Women in STEM Leadership

Can you walk us through your career journey, and what does your role involve?

I studied Computer Science, but a university group project helped me realise I was more passionate about solving problems with people than writing code. That insight led me through roles in business analysis, product management, consulting and program management before becoming Head of AI Capabilities & Solutions at SBS.

I’ve worked across different countries and industries, including banking, fintech, healthcare, retail and media. Today, I lead SBS’s AI program, focusing on governance, enterprise AI solutions, along with building AI capability across the organisation.

What helped you find your footing in Australia as a woman in STEM?

Networking was key. When I arrived in Australia, I attended industry events to understand the market, meet people and build connections. Like most women in STEM, I had my moments of imposter syndrome, but I learnt not to let it stop me from putting myself out there even if I am not ready.

In fact, a conversation after one event led to my first role in Australia. I introduced myself to a leader after an event, and that conversation led to an interview and ultimately a job opportunity.

 What challenges do women still face in the STEM industry, and how can we address them?

Many women still find themselves as the only woman in the room. This can create pressure to constantly prove your expertise and make your voice heard.

There is also a leadership visibility gap. When women don’t see people like themselves in senior roles, it can be harder to imagine that path for themselves.

Addressing these challenges requires collective action. We need to encourage more women into STEM early, create inclusive workplaces where all voices are valued, and ensure leaders actively support diverse talent to grow and succeed. Diverse teams and leadership perspectives ultimately drive better outcomes for organisations and communities.

 As AI reshapes media and technology, what opportunities and risks do you see for women and underrepresented groups?

AI is lowering traditional barriers to entry. You no longer need deep technical expertise to start using these tools effectively, which opens new opportunities for people from a wider range of backgrounds.

Particularly in media, that is a big shift. AI can also remove repetitive tasks, allowing people to focus on more creative, strategic and meaningful work.

The risk is that developing AI skills still takes time, curiosity and practice. Women, who are often primary carers, may have less time available for self-directed learning and upskilling. If organisations aren’t intentional about creating learning opportunities, existing gaps could widen.

That’s why responsible AI governance is important. Organisations need to create equitable access to learning, so everyone has the opportunity to participate in and benefit from this transformation.

What does inclusive leadership look like to you in practice, especially when building or leading technical teams?

For me, inclusive leadership starts with attitude. I look for curiosity, kindness and a willingness to learn.

It’s also about recognising that people contribute in different ways. Not everyone is comfortable speaking first in a meeting, so leaders need to actively create space for all voices to be heard.

Just as importantly, people should feel valued for their contributions. Recognising and appreciating good work builds trust, belonging and confidence.

Transparency is another key part of inclusive leadership. When people understand how decisions are made, they are more likely to feel respected and included.

Who or what played a key role in helping you grow as a leader?

The biggest turning points in my career came from saying yes to something new before I felt completely ready.

While working as Program Manager for Digital Transformation at SBS, I volunteered to help run AI Design Sprints when Generative AI first emerged. It was unfamiliar territory, but I was curious and willing to learn. That opportunity led to me leading the AI Incubator and ultimately becoming Head of AI Capabilities & Solutions.

Looking back, my growth came from stepping into uncertainty and learning along the way. If I’d waited until I felt fully qualified, I may never have taken that path.

What’s one piece of advice you would offer to a woman early in her STEM career, something you wish someone had told you?

Don’t let imposter syndrome make decisions for you. If you’re the only woman in the room, challenge yourself to speak up at least once. Confidence grows through practice, not perfection.

When opportunities feel exciting and a little intimidating, put your hand up. Some of the most rewarding career moments begin before you feel fully ready.

And remember, mistakes are part of growth. Learn from them, keep moving forward, and back yourself along the way.