Chainsaws and childbirth
A shocking history
The Female Quotient
February 10, 2026 • Estimated Reading Time: 18 minutes
WHAT’S ON DECK
Tell Me More: When it comes to the history of childbirth, it’s been high-risk
Troublemaker Spotlight: Jennifer Garner and Cassandra Curtis,
Co-Founders, Once Upon a Farm
Inside Track: Leaders on the move
Dear FQ: My mentee got promoted before I did. How do I move on from these negative feelings?
Poll the Pack: Adaptability tops the list of underrated traits at work
TLDR 🎙️: Listen here
TELL ME MORE
The metrics of obstetrics
If you need to knock down a tree, get a chainsaw. Making an ice sculpture? A chainsaw will do the trick. It’s even the tool that Leatherface used to torture a bunch of teens in The Texas Chainsaw Massacre. And…in the 1700s, if you were giving birth and had complications, it was your doctor’s go-to tool.
Yes, you read that right. The chainsaw was invented not for forestry, but for medical purposes. Two Scottish surgeons, John Aitken and James Jeffray, created a hand-cranked “flexible saw” to remove bone and cartilage when a baby was stuck in the birth canal. No anesthesia. No modern tools. Just 18th-century medicine. While horrifying by today’s standards, at the time, it was a life-saving invention. And a chilling reminder of the long, painful path of progress when it comes to childbirth.
In 2022, the Caesarean section aided over 1.1 million women who were not able to give birth vaginally, but the surgery itself dates back to ancient times. Then, it was only used when the mother was dying or post-mortem as a method of saving the unborn baby. But in 1500, it was successfully employed for the first time on a living mother by Jakob Nufer. The patient? His wife. His previous patients? Livestock (he was a pig gelder).
C-sections were also performed without consent, particularly on enslaved women. Doctors often made the decision to remove a woman’s uterus during the procedure to avoid infection. While such operations were growing in safety, they were at the cost of a woman’s agency over her own body. What the mother wanted did not matter; the choice was left to the doctor.
With a growing knowledge of anatomy through studies on human cadavers, doctors started to refine their techniques. The Chamberlen family in England in the early seventeenth century invented obstetrical forceps to help remove babies from the birth canal. But these were not your modern forceps. They were inserted much deeper into the woman’s pelvis, often causing complications such as infection and injury to both baby and mother. As science advanced, childbirth became more male-dominated, pushing midwives out of the room and sidelining the very people who had long supported mothers.
At the time, women were prevented entry to medical school. In 1826, in a Shakespearean twist, Margaret Ann Bulkley successfully completed a c-section by adopting a male identity, Dr. James Barry. Margaret wanted to study medicine, so she went undercover as a man. She enrolled in medical school in 1809, received her degree at age 22, and became an assistant surgeon in the British Army. And her skills were unprecedented, taking her to Cape Town, Mauritius, and wherever her exceptional service was needed most, for both the wealthy and the poor. It wasn’t until her death in 1865 that the nurse tending to her burial discovered that Barry was a woman…a secret concealed for the entirety of her career, all in the name of following her dreams.
Up until 1847, surgical birthing procedures were done without anesthetics (yes, that included the chainsaw). So, a popular method to “reduce” pain was the groaning cake. It was believed that the pleasant smell of cake baking would distract the mother. Try selling that one today.
In the late 1800s, ether became a surgical anesthetic, first used in childbirth by Sir James Simpson. He eventually found chloroform to be more effective. But efforts to relieve childbirth pain quickly faced opposition because of the pervasive and religious belief of the time that childbirth must be painful. It was only when Queen Victoria used chloroform to help her during the birth of Prince Leopold that it was accepted. She wrote, “That blessed Chloroform…soothing, quieting and delightful beyond measure.” Chloroform wasn’t eliminated as an analgesic until the 1980s, fifty years after it was linked to liver damage, irregular heartbeats, and even death.
In the mid-19th century, obstetrics finally became its own field. Until then, a doctor was often a jack of all trades, performing varying surgeries on patients. In 1921, Spanish surgeon, Fidel Pagés published a paper on human thoracolumbar epidural anesthesia, the insertion of a catheter into the lower back. Although his work was a breakthrough for pain management during childbirth, it was not recognized at the time. But anesthetics are critical for more than pain. They allow surgeons to take a greater amount of time performing surgery in order to be more meticulous. And, they greatly reduce the number of women going into shock, which had been the leading cause of death for birthing mothers.
