Kamya Elawadhi is Co-Founder & President of Doceree, the world’s first AI-powered programmatic platform built specifically for physician-level audience targeting. While the end market is healthcare, the infrastructure she has helped build and scale is pure ad tech: identity resolution, consent-compliant data activation, DSP/SSP integrations, and real-time bidding across a proprietary HCP (healthcare provider) publisher network.
What are the biggest opportunities for women in your sector of the digital industry right now?
One of the biggest opportunities for women in healthcare marketing today lies at the intersection of data, AI, and strategic leadership. As the industry evolves from broad, impression-led campaigns to more intelligent, point-of-care engagement with HCPs, there’s a clear need for leaders who can connect technology with real-world clinical impact, and that’s where I see more women stepping in with confidence.
What’s equally exciting is the shift from participation to influence. At Doceree, our work on products like RepTwin — which brings AI into how pharma commercial teams engage physicians, augmenting reps rather than replacing them — has put women visibly in the rooms where category-defining calls get made.
For me, this moment is about ownership — of ideas, of innovation, and of leadership. Healthcare marketing ultimately shapes how physicians stay informed and, downstream, how patients experience care. That raises the stakes for who gets to shape it.
What are some of the challenges that you still see for women in the industry? Any advice as to how to overcome those challenges?
While we’ve made real progress, women are still underrepresented in roles where critical business and technology decisions are made. In a space like healthcare marketing — where AI, data, and platform thinking are redefining engagement, the risk is not just a lack of representation, but a lack of influence in shaping what comes next.
Another challenge is the subtle expectation to “prove readiness” more often than peers, especially when stepping into high-growth or transformation roles.
My advice is twofold: first, be intentional about building both capability and credibility in emerging areas like AI-driven engagement and data strategy. I’ve seen this firsthand — the leaders who invested early in understanding these technologies are now the ones driving the conversation. Second, don’t wait for permission. Align yourself with organizations that actively value diverse leadership, because the right environment accelerates how far and how fast you grow.
What support structures and organisations are most important and effective to you as a woman in the digital industry?
For me, the most effective support structures are those that go beyond surface-level inclusion and actively invest in long-term growth. Strong mentorship and sponsorship networks have been critical, especially those that open doors to high-impact opportunities and not just guidance.
I also see immense value in organizations that create spaces for women to exchange perspectives and challenge each other. Platforms like the Healthcare Businesswomen’s Association have played an important role in building that sense of community and shared progress within our industry.
Equally important are internal cultures within organizations that prioritize merit, encourage diverse thinking, and back women into leadership roles. Ultimately, the right combination of community, mentorship, and organizational intent is what enables women not just to participate but to lead and shape the industry.
What is the biggest misconception (a) about women and (b) by women in the digital industry?
One of the biggest misconceptions about women in the digital industry is that they are better suited for execution than for driving strategy or leading transformation. In reality, some of the most impactful shifts we’re seeing today, especially at the intersection of data, AI, and healthcare, are being shaped by women who are not just participating, but defining direction.
On the other hand, a common misconception by women is the need to wait until they feel fully ready before stepping into bigger roles. In fast-evolving industries like ours, no one ever feels completely ready. Waiting often means missing the opportunity to grow into the role.
What I’ve learned is that growth comes from stepping forward before you have all the answers. Confidence isn’t a prerequisite; it’s built through experience.
What one piece of advice would you offer a young woman starting in the industry today?
Focus on building depth in areas that are shaping the future, not just what’s relevant today. In healthcare marketing specifically, that means developing a strong understanding of data, AI, and how technology translates into measurable clinical and commercial impact — because that is where the next generation of leaders will emerge from.
At the same time, don’t underestimate the power of curiosity paired with courage. Ask questions, challenge assumptions, and actively seek out roles that stretch you. Early in your career, the goal isn’t to have all the answers — it’s to build the resilience to navigate ambiguity.
And above all, back yourself. The industry is evolving at a pace where those who step forward with intent and hunger, regardless of how prepared they feel, are the ones who ultimately define what comes next.
