My View - Women in HealthTech

MY VIEW - WiHT co-chair Erin Currie

Women in HealthTech (WiHT) started with a conversation between several women leaders who shared a belief that the New Zealand HealthTech sector could be stronger if we worked more closely together.

At the time, I was Chair of the Medical Technology Association of New Zealand (MTANZ), Kate Reid was Chair of Health IT (now the Digital Health Association), and Di Siew was leading the Consortium for Medical Device Technologies (CMDT), now Te Tītoki Mataora (MedTech Research Translator).

Our initial motivation was twofold. We wanted to bring our respective organisations closer together, building on the collaborative and positive environment across the sector. At the same time, we recognised a shared opportunity to improve professional development opportunities for women. Women were underrepresented in many areas of HealthTech, and their voices and contributions were not always as visible or influential as they should be.

From those conversations, Women in HealthTech began to take shape.

Our mission has remained remarkably consistent: to connect, empower and elevate women in the New Zealand HealthTech sector. We wanted to create safe and welcoming spaces where women could build networks, develop relationships and share experiences. We also wanted to establish a mentoring programme, provide opportunities for thought leadership, and offer workshops and events that would help women navigate their careers and develop their professional skills.

Importantly, we wanted to influence the organisations in which we work, encouraging them to create more opportunities and embrace a different mindset around diversity and leadership.

HealthTech is a broad and diverse sector, spanning medical technology, digital health, pharmaceuticals, research, innovation and commercialisation. The experiences and challenges facing women are equally varied. While some areas have strong female representation, including women progressing through university and into professional roles, there are still gaps in the pathways that enable talented women to progress e.g. middle management to progress into senior leadership, and moving across the sector to broaden expertise.

There are also challenges for entrepreneurs and those establishing start-ups, regardless of gender. Building networks, finding mentors, developing connections, and confidence to help secure the capital needed to grow a business can be daunting. This is where I believe WiHT has real value to offer.

One of our greatest strengths is the community and support network we are building. We regularly hear how valuable these connections are. In many parts of New Zealand, particularly outside the main centres, opportunities for women to connect with others working in similar roles or facing similar challenges can be limited. Traditional business networking environments do not always feel accessible or comfortable for women. Creating alternative opportunities to connect, whether through a coffee morning, an after-work gathering or a more structured event, makes a real difference.

Mentoring is another important part of what we offer. Approaching a senior or more experienced person and asking them to become your mentor can be intimidating. Our EmpowerHer mentoring programme provides a structure that makes this relationship easier to establish. Participants know that mentors have actively chosen to support and develop others, and we aim to match people with complementary interests and backgrounds. From there, it is about building a productive relationship and making the most of the time invested by both mentor and mentee.

Looking ahead, I believe the role of WiHT becomes even more important as the HealthTech sector embraces artificial intelligence, digital transformation, and new ways of working.

AI will increasingly help organisations process information, develop strategies, and generate insights. However, technology alone cannot determine where an organisation should be heading, why it should go there, or what outcomes it should prioritise. Those decisions still require leadership, judgement and diverse perspectives.

If we are not bringing diversity of thought into the way we direct, interpret and apply AI, we risk narrowing rather than expanding our thinking. Diverse leadership is therefore not simply about representation or fairness; it is fundamental to the effectiveness, innovation, and long-term performance of our organisations.

WiHT is a New Zealand-grown organisation, and over the past three years we have seen particularly encouraging growth across Auckland, Wellington and Christchurch. We are now extending our connections into regional centres, building a genuinely national community.

Our strength lies in the contribution of our volunteers and the enthusiasm of women who are willing to mentor, speak, run workshops and create opportunities for others. We are entirely volunteer-driven and supported through sponsorship, which makes this commitment more meaningful. People give their time and energy because they believe in the potential of women in this industry.

As we head into 2027, I am excited about what WiHT can become. We have built a vibrant community and created momentum. Our opportunity now is to build on that foundation, strengthen our connections, increase our influence and help shape a more diverse and inclusive HealthTech sector.

Join us at the Connection Zone at the Digital Health Week Conference in Auckland this Wednesday 18 November | 1:30–2:30pm to learn more.

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