Childbirth has changed drastically, not just in how it’s done, but who’s involved. From Marie Antoinette giving birth in front of 200 spectators in 1778, to community-centered births with midwives, to today’s hospital deliveries, the shift has been massive. Over the last century, obstetric progress has soared thanks to tools like ultrasounds, MRIs, genetic testing, incubators, and more that help monitor both mother and baby.
At the beginning of the 20th century, for every 1,000 live births, six to nine women in the U.S. died of pregnancy-related complications, and approximately 100 infants died before age one. By the 1990s, that number decreased by 90%.
And yet, what’s more dangerous? Fighting fires or giving birth? Being a police officer or giving birth? Building cities or giving birth? Answer: giving birth is still more dangerous than nearly every job in the U.S., and it’s 3X more dangerous for Black women. It explains why some women choose not to have children. It demands more funding for women’s healthcare. It calls on healthcare providers to take every possible step to keep women and babies, especially Black women and babies, safe. The stats are there. The question is: are we listening?
Birth is a miraculous event, and every mother and baby should have the same access to the best care and support.
TROUBLEMAKER SPOTLIGHT
Once Upon a Farm IPO: Co-founders Jennifer Garner and Cassandra Curtis bring the children’s organic food company public, after revolutionizing the industry
When it comes to baby food, nothing much had changed in nearly a century. Since the advent of shelf-stable baby food jars in the early 20th century, the category remained largely the same, with limited fresh, refrigerated options. Enter Once Upon a Farm. Since 2015, they’ve disrupted the status quo. Today, the organic, refrigerated children’s food company goes public in a milestone moment that celebrates both business success and deeper purpose, setting the standard for an entire industry in the process.
The Female Quotient CEO and Founder, Shelley Zalis, spoke with co-founders Cassandra Curtis and Jennifer Garner about their journey from kitchen beginnings to the New York Stock Exchange, the company’s mission, and what this IPO means for purpose-led, female-founded brands.
Shelley Zalis: Oh my God, what a moment! How excited are you?
Jennifer Garner: We are so excited. This is a huge day for our company and everyone who works here. It’s about driving our mission forward in a bigger way.
SZ: This is such a monumental moment, not just for Once Upon a Farm, but for women founders everywhere. Beyond the numbers, what does this IPO say about what a purpose-led, women-founded company can achieve at the highest level?
JG: It shows that mission and excellence are not mutually exclusive. Cassandra started this tiny company when she saw a need in the market. She could buy refrigerated foods for her cats and dogs but not for her baby! She is such a courageous founder. We're all here because of the clarity of Cassandra's vision. She's always seen this as a huge opportunity to change and shape the future of food, for babies to big kids.
SZ: Cassandra, let’s go back to the beginning. You were making baby food in your kitchen. What made you realize this wasn’t just for your family, but something you needed to change for all parents?
Cassandra Curtis: Going through the process of what it took to actually make my own baby food, I realized that this had to be a need for many other parents out there. Shelf stable baby food had been the norm since 1927. I saw there was a big need to bring in better nutrition, more functionality, and a convenient pouch format that really solved a problem I knew other parents were facing as well.
It takes a lot of courage and tenacity because we were working towards creating a marketplace that didn't even exist. My kids were a huge inspiration. I wanted to provide them with the most nutritious food possible.
SZ: You weren’t just creating better baby food, you were redefining what baby food could be.
CC: Exactly. We were the first baby food on the market to come out with HPP, high-pressure processing, which makes our food unique. We're also the first to be Clean Label Project verified, and the first to be EFI certified with a lot of our produce, as well as the first refrigerated baby food on the market. We have definitely been disruptors in pretty much anything that we do.
SZ: Jen, you’re a parent who personally experienced this gap. What made you want to join Cassandra on this mission?
JG: I was one of those moms struggling to make nutritious food. Unlike Cassandra, it never occurred to me to start a business from it, but when I heard her vision, it was a huge, resounding “Yes!” We aim to be allies for parents. It has to have fresh ingredients and be nutritious, but if it doesn't taste great, we're not really helping parents out. Kids are tough critics; they don't play around. And we didn’t stop at babies, now we’re innovating up into lunchbox solutions for big kids too.
SZ: You’re public now, and you remain purpose-led. How do you protect the soul of the company while scaling?
JG: That’s exactly why we chose this moment to go public. We wanted a structure that lets us scale but keeps our mission front and center. From day one, parents have trusted us, and we take that incredibly seriously. We want to grow with families from baby to big kid, and maintain the integrity of our nutrition, ingredients, and community commitment. It’s also important to us to give back, like partnering with Save the Children to provide over a million meals to kids in underserved communities.
