Women are shaping the future of tech and business: Mary Wells on inclusive leadership and the power of ‘Give to Gain’

Across more than three decades in the technology industry, Mary Wells, Chief Marketing Officer at Cloudera, has witnessed the evolution of women’s roles in the industry, from fighting for representation to shaping the future of AI, data, and innovation. 

Reflecting on her journey, Wells speaks candidly about navigating leadership spaces where diverse voices were not always heard and how those moments became opportunities to champion collaboration, dialogue, and more inclusive decision-making.

In this International Women’s Day conversation, she shares why leadership today demands both competence and conscience, the importance of allyship and mentorship, and how empowering others, true to the theme “Give to Gain”, can create stronger teams, more inclusive workplaces, and a more innovative future for the industry. 

One of the biggest challenges I faced was navigating leadership environments where diverse perspectives were not always actively sought or fully valued. In many instances, key decisions were shaped within established circles, and it required persistence and finding commonality to ensure broader viewpoints were considered. 

I saw it as an opportunity to model a different kind of leadership – one grounded in communication and collaboration. 

Putting my team forward for opportunities and empowering them to confidently share their feedback not only strengthened morale, but also drove more strategic and productive decision-making. Over time, what began as a challenge became a platform to advocate for more grounded and inclusive  leadership.

Strategic thinking and ethical judgment are essential foundations for aspiring leaders. In today’s environment — especially with rapid digital transformation and the growing influence of artificial intelligence — it is not enough to focus solely on performance outcomes. Strong leaders are able to connect innovation with purpose and consider the broader impact of their decisions on people, culture, and long-term sustainability.

Developing confidence in data and technology literacy also matters, not necessarily to become a technical expert, but to ask informed questions and guide responsible implementation - be curious! Above all, resilience and the courage to challenge assumptions respectfully will distinguish those who simply adapt from those who shape direction. Leadership today calls for both competence and conscience – the ability to drive results while remaining grounded in values.

Creating an inclusive and supportive workplace for women requires more than well-meaning slogans or one-off initiatives; it calls for intentional culture-building and shared responsibility across the organisation. Today’s most effective workplaces recognise that inclusion isn’t just about being represented in a room but more about being actively heard and empowered to influence outcomes. 

Companies that support leaders (who happen to be women)  do so by cultivating environments where psychological safety is a baseline expectation. This means establishing norms where people feel secure to take risks, ask questions, and challenge assumptions without fear of judgement or exclusion, fostering deeper trust and collaboration across teams.

In my experience as the executive sponsor of Cloudera’s Women Leaders in Technology (WLIT) initiative, I’ve seen inclusion work best when it engages everyone. WLIT is a global forum created to connect women and allies in tech leadership, foster meaningful networks, share insights, and advocate for policies and programs that help build a stronger, more diverse workforce across the industry. It aims to inspire women and girls to see a place for themselves in technology and elevate voices that have historically been underheard and ALL are welcome.

Looking back on my 30-plus years in this industry, I've experienced four distinct eras of women in tech, each one building on the one prior.

1. The first, centered on representation and belonging. The feeling of being the "only one" — in a department, on a project, or at the board table — was everywhere. WLIT programs became a vital support system, showing women they weren't alone while these pioneers faced the dual challenge of doing their jobs and proving they belonged.

2. A decade later, the conversation shifted to confidence and voice. The notion of Imposter syndrome was everywhere — that nagging question of how you claim your seat at the table when you’re made to feel unqualified, even though you are. What I know for sure is that imposter syndrome touches everyone, regardless of gender, level, or title. That's what led me and others to embrace "do it afraid," because that's where real growth happens.

3. Over the past decade, allyship became the defining theme. Through WLIT, I found that allyship is a powerful lever: when leaders of all genders lift others up, advocate for equitable opportunities, and challenge biased practices, the organisation gains both credibility and momentum toward lasting change. I've always led with an "all are welcome" attitude — and with at least half of our participants typically being male, our conversations evolved into genuine thought leadership and strategic business discussions. A testament to how far we've come.

4. Now we are entering a critical fourth era: leadership and influence. Women aren't just part of the conversation about the future of AI, data, and technology — we are helping define it, together. And that is incredibly exciting.

Empowering women leaders requires both strategic intent and everyday action. Organisations must go beyond programs and policies to create environments where women can thrive, take risks, and shape outcomes at every level.

A few key approaches include:

• Build pathways, not just programs: Leadership pipelines work best when structured with mentorship, sponsorship, and stretch assignments that challenge and grow women’s capabilities. Giving visibility to high-potential women in critical projects ensures they gain influence and experience.

• Embed accountability for inclusion: Inclusion should be a shared responsibility. Leaders must actively identify and mitigate bias, advocate for equitable opportunities, and measure progress.

• Celebrate authentic leadership: Women should be encouraged to lead in ways that align with their strengths and values. Organisations that reward authenticity help individuals build confidence and resilience, creating a culture where everyone feels empowered to contribute fully.

Ultimately, empowering women is a continuous commitment to culture, opportunity, and advocacy. Organisations that do this well see not only stronger leaders but also higher engagement and long-term business success.

In Southeast Asia, the pace of change toward gender equity in the workplace is becoming increasingly visible, especially in technology and knowledge‑driven industries. Although women are still underrepresented in certain technical roles and leadership tiers, research shows meaningful momentum that organisations and policymakers can build on.

For example, a 2024 BCG study across six Southeast Asian countries found that companies are significantly expanding initiatives to support recruitment, retention, and advancement of women – a jump from 49% of firms in 2020 to 70% in 2024 reporting such efforts. 

Furthermore, the data emphasizes the significant impact of mentorship and role models, demonstrating how focused support is a catalyst for career advancement.

These gains reflect real progress and strong momentum. Building on this foundation through sustained commitment and active allyship will help ensure continued representation and long-term inclusive growth across the sector. 

Looking forward, I believe we will continue to witness women’s growing influence as technologists, strategists, and business leaders. As organisations invest in supportive pathways, champion diverse talent, and cultivate inclusive cultures, women will play an increasingly central role in driving innovation and competitiveness across the region. 

As we celebrate this year’s International Women’s Day, Give to Gain, I encourage all women leaders to believe in your voice, broaden your impact, and lead with purpose. Your presence matters – not just in terms of representation, but because your perspective and insights enrich every space you occupy. 

Give to Gain reminds us that leadership is not a zero-sum game. When we give our time, mentorship, advocacy, and support to others, we gain stronger teams, greater opportunities, and more inclusive pathways to success. Recognising the strength of your own voice allows you to contribute meaningfully - and when you use it to uplift others, the collective impact multiplies.

True leadership extends beyond personal achievement. Advocate for your colleagues, sponsor emerging talent, and help build networks that foster collective growth. In doing so, not only do you amplify your own impact but also help create pathways for others to succeed.

This year's theme, “Give to Gain,” captures the essence of true leadership. It's a reminder that when we embrace the spirit of giving back—through mentorship, support, or opportunity—we are not just investing in others; we are amplifying our collective legacy.

We are empowering today's women leaders to innovate, thrive, and drive our industry forward.