Leadership is not always about having the biggest title or being the loudest voice in the room.

For me, leadership has always been about people: listening to them, standing beside them when things are difficult, speaking up when something is not right and making sure that voices which might otherwise be overlooked are heard.

My own journey into leadership was not something I planned when I first came to the UK as an international medical graduate. Like many IMGs, I arrived with ambition and experience, but I also had to understand a new healthcare system, a new culture, and a different way of working.

The early years were not always easy. I had postgraduate experience from India, yet at times I was told I was overqualified for one post and did not have enough NHS experience for another.

Many IMGs will recognise that feeling. You know that you have experience and ability, but you still must prove yourself again.

Eventually, I entered histopathology training and obtained an NTN. At that stage, I thought I would continue the usual training pathway.

Then my daughter was born.

I had to ask myself: what kind of doctor did I want to be, and what kind of mother did I want to be?

I first chose a clinical attachment post because it gave me flexibility. I could continue working as a doctor while also being there for my young family. Later, I chose the SAS pathway.

For me, this was not giving up on ambition. It was choosing a different kind of ambition.

At that time, success in medicine was often seen in one way: completing training, becoming a consultant and continuing to move up the ladder. I never felt that taking a different path meant having a lesser career.

I wanted a fulfilling medical career, but I also wanted to be there as my children grew up.

That was my choice, and it was the right choice for me.

I was fortunate to have strong support. My husband, a consultant paediatrician, supported me throughout. We supported each other through work, family life and raising our children. I also had colleagues, friends and mentors who encouraged me.

Sometimes all it takes is one person saying, ‘Why don’t you try?’

As my SAS career developed, I met many highly skilled and experienced SAS doctors. But I also saw that they were not always given the same recognition, opportunities or voice.

That bothered me.

I started calling this gradism: judging a doctor by their grade rather than by their experience, ability and contribution.

Those early experiences as an IMG stayed with me.

Years later, when I saw locally employed doctors working in the NHS, often for many years, I recognised some of the same problems. Many were experienced IMGs doing work very similar to SAS doctors, but without the same job security, national contract, career structure or recognition.

I felt strongly that if someone is doing the work of an SAS doctor, they should have a fair opportunity to be recognised as one.

That is why the eligibility and permanency framework, and the route for eligible LEDs to move into SAS contracts, has been very important to me.

For me, this is not simply about changing a contract. It is about recognising experience, giving doctors greater security and giving them a proper career pathway.

My leadership did not start nationally.

It started locally through the LNC and SAS work. I learnt by doing. I listened to doctors, supported colleagues and asked difficult questions.

Sometimes we succeeded. Sometimes we did not.

We kept going.

Over the years, I became more involved in BMA SAS work and later became BMA SAS committee chair. I was also privileged to be part of the SAS negotiating team.

One of the proudest moments in my journey was becoming the first woman, first IMG and first person from a BAME background to chair the BMA SAS committee.

For me, that mattered because representation matters.

When you see someone who looks like you, speaks with an accent like yours, comes from a similar background, or has taken a similar career path, you may begin to think:

Perhaps there is a place for me there too.

That is why my message to women SAS doctors is simple:

• Leadership is also for you.
• You do not have to be the loudest person in the room.
• You do not have to speak perfect English.
• You do not have to follow the traditional career pathway.
• And you do not have to wait for somebody else to tell you that you are ready.

Leadership can start small. It can be supporting a colleague, joining your LNC, asking why SAS doctors have been left out, mentoring another doctor, or simply saying, ‘I do not think this is fair.’

I have learnt that leadership is not about confrontation for the sake of it. It is about knowing when to speak, when to listen and when to keep going.

Today, I am proud to see my two sons as consultant ophthalmologists and my daughter as a dentist in the NHS. Their achievements are their own, but I am glad I chose a career that allowed me to be part of their journey.

So, to every woman SAS doctor, especially those who are IMGs or feel that their career does not fit the traditional mould, I would say:

Do not let somebody else define success for you.

Choose the career that works for you.

Accept support.

Find mentors.

Support other women.

And when somebody opens a door for you, remember them.

When it is your turn, hold that door open for somebody else.

My journey has taught me that leadership is not only about how far we travel ourselves, but who we help to come after us.

If one woman SAS doctor looks at my journey and thinks, 'If she could do it, perhaps I can too,' then every challenge along the way has been worth it.

Ujjwala Mohite is chair of the BMA SAS committee.