Mamta is an experienced Senior Strategy & Transformation Executive with a demonstrated history of working in the financial services industry. She has previously worked for Deloitte and then moved into Royal Bank of Canada. After heading business and tech roles, she transitioned into becoming a people leader for 15 long years. Armed with an extensive experience, she is now an integral part of Manulife Financial Corp.

In a recent conversation with The Global Woman Leader Magazine, Mamta talks about ‘Women in Tech’, highlighting the various barriers and challenges that women face in the tech industry. She also sheds light on inclusive tech environment, highlighting DEI programs. Read the article to know more about the conversation.

In your opinion, what are the most significant barriers that prevent more women from reaching executive roles in the technology industry? How can these barriers be effectively dismantled?

The biggest barriers women face varies depending on location. But in North America, a major challenge is the lack of understanding and allyship. For instance, women often take time off to have or care for children, and when they return to the workforce, there's a stigma at certain organizations. Despite a temporary break, their skills and capabilities don’t disappear, though they might need refreshing. Unfortunately, many women are forced to restart their careers after such breaks. This stigma, which comes from both men and women, slows their progress.

Allyship is also critical. While it's important for women to support other women, men need to step up as well. There’s a misconception that women handle things differently, perhaps more emotionally, which leads to women not being seen equally. However, if male leaders recognize women’s strengths, like emotional intelligence, and use those traits to help them grow, it benefits the entire organization.

To break these barriers, everyone must understand that about half the world is female, and maximizing a company's potential requires developing female leaders. Many companies are starting to address this by offering awareness programs and promoting an understanding of how male and female leadership qualities complement each other. While leadership is still not balanced, progress is being made.

From the perspective of being a senior executive in technology and digital transformation, how do you think women leaders can prioritize diversity, equity, and inclusion initiatives within an organization? What strategies have you found most effective in fostering an inclusive tech environment?

Diversity, equity, and inclusion (DEI) start with individual commitment, but it is essential that the company recognizes its importance and prioritizes it. Success in DEI comes when a company leader creates a dedicated space to support these efforts, making a targeted attempt to bring in and work with inclusive individuals. A diverse organization is proven to be more productive—by 30-40%, according to some statistics. Investing in DEI programs and initiatives not only fosters a more inclusive workplace but also leads to higher profitability.

When people of similar backgrounds are in a room, they either make all the right decisions or the wrong ones without challenging each other, which stunts growth. In my experience, companies that succeed in DEI have measurable goals and put effort into recruiting diverse talent, whether it's by gender, LGBTQ+ representation, or other forms of diversity. As a visible minority female, DEI is especially important to me, and I actively participate in related discussions, programs, and initiatives. It’s crucial to have allies, including males and people of diverse backgrounds, who can support these initiatives, and leadership must encourage this participation.

Successful companies foster these discussions and programs, with a structured approach that ensures DEI goals are met.

What unique leadership qualities do you believe women bring to the table in tech? How can these qualities be leveraged to drive transformation and innovation in the industry?

When you look at traditional organizations and their success, many have been driven by a Darwinian mindset—survival of the fittest. This has often led to the belief that women need to be aggressive to succeed because that’s how men have traditionally achieved success. This is not true. A company's success often stems from leadership qualities that women naturally possess, such as empathy and emotional intelligence. While both men and women can exhibit these traits, women tend to lead with authenticity, empathy, and vulnerability, which helps foster understanding and collaboration.

Women, especially those balancing family roles, often feel additional pressure to manage multiple responsibilities. This ability to multitask and handle various obligations while still delivering results is an asset to any organization. Recognizing the strengths women bring, whether in the home or workplace, can help companies thrive.

Ultimately, men and women share the same mental capacity and capabilities. While there are qualities unique to each gender, it’s crucial to focus on how both can contribute effectively, working together to drive success. Being mindful of these dynamics will help create more inclusive and prosperous organizations.

What are some practical measures that can be implemented to support work-life integration for women in high-stress tech roles, ensuring they can thrive both personally and professionally?

Unlike sales roles, where constant interaction is essential, tech roles can offer more flexibility, especially for women who have families or other obligations. A hybrid model allows them to come into the office only a few days a week or sometimes not at all, providing a better work-life balance.

I believe companies should continue promoting hybrid and flexible work environments, particularly in tech. This approach has always existed, but encouraging its use and letting young women in technology know it's acceptable to leverage this flexibility will attract and retain more women. It also opens doors for them to reach leadership positions.

Another important aspect is recognizing the value of diversity of thought. Women bring unique perspectives and experiences to various roles in tech, not just in coding or development, but also in program management and analyst positions. Encouraging this diversity, rather than dismissing it, will benefit teams and help women progress in the industry. These two factors—flexibility and diversity—are key to helping women succeed in technology.

In your opinion, how can the insurance sector benefit from having more diversity at the executive level, particularly in shaping technology strategies and digital transformation initiatives?

There’s data showing that having more diverse representation at senior levels, whether in terms of race or gender, contributes to a company's success. This is especially true in industries like insurance, benefits, or asset management. The more diversity you have in leadership, the more profitable your organization will be. When launching a new product, if everyone at the table shares the same background, you might overlook key factors, such as how the product might not work for certain groups. Diversity in leadership helps prevent such oversights and ensures better decision-making. The real challenge lies at the senior levels, where important decisions are made. Having women and diverse voices at the table brings significant benefits.

What trends or developments in technology do you believe will create new opportunities for women in leadership positions within the insurance sector and beyond? How can organizations prepare for these changes?

In the next 10 years, many trends will emphasize increased digital connectivity between people, processes, and technology. With the rise of generative AI and advanced analytics, diversity will play a key role in developing and enabling these innovations. Women will contribute significantly to this progress. Regardless of the trend—whether it’s 15 or 20 years old—the more diverse input at the development stage, the better the outcome from concept to execution.

For example, if a team coding in a specific language consists entirely of white males, the product will likely be tailored to one demographic. By introducing diversity from the start, whether in digital connectivity, AI, or other emerging products, we can create solutions that benefit everyone. Diversity isn’t just a tech issue; it’s crucial across all fields. The more varied perspectives you bring, the greater the long-term success. I’ve consistently emphasized this, and I believe it wholeheartedly. In next-generation computing and beyond, diversity from the outset will be essential to launching successful projects.

Message To Readers

No matter where you are or who is reading this, whether you're a young female or a senior in your career, always believe that you deserve a seat at the table—any table. It could be the dinner table, the executive table, or the management table. Don't feel that your voice won't be heard. Sometimes, you have to make them hear you.