by: Women in Technology

As a woman navigating the world of tech and subsequently leadership, you’re likely all too familiar with the unique challenges that come with the territory. Whether it’s battling imposter syndrome or finding your voice in rooms where you might be the only woman, the journey can sometimes feel overwhelming. One thing I’ve learned through my own experience is that you don’t have to go it alone. In fact, mentorship has been one of the most important elements in my own growth, and it continues to shape how I approach my career. But here’s the thing: mentorship isn’t just about having one person by your side throughout your entire career. Your needs change as you grow, and the mentors who help you early on might not be the same ones who guide you when you’re at a senior leadership level. The beauty of mentorship lies in its fluidity, allowing you to seek out different people at different stages of your career to help tackle the challenges you’re facing in that moment. When I think back to some of the biggest hurdles I’ve faced as a woman in tech leadership, it’s clear that they were not just about technical competence. Sure, mastering technology skills was critical early on, but as I grew into leadership roles, the challenges became more nuanced. There was the pressure to prove myself in a field where women are still underrepresented, the occasional frustration of having my ideas dismissed in meetings, and the delicate balance between being empathetic and authoritative—a balance that women often feel they must manage more carefully than men. You may have felt the same way—wondering how to assert yourself without being labeled as “too aggressive,” or finding that work-life balance is an ongoing struggle, especially if you’re juggling family responsibilities alongside the demands of your role. These challenges are real, and they can sometimes make you question whether you belong in the room at all. But you do. And this is where mentorship becomes so important. In the early stages of my career, I sought out mentors who could help me sharpen my technical skills and build confidence. One of my first mentors was my manager at Freddie Mac—Angie Enciso. Angie was assertive, a thorough technologist and data engineer. The larger the problem, the calmer Angie became. I approached her expressing my desire to learn from her style and being transparent of how nervous production support calls would make me as a brand-new NOC Sybase DBA. Angie taught me how to handle the pressure of tight deadlines while still delivering high-quality work. I leaned on her guidance as I found my footing in a complex field. Then there was female leader in my tenure with Fannie Mae who taught me how to operate in male-dominated executive spaces, providing insights I wouldn’t have been able to see from my own perspective. She wasn’t just a strategic advisor—she helped me understand the unwritten rules of networking and how to ensure that my voice was heard even when I felt overlooked. Later on, as I transitioned into leadership, the nature of my mentorship relationships changed. When I joined Capital One, I did not have the experience of managing large teams. I had been a people leader before, but nothing could prepare me for the scale I was required to operate at within Capital One. I found a great mentor in my leader Raghu Valluri who helped me see the bigger picture—how to lead teams, navigate corporate politics, and make decisions that had a broad impact. He was instrumental in helping me develop a leadership style that was true to myself, even when the pressure was to conform to traditional, sometimes rigid, leadership molds. Through that mentor-mentee relationship, I found my footing and effective ways to lead my team through multi-million-dollar initiatives which had significant revenue and partnership impacts for the larger organization. Very recently, I transitioned back to federal contracting and was contemplating establishing my venture in the field. I leaned on mentorship again and approached Gautam Ijoor, the CEO of Alpha Omega and unashamedly asked for the opportunity to establish a mentor-mentee relationship. Gautam was kind, made time for me from his extremely busy schedule and graciously guided me through a process which helped me realize the very goals I was intending to walk towards. It was through those conversations and eventual contemplation that I realized how I can effectively navigate the next steps in my career journey. These experiences taught me that mentorship is not about sticking with one person for the long haul. Instead, it is about finding the right people who can help you with specific challenges as they arise. The mentor who guides you through technical growth may not be the same one who helps you navigate the boardroom. And that is ok. One thing I’ve come to believe strongly is the importance of having diverse mentors. Just as you need a variety of skills to succeed in leadership, you also need different perspectives to tackle the challenges that come your way. Whether it’s a mentor who’s walked in your shoes as a woman in tech or someone who offers a completely different viewpoint, having a range of voices to turn to is invaluable. For women in tech leadership having both male and female mentors can offer a well-rounded perspective. Female mentors can share their experiences of navigating the same biases and barriers you might be facing. They can offer practical advice on how to make your voice heard, how to lead authentically, and how to manage the constant balancing act of work and life. Meanwhile, male mentors can help you understand the dynamics of male-dominated spaces, giving you insights into how to succeed without losing your sense of self. Mentoring Others: Paying it Forward As I’ve progressed in my own career, one of the things that brings me the most satisfaction is mentoring others. There’s something incredibly rewarding about helping someone else see their potential and guiding them through the same obstacles I once faced. I’ve mentored people at various stages of their careers, and one thing I always emphasize is that you don’t have to do it all alone. If there’s one piece of advice I can offer from my own experience, it’s this: don’t be afraid to seek out mentorship throughout your entire career. You don’t need to have all the answers, and you certainly don’t have to figure everything out on your own. By finding mentors who understand your challenges—whether it’s mastering technical skills, building leadership confidence, or navigating the complexities of work-life balance—you can grow in ways you never thought possible. And as you grow, remember to pay it forward. Mentoring others isn’t just about giving back; it’s about continuing the cycle of growth, empowerment, and inclusion in an industry that needs more diverse voices. Together, we can create a tech leadership landscape where more women thrive—and where mentorship plays a pivotal role in making that possible. If you’re looking for direction and knowledge for career advancement and success, or have insight to pass on to professional women, learn more about the WIT Mentor-Protégé program here: https://www.womenintechnology.org/mentor-protege-program Reha Malik is Vice President of Data and ML tech at Alpha Omega, Technology Executive, Graduate teaching faculty at George Mason University and WIT Member