360Learning Inclusion & Diversity

Describe your experience as a woman in engineering. What are some of the challenges you’ve faced, and how have you overcome them?

As a woman in sales engineering, I’ve had to walk the line of technical expertise and business strategy in a space where women are still underrepresented and often not taken seriously. Every new client can feel like a fresh credibility test. Early on in my career, I’ve had customers ask for a male to be added to the call because “the vice president responds better to men,” even though I was the most tenured on the team. Sometimes internal communication can be a tightrope. Being direct gets labeled as “too much,” while softening my voice causes my ideas or options to be taken less seriously. It’s a constant balancing act. This is something I’m mindful of and work on every day with every message. I handle it by pausing before I respond, leading with clarity and confidence, and reminding myself that being direct doesn’t make me difficult — it makes me effective.

What’s helped is building a personal brand, both internally and on LinkedIn, rooted in preparation, consistency, data and cross-team members. I’ve become known as someone who understands our product, company and market and also makes technical concepts easy to grasp. I’m not just someone who “runs the demo” — I’m the glue of the deal.

What are your professional goals, and how has 360Learning enabled you to pursue them? What career growth resources/opportunities are available?

My goal has always been to move beyond just “supporting deals” and become a strategic voice in the sales org, to be someone who helps shape how we sell, message, and scale what’s working. I want to lead with facts, technical credibility and business impact, and eventually build and mentor teams that do the same.

At my current company, I’ve been given the space to grow into that. I’ve led strategic initiatives like building demo frameworks, supported huge deals and presented at conferences, which pushed me closer to my long-term goal of becoming a more active public speaker. I’ve also been encouraged to develop my brand internally and externally, which has helped me mentor others and share what I’ve learned along the way.

What I’ve learned is that growth isn’t just about a title; it’s about being trusted, challenged and surrounded by people who support your potential, even when you’re still figuring it out yourself. That kind of environment makes it easier to take risks, speak up, and grow into the leader I’m aiming to become.

What advice do you have for women in engineering or other technical roles regarding how to identify a company and team that will support their growth and development?

Pay attention to what’s actually valued, not just what’s written in the job description. Ask questions during interviews like, “Can you share an example of someone who’s grown here recently?” or “How do team members get visibility with leadership?” Ask about mentorship, stretch projects and how feedback is given. Talk to other women on the team if you can. LinkedIn makes it easy to reach out and get honest insights. Look at how leaders show up online and internally: Do they give credit? Do they support growth or just delegate tasks?

The right team will make space for your voice, challenge you in the right ways, and support your growth before you have a title. You shouldn’t have to fight to be heard and fight to grow. Look for places where your potential is seen, not just your readiness.