Renee Wye

Renee Wye became interested in mental health issues through watching the personal struggles of people close to her. Growing up in Singapore, she had a good friend who was bipolar and an uncle who was going through cancer treatment. “Yet the support they received could not be more different,” she says. “Mental health services are understaffed and underfunded in Singapore. I want to change that.”

Wye dove into volunteering as a way to help. As a teenager, she volunteered with the Institute of Mental Health in her native Singapore. In college, she led a school-wide fundraiser for the Movement for the Intellectually Disabled of Singapore. Over the years, she has also led multiple volunteering opportunities for her classmates and colleagues at organizations ranging from Migrant Workers’ Centre to the Singapore Community Development Council’s Senior Activity Centres.

Her commitment to mental health continued as a consultant at Boston Consulting Group, where she led the founding of AccessAbility@BCG in Southeast Asia — an employee resource group that promotes support for employees with disabilities, including mental health and neurodiversity. She also led Women@BCG in Southeast Asia.

“The mental health field has always interested me, but it was never part of my professional ambitions before the GSB,” says Wye, who left BCG to pursue her MBA at Stanford. “I was inspired by the ambitions of my classmates. They made me dream bigger.”

When did you pivot toward that career path?

I realized my greatest joy comes from helping others unlock their potential. Some of the work I did at BCG involved a digital upskilling project for the Singapore government. I enjoyed speaking to the learners. One participant, a nurse, was starting a small business because she wasn’t sure she could meet the physical demands of nursing much longer. She told us the course was instrumental in helping her pivot and sustain her livelihood. Listening to stories like that felt meaningful to me and convinced me I wanted a career path centered around helping people become the best versions of themselves.

Your goal in coming to Stanford GSB was to advance as a consultant at BCG. Has that goal evolved since starting the program?

When I first applied, I was going to return to consulting to continue my diversity and inclusion efforts within BCG. But now, I’m thinking beyond my impact at BCG, doubling down more specifically on mental health in the long term.

How so?

I’m interested in exploring how AI could be used in the continuum of mental health care — starting from early diagnosis and preventive care, especially when it can be applied to overcome the stigma of mental health care present in some cultures like Singapore. For example, we could look at digital phenotyping rather than subjective self-evaluation for early detection of mental distress and treatment. Demographics-wise, I’m interested in how this can be applied to the elderly population​, given the aging population​, and to Gen Z​, given their receptiveness to new technology.

You’ve written about your mother’s influence on you. Tell us more.

My mom is a very giving person, and she got me involved in volunteering as a child, but what shaped me most was her resilience. She showed me early on that the contribution isn’t about resources but about commitment. She volunteered her time and showed up for others consistently. I still remember joining her on weekends, in a stuffy industrial-sized kitchen, chopping vegetables for a soup kitchen. Her generosity and empathy for others had an impact on me.

Watching her taught me that resilience isn’t loud, it’s the quiet discipline of continuing to care and show up even when it’s inconvenient. That mindset has shaped how I approach leadership and community.

Did you have any professional mentors along the way?

My two application recommenders for the GSB were my two direct managers from BCG. They were invested in my career growth and leadership development — even when I was no longer on the same projects as them. I always strive to emulate their ideology and generosity when leading a team.

What attributes do you feel are most important for a leader?

Empathy is critical. To achieve great things, you need to understand others so that people trust you and are willing to support your vision. Good leaders are also visionary. People want to be able to envision the goal they’re working toward.

What clubs or activities are you involved in at Stanford GSB?

I lead the Women in Management Club at the GSB. It’s an inspiring group, and I have the opportunity to host speakers who can share their experiences in leadership and the wellness industry. I am also leading a Global Study Trip to South Korea focused on digital health innovation and longevity. There are so many opportunities to create community and feed your curiosity.

What has been your most challenging class at Stanford GSB so far?

Freedom, Democracy, and Capitalism challenged me. For me, American politics is a new topic, but I appreciated the passionate conversations and insights into how politics work in the U.S.

You mentioned that in your free time you’re learning to golf. How is that going?

It’s a fun and frustrating sport. One week you’re doing well and then the next week you’re not. I like how you’re forced to approach the challenge in a disciplined way — with consistency and practice.

Photos by Elena Zhukova