Tech Explained: Tech leaders call for inclusion, skills and leadership in the AI era – Intelligent CIO Middle East in Simple Terms

International Women’s Day is a moment to celebrate progress, possibility and the incredible women shaping the future of our industry. Reflecting on my own journey from engineering into leadership within the technology sector, one thing stands out, growth rarely follows a straight line. It is built through curiosity, resilience and the willingness to keep stepping forward even when the path feels unfamiliar.

Technology today is evolving at an extraordinary pace. With AI and automation transforming how we work, there has never been a more exciting time to build a career in tech. The barriers that once felt impossible are becoming more flexible and new opportunities are emerging across every part of the industry from infrastructure and data to design, strategy and innovation.

For women looking to grow in this space, there are a few consistent practices that have helped me along my path.

First, investing in transferable skills. Communication, adaptability and problem-solving are powerful foundations for leadership and influence. These capabilities travel across roles, industries and technologies.

Second, building digital confidence. Staying curious about emerging tools particularly in areas like AI and gaining hands-on experience helps turn the prospect of change from uncertainty into opportunity.

Finally, nurturing strong networks. Mentors, peers and industry communities provide perspective, encouragement and access to opportunities that might otherwise remain unseen.

This day is not only about recognising how far we’ve come but about inspiring the next generation to step into what’s possible. When organisations foster inclusive environments and individuals take ownership of their growth, innovation accelerates.

Julia Tan, Managing Director, Cloudera Singapore

“This year’s theme for International Women’s Day, Give to Gain, conveys an important message: when women are given the opportunity to lead and contribute fully, everyone gains. As agentic AI reshapes the workforce, progress is not guaranteed and some underrepresented groups risk being left behind. Women face a double exposure risk: marginalized in high-growth AI roles, while overrepresented in functions most vulnerable to automation. If organizations do not act now, the next wave of Digital Transformation risks deepening existing inequities rather than closing them.

Organizations must be intentional and strategic about inclusion and building diverse teams. HR needs to shift from a supporting role to a strategic one that ensures reskilling, job transitions and inclusion plans are designed from the outset. When it comes to building and governing AI systems, the room needs to reflect the world it is designing for. That means auditing datasets for gaps, testing for unequal outcomes and bringing diverse reviewers into the AI lifecycle at every stage. Context, judgement and the ability to collaborate across differences matter just as much as code. In the agentic AI era, diversity in leadership and oversight is not a value statement but a risk management imperative.”

Becky Trevino, Chief Product Officer, Flexera

“Early in my career, the biggest gift I received were managers who gave me trust and cared about outcomes, not optics. They put me in the room, gave me real ownership and supported me while I learned fast. I try to pay that forward by mentoring and sponsoring women for high-impact work. I share context, open doors and advocate for them to lead. When we invest in people and teams, everyone gains.”

Preeti Shirmal, Executive Vice President, Flexera

“Give to Gain is how we turn individual progress into collective momentum. Building and successfully exiting a data cloud optimization platform taught me that the most durable breakthroughs come from generous practices: sharing hard-won lessons, mentoring with specificity and sponsoring others into visible roles. When leaders give time, context and opportunity, teams move faster, systems run leaner and innovation becomes a shared asset that lifts everyone.”

Frances Zhao-Perez, VP of Data Products, Flexera

“I’ve not only seen firsthand that the most meaningful growth in tech happens when we lift others as we grow but I’ve also had the privilege of mentoring, coaching and supporting many leaders, especially women leaders on their path to success. Taking time to share knowledge or create opportunities doesn’t slow us down; it strengthens our teams and expands what’s possible. When we invest in each other, we don’t just support individuals; we move the entire industry forward together.”

Keir Garrett, Regional Vice President of Cloudera Australia and New Zealand

“As we celebrate International Women’s Day, one truth stands out: the future of technology will be shaped by the diversity of the people behind it. Diverse teams drive better outcomes; limited voices create limited futures. When a broad range of perspectives guides how AI is built and governed, progress accelerates and when they’re absent, the risks grow. Afterall, the AI systems we create today will help shape how we work, learn and collaborate tomorrow, so we can’t afford to build that future on narrow viewpoints.

Yet women face a double exposure risk in the AI economy: underrepresentation in high-growth AI roles and overrepresentation in functions most vulnerable to automation. In fact, IDC predicts that by 2027, half of enterprises will rely on AI agents to redefine how humans and machines collaborate. Even with women making up only around 30% of the AI workforce, we can’t assume these systems will reflect the full diversity of perspectives they’re intended to serve.

For me, the issue isn’t just representation. Closing the diversity gap is important but real progress requires stepping beyond the numbers. It means creating pathways into AI, empowering diverse voices in decisions and designing systems that help people learn and thrive as technology evolves – all with inclusion built in from the outset, not as an afterthought.

