How These Women in Tech Broke Into Leadership Positions – Built In

Report on Advancing Gender Equality and Economic Growth Through Women in Technology Leadership

Executive Summary: Aligning Corporate Performance with Sustainable Development Goals

Research indicates a strong correlation between the presence of women in leadership positions and enhanced corporate financial performance, particularly within the technology sector. This finding directly supports the principles of Sustainable Development Goal 8 (Decent Work and Economic Growth). The advancement of women into leadership roles is a critical component for achieving SDG 5 (Gender Equality), specifically Target 5.5, which calls for women’s full participation and equal opportunities for leadership. This report analyzes the career trajectories of several female leaders in technology, presenting their experiences as case studies in overcoming systemic barriers and fostering inclusive environments, thereby contributing to SDG 10 (Reduced Inequalities) and SDG 9 (Industry, Innovation, and Infrastructure).

Case Studies: Pathways to Leadership and the Realization of SDG 5.5

Shivani Mehra, Imprivata: Fostering Inclusive Innovation (SDG 9)

• Professional Development: Mehra’s career, rooted in computer science, demonstrates a commitment to systems thinking and end-to-end impact. Her progression through quality engineering, agile enablement, and acquisition integrations showcases the development of diverse skills essential for innovation and scalable outcomes, aligning with SDG 9.
• Mentorship and Institutional Support (SDG 5): Her journey was enabled by foundational family support for pursuing a non-traditional path in STEM and later by corporate resources, including sponsored leadership programs. This highlights the importance of both social and institutional structures in promoting gender equality.
• Cultivating Future Leaders (SDG 5.5): Mehra actively encourages women to pursue non-linear career paths and claim opportunities for growth. Her emphasis on mutual mentorship and collaborative success provides a sustainable model for increasing female representation in leadership.

Nicole Wolfe, Rula: Building Inclusive Teams for Economic Growth (SDG 8)

• Professional Development: Wolfe’s experience in startup environments focused on establishing go-to-market strategies and scaling teams. Her strategic decision to gain “big company” experience underscores a commitment to acquiring a comprehensive skill set for driving economic growth.
• Mentorship and Institutional Support (SDG 5): She emphasizes the value of mentorship from diverse sources, including peers and team members. Her leadership philosophy, which values diverse perspectives and humility, fosters an inclusive culture conducive to achieving gender equality.
• Cultivating Future Leaders (SDG 5.5): Wolfe creates opportunities for team members to lead visible projects and take calculated risks. By framing leadership as a function of listening and relationship-building, she empowers women to develop their own authentic leadership styles.

Jamie Levy, Huntress: Technical Expertise as a Foundation for Leadership (SDG 9)

• Professional Development: Levy’s transition from music to computer forensics illustrates a non-traditional but highly effective pathway into technology. Her expertise in programming and reverse engineering malware contributes directly to building resilient and secure digital infrastructure (SDG 9).
• Mentorship and Institutional Support (SDG 5): Support from open-source communities was pivotal in her development. This experience demonstrates how collaborative, non-corporate networks can provide crucial support systems for women in tech, helping to reduce inequalities (SDG 10).
• Cultivating Future Leaders (SDG 5.5): As a mentor, Levy focuses on active listening to counteract systemic biases. She provides practical guidance on increasing professional visibility, offering a tangible strategy for women to advance their careers and achieve leadership positions.

Laura Thatcher, OpenX: Promoting Decent Work Through Authentic Leadership (SDG 8)

• Professional Development: Beginning as an industrial engineer, Thatcher developed skills in large-scale process improvement. Her non-linear career path, including a return to an individual contributor role, highlights the importance of resilience and humility in professional growth.
• Mentorship and Institutional Support (SDG 5): Thatcher learned to embrace authentic leadership with the help of a coach, moving away from emulating male-dominated leadership models. This shift underscores the need for work environments that support diverse leadership styles, a key component of gender equality.
• Cultivating Future Leaders (SDG 5.5): She fosters a psychologically safe environment where mistakes are learning opportunities. By creating stretch assignments based on potential rather than credentials, she actively works to reduce inequalities (SDG 10) and build a diverse leadership pipeline.

