What made you decide to embark on a career as a cancer researcher?
"What drives me is the ambition to engage in fundamental science, but with an aim of helping patients. By fostering a deeper understanding of how biological processes in cells work, we may be able to better treat, or even prevent cancer. My research group and I seek to contribute to this by shedding more light on how the protein BRCA1 can regulate DNA damage repair and how its malfunctioning may lead to cancer. More generally, I like to work on big questions and engage in so-called high risk, high gain research, and I can do this through my work.”

Two and half years ago you set up the Noordermeer research group at the LUMC, starting off with three people. Since then, the group has nearly tripled. What’s it like to work in research, as a relatively young PI and group leader?
“Starting your own group is exciting, but also stressful - if not to say terrifying! After all, you are suddenly on your own. As a researcher you were never trained to manage both a team and multiple projects. Also, you are no longer doing the research yourself, you need to delegate tasks. This can be challenging ­– especially since us researchers tend to be deeply invested in our research ourselves (laughs).”

“Within that context it can be really helpful to be part of a bigger community. Luckily, Oncode recognises this by making sure that young group leaders can play an active role in the organisation. For instance, I was approached to organise certain events, including a Technical Master class and a PI retreat. That really helped me to meet other Oncode researchers and expand my network. This was very important since my network in the Netherlands wasn’t that large yet, partially because I did my first postdoc in Toronto.”

You work as a female in a male-dominated field. How does that impact your career? Does it create any challenges, for instance?
“Fortunately – and unlike some other women – I’ve never had the experience that I had to work harder than men to succeed or that I got excluded in any way.”

“Having said that, since becoming a group leader, I’ve become more aware of the differences between males and females when it comes to introducing yourself and your work. People that stand out in research usually don’t just do great research but tend to be also skilled in putting themselves and their work into the spotlight.”

“That requires a style that I don’t possess by nature, perhaps because women tend to be more modest and therefore inclined to have the data speak for itself rather than seeking to pro-actively sell their achievements. That has created a bit of a dilemma: how can I make myself known in a male dominated field whilst staying true to myself? After all, I don’t want to be non-genuine. Firstly, because this doesn’t align with my values, but also because this makes me uncomfortable. Which in turn can make it harder to show yourself and your achievements – whether it’s in front of a funding committee or when networking.”

You joined Oncode’s Mentoring Programme in 2019. To what extent does your participation in the program help you navigate issues like these?
“While finding the ultimate solution will be a matter of trying out various ways, it has already been tremendously helpful to talk with more senior female group leaders about how they experience the pressure to promote themselves and their solutions. During these chats, we often reach another conclusion, however. Namely that scientific circles need to open up and not just stimulate diversity but also actively support it, by valuing these varying approaches equally. Such a culture shift would put an end to all this manoeuvring in the first place.”

Has the Oncode’s Mentoring Programme also been helpful to you in other ways?
“Yes, definitely. The mentoring programme provides you with leadership theory, as well as information and tools that you are not commonly exposed to as a researcher, but which are highly useful in practice. For instance, when you become a group leader, you need to start to manage and mentor the people in your group. The mentoring program provided me with useful theory on how to do this. In one of the first sessions, it was emphasised how, based on their varying skills and motivation, the people in your team may need a different approach. Someone who is very motivated, but doesn’t know how to do certain tasks, may benefit from more support, for instance, while someone who thrives at doing the tasks, but has a problem with staying focused and motivated, could use additional guidance on that.”

“Getting to know that approach was highly helpful and an eye opener to me. I could easily fit my team members in the supplied categories and as a result support them in a more tailored way. When it comes to the provision of hands-on knowledge, the program fills a real gap for young team leaders. At the same time, it’s not just the input from seniors and exposure to new knowledge that has helped me. I find the discussions with peers equally helpful.”

Can you elaborate on that?
“One example is a recent intervision session I attended, during which young group leaders could discuss real life problems in small groups. The issues that were brought to the table were highly relatable. Like how to approach, and deal with a PhD student that has been underperforming. My own example was about the dilemma you can face when you’ve made an important discovery which you are hesitant to share with former collaborators because of competition. While not telling them introduces the risk of tensions when they find out anyway, you also don’t want to run the risk of them running away with your hard-earned work! Well, I received some great feedback on that, which really helped me to tackle that issue. Altogether, the session was a real eye opener as to how effective and timesaving it can be to talk things over with peers – rather than lengthily chewing on them by yourself.”

“Exposure to the experiences of both senior and young group leaders in Oncode’s Mentoring Programme has also had another effect. It has raised my awareness to potentially tricky situations that can emerge in the course of my work, as well as possible solutions to these. As a result, I know better what to do when such situations emerge. What’s more, this new knowledge may prevent such potential issues arising at all.”

Author: Marloes van Amerom