When it comes to artificial intelligence, we consistently see one-size-fits-all approaches fall short. Biased data in, biased data out. And when development teams skew toward a single demographic, bias doesn’t only show up in datasets, it surfaces in which problems are prioritised, how success is defined and what risks are accepted.

In the agentic era, autonomy raises the stakes: small weaknesses in data, design or oversight can be amplified once decisions are made and replicated at scale. A practical way we could counteract this bias is to audit datasets for representation gaps, test models for unequal outcomes, stress-test edge cases and involve a diverse panel of human reviewers and developers throughout the AI lifecycle.

Inclusive design is both a safeguard and a smart approach to delivery. By considering different perspectives early, organisations reduce bias, anticipate challenges and deliver AI that performs better for people and the business alike.

In my experience, neglecting workforce readiness deepens existing inequalities and women are disproportionately affected. Trying to fix these gaps after the fact is costly – and avoidable. Ethical AI and economical AI are inextricably linked. That’s why HR needs to move from a supporting role to a strategic one ensuring reskilling, job transitions and inclusion plans are embedded from the start.

Ethical AI can’t be outsourced to a model. It requires human judgment and accountability at every stage. This means putting in place a framework to stress-test edge cases, audit datasets for representation, check for unequal outcomes and involve diverse reviewers throughout development and deployment.

With widespread organisational restructuring across Australia and the globe, businesses are rethinking their operating models in favour of automation. My challenge to leaders is this: if the business model is already on the operating table, use the moment to redesign it deliberately – in ways that not only lift efficiency but also support meaningful upskilling and embed diversity and inclusion before new systems have the chance to cement old patterns.”

Lauren Starr Dillon, Head of Marketing, name.com

“As AI reshapes how customers search, discover and evaluate brands, we are entering another defining shift in how businesses build their presence. Twenty years ago, it was websites. Ten years ago, it was mobile. Today, the divide is between founders who own their digital identity and those who rent it.

At name.com, we are seeing more women entrepreneurs recognize that a domain is not just a branding decision. It is foundational infrastructure. When nearly half of new businesses in the U.S. are launched by women, ownership, credibility and control become central to sustaining that growth. Relying solely on social platforms or marketplaces means building on systems you cannot influence.

For me, International Women’s Day is about long-term momentum. If we want to see this record wave of women-led entrepreneurship continue, we need to ensure founders are building on assets they control. Digital independence is not just technical; it is strategic and empowering.”

Kendra Cooley, Senior Director of Information Security and IT, Doppel

“International Women’s Day serves as a reminder that while we’ve made significant progress in representation across the tech industry, there’s still work to do especially in increasing women in senior leadership. In cybersecurity, female-founded communities and support networks are growing rapidly and there is real momentum in the talent and energy women are bringing into the field. Visibility in leadership is critical because it can spark inspiration among the rising generation of professionals, showing them what’s possible and helping them imagine themselves in those roles.

As more women continue to build in the space, it’s important to remember that there’s no single mold for success. The field will always need people with diverse views and skill sets. Technical ability matters but so does curiosity, communication and problem-solving. Strong leadership isn’t about always having the right answer because as the industry evolves, perspectives will change. For example, cybersecurity used to be all about the technology. Now, we see that the real impact of defense comes from helping leaders understand risk, guiding teams through incidents and ensuring security supports the business rather than slowing it down.

I encourage aspiring leaders not to wait until they feel ready to step into bigger conversations. Being clear about your ideas, your impact and what you bring to the table is part of leadership. This industry is fast-paced and everyone is constantly learning, so stay curious, ask questions and build relationships – you never know where it could lead you.”

Erin McLean, CMO, Cynomi

“Representation matters deeply in cybersecurity. Women need to see themselves reflected in teams and leadership roles. Organizations that intentionally build inclusive cultures and elevate female leaders will strengthen both diversity and resilience across the industry.”

June Lee, Head of APAC & SVP Social Impact, Workato 

“I have learned that inclusion does not happen by accident; it requires intentionality. Speaking up helps remind teams that there are different cultures and lived experiences in the room. I have frequently been that person, asking for context or explanations that others take for granted. It requires confidence, but it also improves the quality of dialogue and decision making for everyone. Progress requires the courage to speak up, to make mistakes, and to keep learning.  

Equally important is finding one or two allies who understand the value of diverse perspectives and will actively invite minority voices into the conversation. Also, having someone who will advocate for you when you are not in the room, reinforce your ideas, and ensure your contributions are recognised can make a significant difference, especially for women and minorities.  

Inclusion is not about fitting in; it is about creating space for difference. When diverse voices are genuinely heard, teams become more creative, more empathetic, and ultimately more successful.”