Kelly Jessop, Bounteous: Championing Sustainable Careers and Gender Equality (SDG 5)

• Professional Development: Jessop’s career is characterized by varied roles that combined strategy, learning, and people development. Her perspective on a non-linear career path encourages a sustainable and adaptable approach to professional life, contributing to decent work (SDG 8).
• Mentorship and Institutional Support (SDG 5): She advocates for self-championing and building a trusted advisory network. This proactive approach empowers women to take control of their career development and navigate workplace structures.
• Cultivating Future Leaders (SDG 5.5): Jessop advises women that achieving work-life balance requires strategic compromises and prioritization. This practical guidance supports the long-term retention and advancement of women in the workforce, which is essential for achieving SDG 5.

Purvi Savera, Alliant Credit Union: Data Governance and Inclusive Leadership (SDG 9)

• Professional Development: Savera’s career has been dedicated to leveraging high-quality data to shape business decisions, establishing robust data governance frameworks that are a form of critical infrastructure (SDG 9).
• Mentorship and Institutional Support (SDG 5): She credits her advancement to a growth mindset, continuous learning, and managers who recognized empathy and kindness as leadership strengths. This challenges traditional leadership norms and promotes a more inclusive definition of leadership.
• Cultivating Future Leaders (SDG 5.5): Savera fosters a culture of psychological safety and believes leadership is not tied to a title. By mentoring women to lead cross-functional initiatives, she demonstrates that leadership is a skill that can be developed, empowering more women to rise.

Katie Pulte, Whatnot: The Power of Peer Networks in Leadership Development

• Professional Development: Pulte’s journey through litigation consulting and tech startups like Box and Faire provided a diverse skill set in structured problem-solving and team building, contributing to innovative business models (SDG 9).
• Mentorship and Institutional Support (SDG 5): She highlights the critical role of a core group of female peers and mentors as a sounding board and source of confidence. This underscores the power of professional networks in advancing gender equality.
• Cultivating Future Leaders (SDG 5.5): Pulte leads through action and vulnerability, demonstrating that emotion can be channeled into effective leadership. This approach helps dismantle stereotypes and encourages women to embrace their authentic selves in leadership roles.

Amanda Dyson, FourKites: Fostering Growth in B2B Technology Marketing

• Professional Development: Dyson built a career in B2B tech marketing, progressing from a copywriter to a vice president. Her journey reflects a commitment to continuous learning and leadership development within a specialized field, contributing to economic growth (SDG 8).
• Mentorship and Institutional Support (SDG 5): The most impactful leaders in her career were those who built personal bonds, offered transparency, and cleared pathways for success. This relational approach to leadership is key to retaining and promoting female talent.
• Cultivating Future Leaders (SDG 5.5): Dyson encourages women on her team to be bold and use their voices. Her leadership style, based on radical candor and empowering her team, directly supports the development of future female leaders.

Managing Director, Clear Street: From Technical Expertise to Enterprise-Wide Impact

• Professional Development: A 28-year career journey from software engineer to Managing Director illustrates a long-term pathway from deep technical skill to broad strategic leadership, driving innovation (SDG 9).
• Mentorship and Institutional Support (SDG 5): Trust, earned through integrity and transparency, was the most valuable support received. This focus on accountability built the credibility needed to assume greater leadership responsibilities.
• Cultivating Future Leaders (SDG 5.5): She encourages women to see themselves as leaders early by taking ownership and viewing challenges as opportunities. By empowering a team member to automate a manual process, she demonstrated how initiative builds leadership capacity.

Charlotte Delafosse, Navan: Leveraging Diverse Experience for Tech Leadership

• Professional Development: Delafosse transitioned from the hospitality sector to tech, demonstrating that skills like resilience and emotional intelligence are highly transferable and valuable for leadership in innovative industries (SDG 9).
• Mentorship and Institutional Support (SDG 5): A supportive first manager provided crucial guidance and honest feedback, which was essential for navigating the transition into a new industry and a leadership role.
• Cultivating Future Leaders (SDG 5.5): She advises aspiring leaders to take ownership and challenge themselves continuously, regardless of gender. This focus on merit and hard work promotes an environment of equal opportunity.

