The Journey of a Leader
Since Farmasia was established in 2007, it has grown into a major player in the medical device and healthcare industry in Malaysia and beyond. What initially inspired you to dedicate your career to the healthcare sector, and what has been the most significant challenge you have overcome on this journey?
My journey in healthcare began more than three decades ago, when I entered the pharmaceutical industry after graduating in Microbiology. What attracted me to this industry was the opportunity to be involved in something that could genuinely improve people’s lives.
Throughout my career, I had the privilege of working with leading multinational pharmaceutical companies, where I gained invaluable experience in business development, government affairs and healthcare management. Although Farmasia was established in 2007 as a trading company, it was in 2016 that I embarked on a new chapter by transforming the business into a medical device manufacturing company.
Having spent many years in the multinational pharmaceutical industry, I wanted to take on a greater challenge — to build a Malaysian company capable of developing and manufacturing its own healthcare products. The transition was far from easy. Moving from trading to manufacturing meant entering an entirely different world, one that required investment in research and development, manufacturing facilities, regulatory compliance, quality systems and, most importantly, people.
The greatest challenge has been navigating the financial and operational difficulties that come with building and sustaining a manufacturing business. There have been moments of uncertainty, disappointment and exhaustion. There were times when I questioned whether I had the strength to continue. As a leader, I also carry the responsibility of ensuring that the people who have placed their trust in me have a future with the company. That responsibility has always weighed heavily on my shoulders.
But I have learned that resilience is not about never feeling defeated. It is about finding the courage to rise again, even when the road ahead seems uncertain. My faith in Allah has been my greatest source of strength. I believe that we must do our very best, remain honest in our intentions and trust Allah with the outcome. Looking back, I realise that my greatest achievement is not simply transforming a business. It is having the courage to pursue a vision, take responsibility for it and keep going despite the challenges.
A Mission Beyond Business
You have powerfully stated: “Together, we are not just building a successful company; we are part of something much larger — improving lives, one product at a time.” How do you ensure that this profound sense of purpose remains the beating heart of your company’s daily operations?
I have always reminded my team that we are not merely manufacturing and selling products. Behind every product is a person who may be suffering, a patient hoping for relief, or a family wishing to see their loved one recover.
At Farmasia, our focus is on developing healthcare products that are accessible, effective and capable of improving patients’ quality of life, particularly in wound care. I want every employee, whether they work in production, administration, sales or management, to understand that their contribution matters.
A person working on the production line may never meet the patient who uses our product, but the quality of their work can make a difference in someone’s healing journey. Equally important to me is how we treat one another within the organisation. I believe a company cannot truly claim to care about patients if it does not also care about its own people.
I am not a perfect leader, and I continue to learn. But I try to lead with compassion, fairness and a strong sense of responsibility. For me, business should never be measured by profit alone. Success must also be measured by the positive difference we make in people’s lives. I believe that when our work is carried out with sincere intentions, integrity and compassion, it can become a form of service to humanity and, through my faith, an act of worship.
Health as the Essence of Beauty
At Queen of Queens, we believe that true beauty stems from authenticity, wellness, and self-care. Coming from an industry dedicated to health and healing, how do you perceive the connection between inner physical well-being and a woman’s outward strength, elegance, and confidence?
I believe true beauty begins with how we feel about ourselves, how we carry ourselves and how we treat others. As women, we often spend so much time caring for our families, our careers and the people around us that we sometimes forget to care for ourselves.
Over the years, I have come to appreciate that good health is one of the greatest blessings we can have. When a woman is physically healthy, emotionally balanced and at peace with herself, it naturally reflects in her confidence, her presence and the way she approaches life.
But I also believe that beauty goes beyond physical appearance. A woman’s elegance is reflected in her kindness, her dignity, her wisdom and the way she treats people, especially those who can do nothing for her in return. At this stage of my life, I no longer believe that beauty is about looking younger or meeting society’s expectations.
It is about embracing who we are, accepting the changes that come with age and carrying ourselves with grace and gratitude. To me, a truly beautiful woman is someone who remains compassionate despite life’s hardships, confident without arrogance and strong without losing her gentleness.
Women in a Demanding Industry
The medical manufacturing and distribution sector is highly competitive and demanding. What unique strengths do you believe female leaders bring to this field, and how has your personal leadership style evolved over the years to guide your team to success?
I believe women bring a unique combination of resilience, empathy, intuition and determination to leadership. In a demanding industry such as healthcare manufacturing, decisions often involve balancing commercial realities with the needs of employees, customers and patients.
