Despite making up nearly half of the global workforce, women hold less than 25% of executive leadership roles worldwide. In industries like clinical research and pharmaceuticals, where innovation and diversity are critical, the numbers are even more stark: women occupy fewer than 20% of C-suite positions. Even in progressive countries like Switzerland, where Catherine Canales now lives, the gender pay gap persists, with women earning on average 18% less than men for comparable work. But Catherine isn’t waiting for change to happen—she’s driving it.
About Catherine Canales
With over 20 years of experience in the pharmaceutical and clinical research industries, Catherine Canales is breaking barriers and reshaping the narrative for women in leadership. Born to Mexican and German parents, now a Swiss citizen, and mother of three boys, her journey is a testament to resilience, adaptability, and the power of diverse perspectives while balancing the demands of executive leadership with family life.
As Chief Commercial Officer of the hVIVO Group, Catherine leads strategy across multiple brands—including hVIVO, hLAB, Venn, and CRS—driving commercial growth from early-phase clinical studies to human challenge trials and complex laboratory services across Europe and beyond.
But Catherine’s impact reaches far beyond the boardroom. Through her portfolio career, she empowers women to own their worth, close the gender pay gap, and step boldly into leadership. As the founder of NoGap, a salary negotiation practice dedicated to supporting women in achieving pay equity, and Co-Managing Director of Noble Manhattan Switzerland, a leading coaching training school, she’s proving that inclusive leadership isn’t just a moral imperative—it’s a competitive edge.
In this interview, she shares her journey, the challenges she’s overcome, and her vision for a future where gender equality in leadership is not a goal—but the norm.
What inspired you to start NoGap.world?
The moment crystallized as I discovered the liberating power of not being the “good girl” anymore. The moment I started negotiating and standing up for myself, my career took a massive shift. As a single mother, I also felt vulnerable and started focusing on financial security more intentionally—and there’s no better way than earning more by asking for it, particularly when it’s justifiable and deserved.
I realized how many brilliant women were trapped in the same patterns—downplaying achievements and holding back when self-advocacy was needed. NoGap was born from recognizing this dual challenge. There’s the confidence gap and “good girl syndrome”—women conditioned to be modest and minimize accomplishments. But there’s also a systemic issue that undervalues women’s contributions regardless of presentation.
My journey as a founder began with a simple recognition: What if we built women’s confidence while challenging the systems that diminish their worth? The gender pay gap persists through this combination of internal barriers and external bias. That’s why we must keep pushing on both levels—building confidence while demanding systemic equity, not just for ourselves, but for the next generation.
What challenges did you face in establishing NoGap.world?
My biggest obstacle wasn’t external—it was my own impostor syndrome. Ironically, I struggled with the same self-doubt I was helping other women overcome. NoGap wasn’t just for them; it was for me too—a chance to prove what I believed was possible.
At first, I questioned whether I had the expertise to lead this initiative. But as I started working with women, the impact was immediate. They began negotiating with confidence, securing raises, and finally feeling valued. That’s when I realized: confidence and negotiation aren’t innate—they’re learned skills. The real shift happens when we stop seeking permission to own our worth.
I’ll never forget the woman who called me after landing a major salary increase. “Catherine, I finally feel valued.” That moment crystallized everything. Because once we believe in ourselves, the rest falls into place.
As part of your portfolio career, you also co-manage a Coaching Training School. Can you share more about this?
I serve as Co-Managing Director at Noble Manhattan Switzerland, Europe’s largest coaching training school, alongside my partner Dominique Gobat. While Dominique handles the day-to-day operations, I focus on what I do best—leading specialized training programs in Female Leadership Executive Coaching. It’s a strategic partnership that allows us both to leverage our strengths while I maintain my commitments at hVIVO Group and NoGap.
It’s quite unusual to see a C-suite executive juggling multiple roles—from Chief Commercial Officer to founder of NoGap to Co-Managing Director of Noble Manhattan Switzerland. How do you manage this portfolio career approach?
You’re right—it’s not the traditional executive path, but I’ve always believed in the power of the portfolio career. When I joined hVIVO Group as Chief Commercial Officer and shareholder, it wasn’t just a career move—it was personal. I wasn’t just helping drive commercial growth; I was betting on myself, my leadership, and my ability to create real impact.
