For modern GBS, diversity in leadership remains a moral and business imperative. Looking at gender diversity, for example, organizations benefit from a broader range of perspectives, stronger decision-making, and a culture of innovation. Elevating female leadership is about both equality and building the future of business on a foundation that is inclusive, resilient, and forward-thinking.
From SSOWomen’s Days to spirited debates surrounding GBS leadership, at SSON, we’ve worked to create platforms where women can share experiences, build skills, and connect with peers. These initiatives reflect our belief that real progress comes from dialogue, collaboration, and celebrating the value of community.
As such, SSON’s new column, Women Who Lead: The Women Shaping the Future of GBS, continues that work in written form. This series is a living archive of the women shaping GBS today, their career journeys, leadership lessons, and perspectives on the future. More than just profiles, these stories aim to inspire, educate, and connect professionals across the industry, strengthening a community that is leading GBS into tomorrow.
For our third edition, we are joined by Trudy Tan. Trudy is the Head of Sanofi’s Kuala Lumpur and Chengdu Hubs for Asia Pacific, leading transformative Global Business Services (GBS) operations across the region. Under her leadership, the KL Hub earned dual recognition at the Malaysia Management Excellence Awards 2025, securing Team of the Year – Pharmaceuticals and Health and Wellness Initiative of the Year – Pharmaceuticals.
Trudy is passionate about driving operational excellence, innovation, and holistic employee experience. She drives the operations and strategic capabilities of two GBS Hubs, ensuring they function as strategic partners delivering real, tangible value to the organization. Beyond business impact, Trudy champions a people-first culture, embedding wellness, purpose, and professional growth into the workplace.
As a strong advocate for female leadership in GBS, we spoke with Trudy on how she actively shapes Asian talent development, fostering resilience, adaptability, and high-performance teams across the region.
Embracing Generational Diversity
SSON: You lead a team with a large number of Gen Z and millennials. How do you balance delivering high performance with enabling flexibility, well-being, and purpose for the next generation of leaders?
Trudy: One thing I believe strongly in is that trust is a universal language across generations and cultures. At Sanofi, we lead with trust as the foundation. It gives people the freedom and confidence to perform, opening doors for transparency, flexibility, and innovation, regardless of generational differences.
“Having a multigenerational team is an advantageous gift. Each generation brings unique strengths: Gen Z brings boldness, digital intuition, and a values-first mindset. Millennials are adaptable, tech-savvy, and outcomes-driven. Gen X and experienced team members bring mentorship, structured thinking, and deep institutional knowledge.”
We do not try to flatten these differences; we embrace them. Some of our best outcomes come when we bring diverse teams together. I encourage leaders to embrace diversity in hiring, as I genuinely believe in the power of a diverse workforce with the right growth mindset and learning agility. The energy, creativity, and mutual respect in diverse teams lead to better decisions and higher performance.
But it is not just about work. It is also about culture and understanding. That is why we invest in employee business resource groups such as Generations+, where people at various career stages can learn from one another.
At Sanofi, our All Well global wellbeing framework centers on four pillars: healthy bodies, healthy minds, healthy financials, and healthy working culture. From mental health support to gender-neutral parental leave and flexible working, we have made wellbeing a strategic priority, benefitting all generations.
“Understanding generational differences is a journey of continuous learning. What matters is that we lead with curiosity, respect, and openness.”
Breaking Down Geographical Barriers
SSON: You’ve led teams across multiple countries and industries. In your view, what makes Malaysian/Asian talents unique, and what more needs to be done to elevate their presence on the world stage?
Trudy: Having led global, regional, and country teams across Malaysia, Singapore, the United States, and Switzerland, I have been privileged to work with exceptional talents worldwide. While every individual brings unique strengths, I have observed that environmental and cultural factors shape how talents from different regions show up and thrive globally.
Take Malaysia as an example. Our diverse, multilingual, multi-faith communities give us exceptional cultural intelligence and adaptability. These are advantages, especially in Business Operations roles that span global markets, time zones, and cultural contexts.
Across Asia, whether in Malaysia or broader Southeast Asia, professionals bring remarkable resilience, humility, and professionalism, deeply rooted in cultural values. These are powerful assets and present an opportunity for leaders to advocate for their contributions across the company. At Sanofi, we actively create visibility and psychological safety, respecting cultural differences. Through global stretch assignments, internal mobility programs, and ensuring our talent has a seat at decision-making tables, we consciously create platforms, not just opportunities.
I have witnessed this impact firsthand.
“In transformation projects, culturally diverse teams consistently surface perspectives that homogeneous groups miss. When navigating complex, multi-market challenges, this diversity of thought is essential for higher-quality, sustainable solutions.”
How do we elevate Asian talents globally? First, build belief in ourselves and in each other. Second, create visibility through intentional platforms, sponsorships, and mentorship. Third, challenge geographical bias. Time zones are a consideration, not a barrier. Asian professionals have the resilience, flexibility, and capability to excel in global roles based in Asia. Fourth, organizations must actively seek and elevate talent across all regions.
“Wherever we are based, we bring value. Our diverse experiences produce better outcomes as a team.”
Final Thoughts: Advice for the Future of GBS Talent
SSON: What is your advice to the next generation of talent in Asia, and what would you like them to know about the GBS industry or Sanofi’s Kuala Lumpur Hub in terms of growth, belonging, and advancement?
Trudy: I want the next generation to know that GBS is an excellent platform to learn and grow, where digital innovation and continuous improvement are central to our day-to-day. As GBS modernizes, the sector is increasingly focused on strategic impact and value to the business. AI will further revolutionize the future of GBS service delivery and elevate the sector up the value chain.
At Sanofi, our Business Operations (BO) network spans across teams based both in markets and Hubs. The hubs are central to Sanofi's delivery model. In Kuala Lumpur, we manage end-to-end operations in multiple areas including Finance, HR, Manufacturing and Supply, and scaling capabilities in Medical Services, Go-To Market-Capabilities, Digital and more.
These activities are at the core of how Sanofi delivers our global mission to chase the miracles of science to improve people's lives. And it is happening from across the globe, including here, in Asia.
In Sanofi, we have built our hubs to be more than just a workplace. It is a place of belonging, purpose, and community. Whether it is employee events, culture days, internal talent circles, or simply the way our teams support one another, it is a space where you can be yourself and grow into the leader you want to be.
“For young Asian talent, especially women: leadership doesn't require perfection; it requires courage, self-awareness, and care for others. Be bold, be visible, and know that your story, curiosity, passion, and resourcefulness are strengths that matter. We need leaders who reflect the world we live in, and that includes you.”
The future of GBS is being shaped now. Step forward and shape your own path in this exciting field.