Women can be firm decision-makers while remaining sensitive to the human side of business. I consider that a strength rather than a weakness. Earlier in my career, particularly when working in multinational corporations, I was very focused on performance, targets and delivering results. Those experiences taught me discipline, accountability and the importance of making difficult decisions.
However, transforming Farmasia from a trading company into a manufacturing organisation has changed me in many ways. I had to move beyond commercial strategy and learn about manufacturing operations, quality management, regulatory requirements and the many responsibilities that come with running a business.
More importantly, I learned that leadership is not simply about giving instructions or expecting results. It is also about listening, understanding people’s struggles, recognising their potential and helping them grow. I have also learned that being a leader does not mean we must always appear strong.
There are moments when we feel disappointed, frustrated or overwhelmed. What matters is how we respond to those emotions and whether we are willing to reflect and improve. Today, I place greater importance on developing the next generation of leaders within Farmasia. I want my team to become confident decision-makers who can eventually lead the organisation beyond my own tenure. I believe the true measure of leadership is not how dependent people are on you, but how capable they become because of you.
Future Horizons
With Farmasia expanding its reach across Southeast Asia, what is your ultimate vision for the company’s global footprint? Are there specific innovations or new horizons you are aiming for in the coming years?
My vision is to see Farmasia recognised internationally as a Malaysian healthcare manufacturer that delivers innovative, reliable and affordable medical products. When I transformed Farmasia from trading into manufacturing in 2016, my ambition was never limited to serving the Malaysian market alone.
I wanted to demonstrate that a Malaysian company could develop its own healthcare products, manufacture them locally and compete internationally. Today, we have taken meaningful steps towards that vision, with our products reaching markets in Southeast Asia, the Middle East and Africa.
Our ambition is to strengthen our presence in these regions while exploring opportunities in Europe and North America. One of our key priorities is advancing the international regulatory approvals of our wound care products, including pursuing US FDA clearance and European market access.
I am particularly passionate about our research and development in wound management. We are exploring innovations in advanced wound healing, including improved hydrogel technologies, debridement solutions and products designed to support the healing of difficult wounds. I believe innovation should not be limited to expensive technologies accessible only to a privileged few.
Healthcare innovation becomes truly meaningful when it reaches the people who need it most. Beyond expanding our markets, I also hope to build a stronger manufacturing and research foundation for Farmasia in Malaysia. I want to see our company contribute to the growth of Malaysian medical technology and demonstrate that a homegrown company can compete internationally.
Most importantly, I want Farmasia to become an organisation that continues to grow and serve patients long after my time. That, to me, would be a legacy worth leaving behind.
Empowering the Next Generation
Your journey is a powerful testament to resilience and vision. What advice would you give to young women who aspire to break boundaries and build impactful, purpose-driven enterprises in today’s world?
My first advice is to believe in yourself, but also understand that belief alone is not enough. You must be willing to work hard, continuously learn and make sacrifices along the way. Do not be afraid to begin, even when you do not have all the answers.
When I decided to transform Farmasia into a manufacturing company, I was entering an entirely different area of business. Despite my years of experience in the pharmaceutical industry, there was still so much I needed to learn. I certainly did not have all the answers then, and even today, I am still learning.
There will be people who doubt your abilities. There will be setbacks, disappointments and moments when things do not turn out as planned. Do not allow those experiences to define your worth or determine how far you can go. Surround yourself with people who are honest with you, who challenge you to become better and who genuinely want to see you succeed.
Never compromise your integrity for short-term success. A good reputation takes years to build but can be lost very quickly. And please remember that ambition and kindness can exist together. You do not need to become harsh or lose your compassion to be a successful leader.
As a Muslim woman, my faith has taught me the importance of patience, gratitude, humility and trusting Allah’s wisdom, particularly when life does not unfold according to my plans. I believe we are placed in this world for a purpose greater than ourselves. Whatever position or opportunity we are given, we should use it to bring goodness to others.
Finally, I would tell every young woman that success is not about how much wealth you accumulate, how many titles you hold or how much recognition you receive. It is about the lives you touch, the people you uplift and the positive difference you leave behind. If, at the end of my journey, I can say that I have helped people, provided opportunities for others and made a meaningful contribution to society, then I would consider my life a success.
© 2026 Queen of Queens Magazine. All rights reserved. Original interview conducted and curated by the editorial team.
