional insights in a trusted environment with other women. The network, which has been active for 11 years, enables the building of long-term relationships, which are beneficial for personal growth and continued support.
All participants are veterinary professionals based in Europe, with some engaged in a more international context across diverse settings, including academia, research, industry, governmental agencies, non-governmental organisations and international institutions. They are at different stages of their careers (from junior to senior positions or recently retired).
The retreats were designed by Katharina D.C. Stärk with the input of her Switzerland-based colleagues, to specifically address the complex challenges faced by female veterinarians in the public health sector. Time was dedicated to reflecting on personal career paths, challenges and aspirations, and to building skills in resilience, leadership and strategic career planning. Moreover, the retreats fostered networking and peer-to-peer mentoring among participants. Each retreat spanned a weekend, blending individual reflection with pair and group discussions, following a semi-structured approach based on the needs of the group. Participants engaged in facilitated activities – from sharing of career reflections to breakout sessions focusing on leadership, resilience and strategic career planning. This multifaceted approach encouraged attendees to critically evaluate their career paths, explore systemic barriers faced by women (e.g. work-life balance and glass-ceiling barriers to promotions) and develop actionable strategies for professional advancement.
For the participants, these retreats have emerged as a vital group forum in which women gather to share experiences, confront challenges and build networks that foster both personal and professional growth. Between the retreats, several participants have kept in touch with each other, meeting bilaterally either privately or at meetings and conferences, and have continued their exchanges over the years.
One of the most profound takeaways from the exchanges is the recognition that career trajectories in veterinary medicine are rarely linear. Many participants described their journeys as ‘a winding road’ marked by both planned, strategic transitions and unexpected opportunities. Such reflections underscore the importance of ongoing reflection and self-assessments, proactive career planning and the willingness to embrace opportunities for change when they occur – even when this involves taking calculated risks or, in some cases, accepting temporary economic and social setbacks as investments in long-term growth.
The retreats also highlighted the vital role of resilience and leadership for female veterinary professionals. Through facilitated discussions, participants examined topics such as balancing professional ambitions with personal responsibilities and navigating fixed organisational structures that can limit salary negotiations and career progression. Emphasis was placed on the concept of ‘positive leadership’: an approach that integrates both heart and mind, encapsulated in the core theme of leading with a ‘cold brain yet a warm heart’. Female leadership should, in other words, focus on providing an equal voice to all.
Another notable theme that emerged from the retreats was the realisation that women are not alone. Many participants shared similar challenges in their workplaces, reinforcing the value of discussing negative experiences and exchanging strategies for coping. Yet another significant issue highlighted during these conversations was the unique challenges women face when moving into management positions. For example, when women present an idea it is often dismissed by colleagues, when the same idea suggested by a man is taken into consideration. This is a common issue, and serves as an example of the biases that persist in the workplace.
Crucially, the power of networking emerged as a key source of empowerment for women, and the opportunity to dialogue with peers at diverse stages of their careers was highly appreciated. One participant aptly cited the African proverb, ‘If you want to go fast, you go alone; if you want to go far, you go in a group’. The establishment of enduring peer networks through platforms like WhatsApp groups and LinkedIn* has not only provided emotional support to women animal health professionals, but has also opened avenues for mentorship and collaborative problem-solving, alongside the sharing of valuable resources such as the HealthyMinds application, Nike’s ‘Dream Crazier’ campaign, Geert Hofstede’s cultural dimensions theory, positive psychology and Erin Meyer’s The Culture Map [3-7]. Including participants of different generations also opened the possibility for more formalised mentorships, and for recognising how patterns of professional challenges are often associated with a specific career stage or family situation.
One of the most profound takeaways from the exchanges is the recognition that career trajectories in veterinary medicine are rarely linear. Many participants described their journeys as ‘a winding road’ marked by both planned, strategic transitions and unexpected opportunities.
The experiences shared through the activities described above reflect broader gender issues within the professional field of veterinary medicine, and veterinary public health specifically. Women frequently have to navigate the various demands of professional development alongside personal and family commitments. Furthermore, since they often work in male-dominated groups there can be a lack of opportunity to exchange with peers. Although professional networks for women are becoming more common, women may lack the time to engage in such activities, the sectoral focus of which may also be too different from their specific roles as veterinary public health specialists.
Creating dedicated spaces for reflection and dialogue can thus help dismantle traditional barriers and foster an environment where female veterinary professionals might achieve a work-life balance and thrive. The retreats also serve as catalysts for systemic change: over the years, several participants have progressed in their respective organisations into leadership roles, where they are able to influence their organisations to reconsider rigid structures that may stifle career progression for female (and male) professionals.
Copyright credit : Katinka de Balogh
The network described here was self-organised on a non-commercial basis: each participant – thanks to enthusiasm and motivation – covered their own travel, and other expenses were shared. Often, launching this type of network just requires someone to take the initiative and others to be willing to follow.
This example of an informal network exemplifies how targeted empowerment initiatives can transform the professional landscape for female veterinarians. By promoting reflective practice, resilient leadership and robust networking, these experiences not only address individual challenges, but also contribute to broader discussions on gender equity in non-clinical veterinary medicine. Moving forward, similar networks can be replicated, inspiring systemic change and fostering a culture of empowerment in the veterinary public health sector – and elsewhere in the veterinary profession. This can ultimately improve future organisational policy and practice, ensuring that the next generation of female veterinary professionals is better supported and more empowered to lead.
*The Women for One Health network, which comprises over 100 members, organises monthly meetings and has a dedicated LinkedIn page: https://www.linkedin.com/groups/12745144/.
Illustration picture copyright: Katinka de Balogh
References
[1] Tindell C, Weller R, Kinnison T. Women in veterinary leadership positions: their motivations and enablers. Vet. Rec. 2020;186(5). https://doi.org/10.1136/vr.105384
[2] Stärk KDC, Sifford R, van Andel M. Who wants to be a chief veterinary officer (CVO)? – thoughts on promoting leadership diversity in the public veterinary sector. Front. Vet. Sci. 2022;9. https://doi.org/10.3389/fvets.2022.937718
[3] HealthyMinds. Ottawa (Canada): The Royal; 2025. Available at: http://healthymindsapp.ca/ (consulted 13 March 2025).
[4] Why Nike’s ‘Dream Crazier’ ad is a starting shot for women to realize their dreams. San Francisco (United States of America): DrivenWomanNetwork; 2019. Available at: https://medium.com/@DrivenWomanNetw/why-nikes-dream-crazier-ad-is-a-starting-shot-for-women-to-realize-their-dreams-692eca16d53 (consulted 13 March 2025).
[5] Wale H. Hofstede’s cultural dimensions theory. Vancouver (Canada): Corporate Finance Institute; 2025. Available at: https://corporatefinanceinstitute.com/resources/management/hofstedes-cultural-dimensions-theory/ (consulted 13 March 2025).
[6] Lucey C. Positive leadership in practice: A Model for Our Future. Toronto (Canada); Institute of Positive Psychology Coaching; 2025. Available at: https://theippc.com/positive-leadership-in-practice-a-model-for-our-future/ (consulted 13 March 2025).
[7] Meyer E. The Culture Map. New York (United States of America): PublicAffairs; 2016. 289 p.
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