SZ: Purpose-led companies weren’t always taken seriously. But here you are thriving. What does that mean for the future of mission-driven business?
CC: Values-driven and doing well financially aren’t opposed; they reinforce each other. We knew there was a bigger opportunity in children’s nutrition, and now we have the platform to drive systemic improvement in childhood nutrition for a happier and healthier world.
SZ: If you had to share one piece of advice for the women in business in The Female Quotient community, what would it be?
CC: Follow your heart and don't give up. Bring in the right people along the way. It takes a lot of people to scale a company. Don't be afraid of letting go of some control to make your mission happen.
Want to nominate a “Troublemaker” you admire? You can do so here.
INSIDE TRACK
Leaders on the move
Dana Walden has been promoted to the newly created role of President and Chief Creative Officer at The Walt Disney Company, a milestone that reflects her decades of visionary leadership and unwavering belief in the power of great storytelling. From leading Fox Television Group to shaping Disney Entertainment, Dana understands that a great story is more than just entertainment; it’s the lens through which we see ourselves and our potential.
Lauren Weinberg is stepping into a new role as Chief Marketing Officer at Supergoop! With more than two decades of building iconic brands at the intersection of culture, consumer, and technology, from Peloton to Square, Lauren understands people, not just products, making this a natural next chapter. As conversations around health, self-care, and prevention accelerate, Lauren’s leadership will be fundamental in shaping what’s next.
Angélic Vendette has been appointed Chief Marketing Officer at Four Seasons Yachts, as the brand extends its iconic hospitality beyond land. With more than two decades across luxury, fashion, and high-growth consumer brands, from Farfetch to Alo Yoga, Angélic understands how culture, experience, and brand come together to create something people truly feel and remember.
Jane Kaupp has been named Chief Marketing Officer at Daily Mail US. From her early days in publishing to helping launch Condé Nast Portfolio, Jane has been at the center of moments that shape not just headlines, but how people connect with content. In a world where credibility is the real currency, her instinct for resonance across platforms, generations, and cultures makes this next chapter especially exciting.
Ariel Investments and Co-CEO Mellody Hobson have raised $250 million for the Project Level Women’s Sports Fund, one of the largest investments ever dedicated to women’s sports, backing teams and leagues across the U.S. and Europe. With NWSL expansion fees up 50%, ticket demand soaring, and League One Volleyball viewership up 85%, this is what it looks like when we center women not as an afterthought, but as the standard.
DEAR FQ
Your burning career questions answered
Grace van Tartwijk of The Female Quotient weighs in:
It’s completely valid to feel the way you do. Your reaction doesn’t make you petty; it makes you human. Remember, your coworker’s promotion doesn’t take away from your value or slow down your own path forward.
Allow yourself to feel all the feels. Offer sincere congratulations to your coworker, and be proud knowing that your mentorship helped them get there. The beauty of the most successful mentor and mentee relationships is that they are reciprocal. Is there something you can learn from how they operate and apply it to your own work? Once you’ve done that, stop yourself from further comparison and get strategic.
Create a development plan for yourself. Think about what you want out of the organization, your role, and your career. Be proactive: meet with your manager, communicate your goals, and seek feedback regularly. Maintain a private document for yourself of your successes, and continuously add to it. This not only boosts your confidence, but it also helps when it comes to performance evaluations or asking for a raise. You’ll be able to articulate concrete examples of your contributions. By taking initiative, you can let go of negative feelings and move forward with confidence and clear goals in mind.
P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.
POLL THE PACK
Work smarter, laugh harder 🤣
Sure, being productive, ambitious, and communicative gets you far at work. But want to really thrive? Try being adaptable, curious, and yes, funny.
At the top of the “underrated but essential” list is adaptability. When employees stay flexible, they embrace change, spark innovation, and weather tough moments with resilience. As Jacqui Brassey of McKinsey Health Institute puts it: “Adaptability means you’ve gone beyond simply enduring a challenge to thrive beyond it. It helps us seize opportunities amidst the chaos.”
Next up? Curiosity. It fuels creativity, collaboration, and the kind of progress that comes from questioning the status quo. Curious minds don’t just ask “how,” they ask “why not?”
And the ultimate workplace superpower: a sense of humor. Humor diffuses stress, builds culture, and brings people together. And we need it. Kids laugh 300 times a day. The average 40-year-old? Just 4. A little LOL boosts dopamine, strengthens immunity, and makes Monday mornings a little brighter.
As women, we’ve been through a lot, but we are also stronger than we know (chainsaws?!?!).
Xo,
The FQ
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