“I’ve been reflecting extensively on leadership models,” says Sarah O’Leary, CEO of the femtech company Willow, in a conversation with Entrepreneur. “There’s been significant discussion and buzz around the idea of needing more masculine energy in the workplace. This makes one question, as a leader: What is my leadership style? How effective is it? Personally, I don’t think we need an increase in masculine energy.”

^{Image Credit: Courtesy of Willow}

O’Leary describes her leadership approach and the culture at Willow, the innovator behind “patented leak-proof” wearable breast pumps and their accessories, as one that prioritizes transparency and empathy to foster trust within the workplace. She believes that teams with trust in each other — and their leaders — are more likely to operate effectively and achieve success.

“I believe [flexibility in the workplace] makes us more productive.”

Creating trust among team members involves promoting a sense of autonomy, O’Leary states. Willow is a “very flexible workplace,” she elaborates, highlighting that the company has not imposed mandatory returned office requirements on its employees. As a mother of two, O’Leary is particularly aware of the daily challenges her team members who are also parents face and is committed to supporting them in every possible way.

“ If my kids’ elementary school concert is happening at 10 a.m., I’m going to sign off,” O’Leary says. “I’m going to go to that, then come back and keep going with my day. I don’t believe that makes us any less productive. I believe it makes us more productive. I feel very passionately that we can build a tremendously successful business while also operating in ways that feel authentic to our leadership and team.”

Willow is navigating its next growth chapter with O’Leary at the helm. The company recently announced its acquisition of UK-based femtech innovator Elvie, which is expected to boost revenue by 50%. Willow also continues to partner with organizations that support parents. To kick off its Mother’s Day campaign this year, the company announced a partnership with Canopie, a preventive maternal health care platform, to donate one million hours of maternal mental health support.

“[Being CEO is] a responsibility as much as it is a cool title.”

Prior to stepping into the CEO role at Willow, O’Leary served as the company’s chief commercial officer and “loved” the work. O’Leary has reflected a lot over the past year on her decision to become CEO, and she says that ambition wasn’t her primary motivator; instead, she recognized that she was the right person for the job at this moment.

“I cared deeply about our mission,” O’Leary explains. “I had a vision for where we could go. I understood the commercial operations of the business and could bring that together with our product teams. In some sense, [becoming CEO] has put me in a servant leader kind of role — It’s a responsibility as much as it is a cool title.”

At the end of the day, O’Leary suggests that leaders make sure their motivation is authentic to them — because that’s what will help them lead through the most difficult times.

“New tariffs are announced, and you’ve got to figure that out,” O’Leary says. “It is challenge after challenge, and the organization looks to you and says, ‘What are we going to do?’ This role is really about being willing to take responsibility for the people, products and customers. It’s not all glitz and glamor. You’re the first person who gets all the tough questions.”