Saniya Ali is the co-founder and chief technology officer of Watershed Therapeutics, a Seattle-based, early-stage company dedicated to transforming bladder health through a novel platform that delivers drugs locally to prevent chronic UTIs in post-menopausal women and treat bladder cancer. She holds a PhD in bioengineering, specializing in biomaterials engineering for drug delivery applications, and is a 2019-20 Stanford Biodesign Innovation Fellowship alum. An avid mountaineer, Saniya credits her climbing experiences with helping her navigate the ever-changing terrain of the startup world.
What drew you into healthcare?
I used to visit my dad, an emergency room physician, at the major metropolitan hospital where he worked. It was an awakening for me. I was eight years old when we emigrated to the U.S. from Karachi, Pakistan and even though he was already a physician, he had to repeat all of his training, but he was determined to continue to practice. I have always admired that and the way he kept a cool head under extreme pressure. I remember him treating a patient with a gunshot wound who had blood building up in their lungs. He “punched” a hole and inserted a chest tube into the patient, saving their life. At the same time, I saw how painful the procedure was and how quickly the tube got clogged. I asked him if there was a better way. He said, “This is how it has been done for years and it works.” A fair answer, but also a challenge to do better. My mantra over the years has become, “There can and should be a better way.”
Was there a moment in your life when you knew you were going to be an engineer or was it always something you knew you were going to do?
My mother knew before I did. When her blender would break, she saw how excited I was to fix it— dismantling the entire system, discovering the broken mechanism, cleaning the blades and putting it all back together. But the real joy was seeing how happy and proud she was of me. I think she also saw a future for me here in America that might not have been possible back in Pakistan—a world where women face real limitations.
Why the start-up world and your current company Watershed Therapeutics?
I started out in large medtech companies and got incredibly valuable training. I learned every aspect of device development and commercialization, along with the opportunity to interact with the physicians and surgeons who were using the technologies I helped develop. I learned to listen to them, understand their needs, and incorporate those into the devices I was working on.
At the same time, I was constantly thinking about novel technologies that could address some of the bigger issues physicians face. I envisioned solutions that could reduce surgery time, enable physicians to see more patients, perform more procedures, and create fail-proof processes that even less experienced trainees could confidently execute. I left stability behind and became a Biodesign fellow where I found myself among other equally passionate engineers, physicians, and entrepreneurs, all motivated to challenge the status quo—not just for the sake of change, but to address unmet clinical and medical needs.
What we’re doing at Watershed combines it all for me. The excitement of solving the longstanding and debilitating condition of recurrent urinary tract infection and doing it for women. It feels like we’re in a “watershed” moment for women’s health and it’s good to see the investment community fund more companies in this space.
What’s an insight you’ve had about leadership and how are you currently exploring it in the Ferolyn Fellowship?
There’s so much! It’s a safe, open, and non-judgmental platform for sharing my shortcomings and challenges. I learn so much from our mentors and from my cohort fellows, Anna and Heather. Every meeting begins with a deceptively simple question: “What’s in your way?” This approach has become incorporated into my team meetings to encourage open communication and discussion about ongoing issues that prevent progress. It not only helps us find creative solutions but also fosters a cohesive and motivated team. I am also recognizing that effective leadership isn’t just about guiding a team through a set plan with clear deliverables. In a start-up, things often don’t go according to plan! There are unexpected challenges and opportunities requiring flexibility, adaptability, and the empathy to create a supportive, creative environment where team members can openly share their concerns and ideas.
Is there a profession you would’ve pursued had you not become an engineer and entrepreneur?
I would be a mountaineer! In whatever spare time I have, you’ll find me climbing and guiding treks up the many peaks around Seattle where I live. People often think that mountain climbing is just about reaching the summit, but the real reward is the journey. Confronting challenges like changing terrain and unpredictable weather teaches you a lot about yourself. Your climbing partners literally have your life in their hands, as I learned when I fell down a 30-foot crevasse that was hidden from view by the snow. I am alive today because my team held together and provided the support I needed to climb out.
Life at a startup isn’t that different. While each climb and startup journey is unique, the team’s shared values stay consistent. Building trust, valuing diverse voices, being adaptable and dedicated to achieving common goals are what provide the stability and support needed to succeed in unknown terrain.
— In conversation with Claudia Carasso, co-founder, host mentor of The Ferolyn Fellowship.
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