Each role I take on isn’t separate from the others; they’re interconnected and mutually reinforcing. My experience as CCO gives me deep insights into organizational dynamics and leadership challenges, which directly informs the coaching and negotiation strategies I develop through NoGap. Similarly, the entrepreneurial skills I’ve honed as a founder—agility, creative problem-solving, strategic thinking—make me a more effective corporate leader.
Being an entrepreneur while holding a C-suite position isn’t about splitting focus; it’s about expanding impact. The challenges I see women facing in corporate environments fuel the solutions I create through my ventures. When I’m coaching women through salary negotiations at NoGap or developing leaders at Noble Manhattan, I’m drawing from real-time corporate experience. This creates a feedback loop that makes me better at both.
The portfolio approach also reflects how leadership is evolving. Today’s executives need to be adaptable, innovative, and willing to challenge traditional structures. It’s also, frankly, part of my financial independence strategy—diversifying income streams provides security and freedom that relying on a single role can’t offer. By maintaining this diverse professional ecosystem, I’m not just advancing my own career—I’m modeling a new way of thinking about professional growth that’s more dynamic, purposeful, and ultimately more sustainable.
Tell me more about your collaboration with business schools.
I regularly give workshops to MBA and executive MBA students on topics ranging from negotiation strategies to personal branding and leadership, drawing directly from my C-suite experience and entrepreneurial journey.
What makes these collaborations valuable is the dynamic exchange of ideas. When I’m in the classroom with executives from diverse industries, I’m learning from their challenges while sharing knowledge. These insights spark new approaches that I integrate into NoGap’s methodology and bring back to my corporate role.
Business schools are increasingly focused on real-world application and diverse leadership perspectives. My background as a multicultural woman leading in traditionally male-dominated spaces provides case studies that resonate with today’s students and executives.
These partnerships amplify my impact beyond individual coaching. When I teach a cohort of 30 executives about salary negotiation, those lessons ripple out into their organizations—creating the multiplier effect I need to drive systemic change in equity and leadership development.
How do you manage your various roles?
Managing multiple roles—including raising three young men—is undoubtedly demanding, but it comes down to being ruthless about prioritization and delegation. I’ve learned that not everything requires my personal attention, and I’ve become much better at identifying what truly needs me versus what can be handled by my capable teams.
At home, I’ve also made my kids more accountable. They have responsibilities and understand that our household runs on everyone contributing. It’s actually been great for them—they’ve become more independent and capable, which serves them well beyond just helping mom manage her schedule.
I’m also very protective of my personal time. I exercise regularly, spend quality time with my kids, and prioritize my relationship with my partner. These aren’t luxuries—they’re necessities that keep me grounded and energized. I’ve learned that if I don’t protect this time, everything else suffers.
The key is being honest about what you can realistically handle and not feeling guilty about the choices you make. Some weeks, work demands more attention. Other weeks, family takes priority. I’ve stopped trying to achieve perfect balance every single day and instead focus on making sure the important things get the attention they deserve over time.
It’s taken years to get comfortable with this approach, but now I wouldn’t have it any other way. The variety keeps me engaged, and each role actually makes me better at the others.
Could you discuss a particular achievement or recognition that you are most proud of and explain why it holds special significance for you?
The achievement I’m most proud of isn’t found on my LinkedIn profile. It’s the complete transformation of my life over the past twelve years.
Twelve years ago, I was at rock bottom. I was navigating a difficult divorce, pregnant with my third child, raising two boys aged five and seven, and had lost both my job and my home. Everything had crumbled simultaneously.
But today, I see that period differently. What felt like devastating setbacks were actually the foundation for everything that followed. I’ve built genuine financial independence, created a career that energizes me, and found an extraordinary partner in Dominique Gobat who has helped me reach professional heights I never imagined possible.
Most importantly, my three boys—now 11, 17, and 18—have grown into incredible young men who’ve witnessed that resilience isn’t just about surviving difficult times, but transforming them into opportunities.
This journey fundamentally shifted my relationship with adversity. Challenges still sting, but I’ve learned to ask: “What is this teaching me?” and “How might this redirect me toward something better?”