Hannah Schaenman, Regal.ai: Cultivating Leadership from Early Career Stages

• Professional Development: Schaenman’s journey from an intern to a Business Development Manager highlights a rapid progression fueled by resilience and strong organizational skills, contributing to business growth (SDG 8).
• Mentorship and Institutional Support (SDG 5): An early female executive role model and a company culture valuing a “Growth Mindset” provided foundational support. Corporate investment in leadership coaching is a direct action toward achieving SDG 5.5.
• Cultivating Future Leaders (SDG 5.5): She actively creates opportunities for women on her team to present to larger groups and celebrates their wins publicly. This focus on building confidence and visibility is critical for developing a pipeline of female leaders in a male-dominated field.

Jessica Prager, Ro: A Strategic Approach to Product Leadership

• Professional Development: Prager’s background in management consulting and strategy provided a foundation in structured problem-solving that she applied to consumer health tech, driving innovation in healthcare (related to SDG 3).
• Mentorship and Institutional Support (SDG 5): She emphasizes the importance of seeking honest, unfiltered feedback as a catalyst for growth. By learning from both positive and negative role models, she developed a nuanced understanding of effective leadership.
• Cultivating Future Leaders (SDG 5.5): Prager coaches women on how to communicate ideas effectively to senior stakeholders, providing them with the tools to increase their impact and visibility. She reinforces that there is no single mold for leadership, promoting diversity in leadership styles.

Annette Jubert, Dandy: Driving Impact Through Product Management

• Professional Development: Jubert’s shift from data analysis to product management was driven by a desire to act on insights. Her hands-on approach to understanding a product is crucial for driving innovation in the dental tech industry (SDG 9).
• Mentorship and Institutional Support (SDG 5): She benefited from mentors who pushed for clear, decisive leadership and managers who entrusted her with high-impact projects. This trust was instrumental in her development.
• Cultivating Future Leaders (SDG 5.5): Jubert encourages her team to practice leadership daily by taking initiative and giving feedback. By highlighting a designer’s contributions, she helped her grow into a leader, demonstrating how targeted support can build leadership capability.

Darlene Ernstberger, The Heico Companies: A Commitment to Lifelong Learning and Leadership

• Professional Development: Ernstberger’s career spans from programmer to Chief Information Security Officer, demonstrating a commitment to lifelong learning and embracing new challenges, which is vital for resilient infrastructure (SDG 9).
• Mentorship and Institutional Support (SDG 5): Her growth was supported by mentors and formal development resources like the SIM Regional Leadership Forum. This combination of individual and programmatic support is a powerful model for leadership development.
• Cultivating Future Leaders (SDG 5.5): She builds a culture of trust and encouragement, mentoring colleagues and speaking publicly to inspire women and students. Her focus on visibility and representation directly addresses the need for role models to achieve gender equality.

Lalithya Yerramilli, Cohere Health: Data-Driven Leadership in Healthtech

• Professional Development: Yerramilli has built a career applying data analytics to solve complex business challenges in healthcare, contributing to more efficient and effective systems (related to SDG 3).
• Mentorship and Institutional Support (SDG 5): She credits her success to managers who provided opportunities and guidance. Her leadership style, shaped by an early manager’s supportive actions, is focused on cultivating trust, empathy, and partnership.
• Cultivating Future Leaders (SDG 5.5): Yerramilli actively provides leadership opportunities to women on her team, resulting in a leadership team that is 68% female. Her firsthand experience with gender barriers fuels her passion for empowering the next generation of female leaders, making a significant contribution to SDG 5.

Analysis of Sustainable Development Goals in the Article

1. Which SDGs are addressed or connected to the issues highlighted in the article?

• SDG 5: Gender Equality

  The core theme of the article is achieving gender equality in the workplace, specifically within the tech industry. It highlights the importance and success of women in leadership positions, addressing the systemic barriers they face and showcasing strategies for their advancement and empowerment.

