Cloud, crisis & culture: Shantha Maheshwari’s playbook for the modern tech leader

Shantha Maheshwari, Markets Lead, EY Global Delivery Services is one of resilience, commitment to adaptability, and charting new paths. From humble beginnings to engaging and leading critical teams through crises, Shantha has consistently forged her way through uncomfortable spaces where norms are not the norm.

From leading teams through early cloud transformation – a “new” area of engagement that few had experienced – she has shown what strong leadership looks like even when that meant it was outside of her previous experience or knowledge. As a woman working in a male-dominated industry, Shantha has face -and tackled- barriers with grit, mentorship, and a belief that she had something unique, and positive, to contribute.

In this conversation, she shares what it means to lead more inclusively, the systemic barriers women are still facing in tech leadership, and what she hopes to leave as a legacy for future generations.

What defining moments shaped your journey to tech leadership?

Growing up in a modest background, I learned resilience and adaptability early on, and these lessons became my compass. Joining the tech industry was a dream, and my career has been marked by moments where I led teams through crises, challenged the status quo, and embraced gratitude for the privilege of leadership.

One defining moment was leading a team through a critical system outage—stepping in, staying calm, and guiding the team through ambiguity. This experience taught me that leadership is about presence, not position.

Over the years, I’ve leaned into roles that didn’t exist before—like leading cloud transformation when it was still nascent. Each challenge shaped the leader I stand today: bold, empathetic, and purpose driven.

What barriers did you face as a woman in tech, and how did you overcome them?

Navigating the tech industry as a woman has been challenging, with obstacles such as gender biases and the need to prove meritocratic strength beyond gender. There were moments when my assertiveness was misunderstood. I’ve faced self-doubt too—especially in sales and high-stakes negotiations.

However, I overcame these by being assertive, asking sharp questions, trusting my instincts, building a supportive ecosystem of mentors and allies who believed in me, and continuously proving my value through results. Over time, I realised that the very traits that made me different were my superpowers.

Why do you think women still hold only a small fraction of C-suite tech roles today?

We’ve had progress but there’s a long way ahead. Women continue to face systemic biases, lack of mentorship, and myths about the “ideal leader”. The industry often overlooks the importance of diverse perspectives.

Many women opt out not due to lack of ambition, but due to lack of support. Be confident in your skills and create a space where you step out of your comfort zone. Be fearless in raising a hand for a challenge or an opportunity that comes your way.

Addressing these issues requires intentional efforts to create an inclusive culture, where women don’t have to choose between authenticity and advancement. It’s your grit and a strong urge to evolve that will help build your brand in the industry. A continuous effort to build your digital literacy and meritocratic specialisation will help you be relevant and create a niche space in the C-suite tech world.

What concrete steps has your organisation taken to promote gender diversity in leadership?

I’ve been part of organisations that have had the opportunity to lead Inclusion and Diversity (I&D) where inclusive leadership is key. We launched the Hi-Tech Women initiative, Returning Mothers program, Persons with Disabilities (PwD) program, and built focused women platforms to bridge internal and external networks. In EY, we’re deliberate about placing diverse leaders in core roles and ensuring inclusion is embedded in performance, not just policy.

What strategies do you believe are most effective in fostering inclusive leadership?

Lead by example. Walk the talk. Speak up when you see gaps. Inclusion isn’t a checklist—it’s a mindset. I believe in creating safe spaces for dialogue, encouraging experimentation, and bringing together diverse perspectives that foster innovation.

Inclusion must be woven into the fabric of the organisation and be visible in how we hire, promote, and listen.

What advice would you give to companies aiming to build a stronger pipeline of female tech leaders?

To build a strong pipeline of women leaders what is paramount is the intentionality - start early, invest in mentorship and sponsorship, and visible technology leadership role models.

Companies should focus on self-belief, confidence-building for women, limit the biases, and create an environment where women feel valued and supported. Addressing self-limiting barriers and creating learning paths that align with real career progression are integral.

And, most importantly, build ecosystems that believe in women—not just programs for them.

What legacy do you hope to leave for the next generation of women in tech?

I hope they see that leadership isn’t about fitting in—it’s about standing out with purpose. Fostering a culture of gratitude and continuous learning, I aim to inspire future leaders to embrace challenges, drive innovation, and create a more equitable and inclusive tech industry.

I want to leave behind a culture where women feel seen, heard, and empowered to lead boldly, authentically, and unapologetically.