This transformation holds special significance because it’s the foundation of everything I do professionally. When women come to NoGap feeling undervalued or stuck, I don’t just offer techniques—I offer proof that our most painful chapters can become our most powerful ones. That authenticity is what makes the difference between advice and transformation.
You recently participated in Mongolia 100, an endurance adventure race. How does your connection to adventure sports influence your leadership style?
I’ve always been drawn to adventure sports because they mirror leadership challenges—navigating uncertainty, making decisions under pressure, and embracing discomfort as a path to growth.
Mongolia 100 was brutal: 100 miles across Northern Mongolia’s frozen Lake Khovsgol over four days in February 2024. Running in -35°C and camping on ice strips everything down to basics. You’re constantly asking: How will I survive this? When do I conserve energy? When do I dig deeper?
Those are the same questions I face in business. Not every opportunity needs full throttle, and not every setback requires immediate action. The race reinforced that leadership, like endurance racing, is about intelligent pacing and strategic resilience.
What stuck with me was how preparation only gets you so far. I trained for months, but success ultimately came down to mental adaptability. Same in business—technical skills get you in the game, but handling the unexpected determines success.
Crossing that finish line gave me unshakeable confidence that I can handle whatever gets thrown at me. That feeling carries into every negotiation, every difficult conversation, every strategic decision. When you’ve proven you can endure something that extreme, corporate challenges feel much more manageable.
What are the biggest obstacles women face when advancing to the C-Suite, and how can they overcome them?
The biggest myth women are sold is that exceptional performance alone will secure advancement. We’re conditioned to believe that if we keep our heads down and deliver results, we’ll be rewarded. But the reality is more complex—success requires strategic visibility, influential networks, and decisive self-advocacy.
Women often face what’s called the “Goldilocks Syndrome”—being judged too strong or too soft, too ambitious or not ambitious enough. This constant scrutiny is exhausting, but it shouldn’t be deterring.
Three critical factors often hold women back: First, hesitation in self-advocacy. The solution is reframing conversations around business outcomes—revenue growth, operational improvements, team performance—rather than personal effort. Second, lack of strategic sponsorship. While mentors provide guidance, sponsors actively champion your advancement. Third, the perfectionism trap. Women often wait until they feel “100% ready” for advancement, while men typically pursue opportunities at 60% readiness.
But here’s what many don’t discuss—the greatest challenge isn’t reaching the C-Suite, it’s staying there. We’ve seen prominent leaders like Jacinda Ardern step down, citing the immense toll of leadership. The constant scrutiny and often hostile environment can wear down even the most resilient leaders.
This highlights a crucial truth: we must create sustainable leadership environments that allow women to thrive long-term, not just place them into positions and watch them burn out.
“Breaking the glass ceiling isn’t just about making it through—it’s about staying there without getting shredded in the process.” – Catherine Canales
What is your advice to aspiring women leaders?
Remember that your path won’t look like anyone else’s—and that’s your advantage. Set ambitious goals with a clear roadmap, but stay agile enough to pivot when opportunities arise.
Actively seek mentors who challenge your thinking and sponsors who advocate for you when you’re not in the room. Pay it forward by mentoring others.
If you’re consistently the most knowledgeable person in the room, it’s time to find a new room. True growth happens when you surround yourself with people who push your boundaries and challenge your assumptions.
Seek constant growth and development. The best money you can invest is in yourself—whether that’s education, coaching, or skill development that advances your career.
Too many women try to fit into predefined leadership molds, but your greatest strength lies in your unique perspective. Own it, trust it, and use it to lead authentically.
And finally—prioritize self-care. Leadership is a marathon, not a sprint. You can’t empower others if you’re running on empty.
If Catherine’s journey has inspired you, take the first step toward your own transformation. Visit NoGap.world to learn how you can advocate for yourself and close the gender pay gap, or explore noble-manhattan.ch for coaching and leadership training programs designed to empower professionals at every stage of their careers.
Whether you’re looking to build confidence, master negotiation skills, or step confidently into leadership, these resources provide the tools and support you need to succeed.
Stay connected with Catherine on LinkedIn for ongoing insights on leadership, career development, and advocacy for women in business—because transformation happens through community, not in isolation.