• SDG 8: Decent Work and Economic Growth

  The article connects women’s leadership directly to economic growth by citing reports that companies with women leaders are more profitable. It also focuses on the career journeys of several women, emphasizing skill development, mentorship, and the creation of inclusive work environments that foster productive employment.

• SDG 4: Quality Education

  The article implicitly addresses quality education by detailing the educational paths and continuous learning undertaken by the featured women. Many leaders, like Shivani Mehra and Jamie Levy, mention their foundations in computer science and the pursuit of master’s degrees. Others highlight the importance of leadership programs, coaching, and certifications as crucial for their career advancement.

• SDG 10: Reduced Inequalities

  By focusing on overcoming the “systemic odds stacked against them,” the article directly relates to reducing inequalities. It discusses the need to create equal opportunities for women in a male-dominated field, promoting their economic inclusion and challenging biases that hinder their career progression.

2. What specific targets under those SDGs can be identified based on the article’s content?

1. Target 5.5: Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life.

   This is the most prominent target. The entire article is a testament to this goal, featuring interviews with women who hold significant leadership roles such as VP, Director, and SVP in various tech companies. Their stories detail how they achieved these positions and how they now work to create pathways for other women to do the same.

2. Target 8.5: By 2030, achieve full and productive employment and decent work for all women and men… and equal pay for work of equal value.

   The article supports this target by showcasing women achieving high-level, productive employment in the tech sector. The leaders discuss creating supportive work environments and fostering growth, which are key components of “decent work.” The mention that women-led teams “continuously perform better financially” underscores the high value of their work.

3. Target 4.4: By 2030, substantially increase the number of youth and adults who have relevant skills, including technical and vocational skills, for employment, decent jobs and entrepreneurship.

   This target is reflected in the career journeys described. For instance, Jamie Levy discusses how learning to program was “integral to my success,” and Purvi Savera mentions earning certifications and developing skills in data governance. The article emphasizes that acquiring and honing technical and leadership skills is essential for career advancement.

4. Target 10.2: By 2030, empower and promote the social, economic and political inclusion of all, irrespective of… sex… or other status.

   The article is a collection of narratives about the economic inclusion and empowerment of women in the tech industry. Leaders like Purvi Savera explicitly state that “Fostering a culture of diversity, equity, inclusion and collaboration is one of my core leadership principles,” directly aligning with the goal of promoting inclusion.

3. Are there any indicators mentioned or implied in the article that can be used to measure progress towards the identified targets?

• Indicator for Target 5.5 (Proportion of women in managerial positions):

  The article provides direct and anecdotal evidence for this indicator. The very premise is interviewing women in high-level managerial roles (Director, VP, Head of Revenue Operations, etc.). A specific, quantifiable example is provided by Lalithya Yerramilli, who states, “women now make up 68 percent of my leadership team.” This is a direct measurement of the proportion of women in management within her sphere of influence.

• Indicator for SDG 8 (linking diversity to economic productivity):

  The article implies an indicator related to economic performance. It opens by stating that having women in leadership is “better for a company’s bottom line” and cites a multi-year study from McKinsey confirming that “Teams with women at the helm continuously perform better financially.” This suggests that company profitability and financial performance can be used as indicators to measure the economic impact of gender diversity in leadership.

• Indicator for Target 10.2 (Promotion and empowerment of women):

  The article provides qualitative indicators through stories of mentorship leading to promotion. For example, Jamie Levy recounts advising a woman on how to gain more visibility, which resulted in her being “promoted within the next promotion cycle.” Similarly, Laura Thatcher tells the story of giving a “stretch assignment to an administrative colleague” who “later became the leader of an engineering group.” These narratives serve as indicators of successful empowerment and inclusion efforts.

4. Create a table with three columns titled ‘SDGs, Targets and Indicators” to present the findings from analyzing the article. In this table, list the Sustainable Development Goals (SDGs), their corresponding targets, and the specific indicators identified in the article.

Source: builtin.com