Not just a seat at the table—a Voice

Now, as the Director of Quality Engineering and QE Practice Head at R Systems, Supriya Patil is a powerful voice for inclusive leadership in tech—an industry that is still working through representation issues at the top of the employee experience as well. Her path is one that represents self-belief, mentorship, and continuous learning that supports a combined transition toward leadership through intent, empathy, and equity. Excerpts:

What defining moments shaped your journey to tech leadership?

My journey has been driven by a consistent passion for technology, solving complex problems, and creating meaningful impact through innovation and collaboration. Early in my career, I found myself naturally drawn to challenges that went beyond the obvious task at hand. I wasn’t just interested in solving problems, I wanted to understand their root causes and design solutions that could deliver long-term value. This mindset pushed me to take initiative: to go beyond my role, proactively propose ideas, and experiment with unconventional approaches. Over time, this helped build innovative solutions for our clients and strong relationships founded on trust and dependability.

One pivotal moment was realising the limitations of traditional upskilling models, which led me to think of a dynamic, collaborative way to share knowledge and surface innovation across teams. I proposed a platform where tech SMEs could share solutions, ideate openly, and gain visibility across the organisation. What began as a simple idea evolved into a mechanism that empowered individuals to step up as leaders and created a stronger culture of continuous learning and appreciation.

Equally defining has been how I choose to engage with setbacks—be it roadblocks, escalations, or operational gaps. I’ve learned to view these not as obstacles, but as opportunities to rethink existing processes, introduce new ways of working, and bring about meaningful change. Leadership, to me, is less about title and more about intent. It’s about showing up with purpose, challenging the status quo, and creating space for others to lead. These moments—both the big leaps and quiet shifts—have been instrumental in shaping my journey.

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

Some of the most challenging barriers I faced weren’t external—they came from within. Early in my career, I limited myself to the boundaries of assigned work, hesitant to step beyond delivery timelines. I also doubted my ability to communicate my ideas effectively beyond technical audiences. While I was confident in my problem-solving skills, I initially struggled to translate them into compelling narratives for wider business stakeholders.

That changed when a supportive manager encouraged me to collaborate with the marketing team. Together, we transformed my ideas into compelling presentations that resonated beyond technical circles—reaching delivery leaders, program managers, and even clients. This not only amplified my visibility but also the impact of the work itself. What made the difference was a leader who saw potential and created space for it to grow. That kind of belief can be transformative. Leadership buy-in isn’t just important—it’s essential for building a truly inclusive culture. When leaders actively champion diversity and inclusion, they create an environment where everyone feels seen, supported, and empowered to contribute at their best.

Biases are a reality too. And I have learned to deal with them, with composure and clarity. Staying focused on outcomes, choosing when to speak up, and cultivating a collaborative mindset helps shifting perceptions. Over time, I’ve realised that resilience, self-awareness, and a willingness to challenge my own limits are as crucial as technical acumen in overcoming barriers and in growing as a leader.

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

While we’ve made meaningful strides, women continue to be underrepresented in C-suite tech roles and that’s due to a mix of social, cultural, personal, and organisational factors. From a societal standpoint, early conditioning and family expectations often shape how women perceive ambition and leadership. In many cases, women may self-select out of high-pressure roles due to internalised expectations around balance or responsibilities at home. It’s less about capability and more about navigating competing priorities in environments that may not always be designed to support both.

Motherhood, for instance, can sometimes lead women to pause or pivot in their careers. Without flexible support systems or return-to-work programs, the path back to leadership roles can feel unclear. But with the right frameworks, like mentorship, flexibility, and inclusive policies, this can change meaningfully. On the organisational side, many companies are recognising the importance of building diverse leadership pipelines. However, this momentum needs to be consistent.

The shift we need is already underway. When leaders commit to equitable growth paths, back it with policy, and create a culture where ambition is supported—not questioned—we start to see more women stepping confidently into senior roles. The presence of more women at the top isn’t just good for representation, it brings in diverse perspectives that are essential to innovation and business success.

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

We’re committed to building a more inclusive and balanced leadership pipeline, and we’ve taken several meaningful steps to promote gender diversity. One of our key focus areas is mentorship, where we run a structured program that pairs women with senior leaders to help them navigate their career paths, build leadership capabilities, and grow with confidence.

This initiative fosters a culture of support, learning, and empowerment, ensuring that women have both the guidance and the platform to advance into leadership roles. We also invest in upskilling and leadership development programs tailored for women, enabling them to stay ahead in a fast-evolving tech landscape and take on roles of greater responsibility.

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

Inclusive leadership begins with intent, but it sustains through structure and accountability. One of the most effective strategies, in my experience, is fostering awareness across all levels of the organisation. This starts with sensitisation workshops that help teams unlearn unconscious biases and adopt a more inclusive mindset—particularly around gender. Awareness is the first step, but it must be followed by measurable action. Leaders and managers should be held accountable for building diverse, inclusive teams. Introducing evaluation metrics that assess inclusivity alongside business performance can reinforce this.

Recognition programs that celebrate managers actively championing diversity go a long way in reinforcing the right behaviours. For true inclusivity, women must be considered equally for critical roles and equipping them with authority and exposure not only builds confidence but also creates visible leadership models for others to aspire to.

Promotion frameworks should be reimagined to reflect inclusivity goals, ensuring women are not just present, but progressing through every stage of their careers. Ultimately, inclusive leadership isn’t a one-time initiative—it’s a cultural commitment. When organisations embed these principles into hiring, performance, and leadership development, inclusion becomes not just an aspiration but a norm.

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

If we want to build a stronger pipeline of female tech leaders, we need to be intentional about it. It starts with making sure women are considered for leadership roles at every level—not just at the top. Helping women build their brand, offering leadership training, and providing access to tech certifications can go a long way in boosting both visibility and confidence. At the same time, encouraging participation in external tech forums and creating internal spaces where women can connect, share ideas, and support each other makes a big difference. It’s about creating an environment where women have the tools, the network, and the opportunities to lead and thrive.

Mentorship and coaching play a vital role in nurturing leadership potential. By offering structured programs that pair women with experienced mentors, organisations can help them navigate both technical challenges and soft-skill development. Providing career progression workshops and regular 360-degree feedback ensures that women are not only recognised for their contributions but also given clear pathways to advancement.

Celebrating the achievements of women in leadership through internal communications and recognition programs can inspire others to follow suit. When women see tangible examples of success, it empowers them to leap into leadership roles. Ultimately, fostering a supportive and inclusive environment where women are empowered to lead not only strengthens the organisation but also contributes to a more dynamic, diverse, and impactful tech industry.

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

The legacy I hope to leave for the next generation of women in tech revolves around empowerment, mentorship, and creating lasting change. One of my core goals is to mentor and coach the next wave of female leaders, helping them feel a sense of belonging in what has traditionally been a male-dominated field. By fostering confidence and encouraging women to pursue their ambitions, I aim to create a strong support system that guides them through their journeys.

By advocating for inclusive policies and fostering a culture of collaboration, I hope to ensure that innovation is driven by equal opportunities, regardless of gender. Ultimately, I want to leave a legacy that empowers the next generation of women to break barriers, lead with confidence, and inspire others to follow their path.