By Sarah Nicastro, Creator and Editor in Chief, Future of Field Service
Sunday, March 8th was International Women’s Day – while we do our best to feature women’s voices at Future of Field Service as frequently as possible, we’re proud to put extra emphasis on doing so this week.
We’re starting today by sharing the voice of our community. If you’ve followed Future of Service for long, or listen to the UNSCRIPTED podcast, you already know that it’s built upon the idea of collective knowledge. We believe that there’s greater value in bringing together the insights of many than focusing on the expertise of few.
That same core philosophy prompted me to seek input for today’s article. Yes, I have my own opinions on topics related to International Women’s Day – and I’m happy to share them. But I believe it’s always worthwhile to consider the opinions, views, and experiences of others; this topic is no exception. So, I created a short set of questions and made an open invite to anyone within my LinkedIn network to share what’s on their hearts and minds. What follows is a curation of diverse viewpoints sharing some very wise words (that happen to surface some common themes, which is food for thought).
Give to Gain
For reference, the theme for this year’s International Women’s Day is ‘Give to Gain.’ According to the website, “The IWD 2026 Give to Gain campaign encourages a mindset of generosity and collaboration. Give to Gain emphasizes the power of reciprocity and support. When people, organizations, and communities give generously, opportunities and support for women increase. Giving is not a subtraction, it's intentional multiplication. When women thrive, we all rise.”
I’d like to extend a massive thank you to each person who contributed – I know you are all quite busy, and I genuinely appreciate you taking the time to share with me, and our audience, your opinions, experiences, and suggestions. Here’s a list of the contributors (alphabetized here, but for the sake of flow I have randomized order within responses to each question):
- Candi Robison, VP, EAM Strategy & Innovation, IFS Ultimo
- Dawn Ellery, Independent HR & Benefits Consultant and Author
- Dawn Neitzel, Academy Director, Nutrition Plant Engineering, GEA Group
- Dot Mynahan, Sr. Director, Safety and Workforce Development, National Elevator Industry, Inc.
- Julia Hilton, former VP, North America Strategic Planning at Schneider Electric (currently seeking new opportunities)
- Linda Tucci, Sr. Global Director, Technical Solutions Center, QuidelOrtho
- Lyndsey Rojas, CMO, IFS Ultimo
- Madhu Oza, Director, Global Technical and Service Excellence, Abbott Laboratories
- Megan Schlam, VP, US Services Execution, Schneider Electric
- Tanya Singh, Chief Commercial Officer, Biotronics3D & Co-Founder, FemTech Healthcare Network
- Vee Baker, retired marketer; Student Mentor, University of Bath School of Management; and Poppy Appeal Organizer, Royal British Legion
When you think about the current state of gender equality, what is one thing you find most frustrating or that makes you feel most inspired?
Megan Schlam: “What inspires me is watching women lead with both strength and authenticity, especially in environments where transformation, collaboration, and operational rigor matter. When I see women stepping confidently into complex roles, elevating others, and driving results without compromising who they are, it reminds me that progress is real and accelerating. And it reinforces that building inclusive, high‑trust, high‑performance cultures isn’t aspirational, it’s happening, and I get to be part of shaping it.”
Dawn Neitzel: “What inspires me most is how quickly things change once opportunity becomes intentional. I’ve seen women enter technical and service roles for the first time and very quickly become top performers — not because they were ‘given a chance,’ but because they were finally given access. Often the capability was always there; the pathway wasn’t.
What still frustrates me is that gender inequality today is rarely overt. It’s subtle. It appears in assumptions — who is asked to travel, who is considered ‘ready,’ who is invited into informal technical discussions, or who is encouraged to pursue leadership. These are small decisions, but over time they shape entire careers. The encouraging part is this: equality doesn’t require massive programs first. It starts with awareness and daily leadership choices.”
Candi Robison: “The pattern is still there: women are expected to prove competence repeatedly, while others are assumed competent until proven otherwise. It shows up in who gets the ‘stretch’ work, who gets interrupted, who gets credit, and who’s labeled ‘too direct’ or ‘too emotional.’ HOWEVER, I am also seeing more women sponsor women—loudly and specifically. The shift is real when someone says, ‘She’s ready,’ attaches a concrete opportunity, and stays in the room long enough to make it stick.”
Dot Mynahan: “It was heartbreaking to read about Amber Czech being killed on the job by a male co-worker in Minnesota. Workplace violence needs to be a non-negotiable zero tolerance issue. At a minimum, we need to reinstate safeguards like the EEOC to help women report abuse and have it addressed appropriately.”
Tanya Singh: “What inspires me most is the caliber of women I see leading across healthcare technology today: engineers, founders, operators, clinicians, commercial strategists. The capability gap is gone. The ambition is unmistakable. What remains frustrating is access. Access to capital. Access to influence. Access to the rooms where strategic and financial decisions are shaped. Gender equality is no longer about proving competence. It is about redistributing opportunity in a way that reflects the talent already present.”
Dawn Ellery: “Most frustrating to me is the gap in research about women’s experiences across all life stages – especially for women outside the box, creates a ripple effect of inequity. If we want ‘Give to Gain’ to be real, we need to give attention, funding, and serious research to the full range of women’s lives, so systems are built for reality, not stereotypes.
I’m inspired by the women before me who gave so much – time, strength, sacrifice, resilience – often without being named or celebrated. They carried parts of womanhood that aren’t shared equally across genders and weren’t talked about openly. Their giving created gains we sometimes take for granted, and it reminds me that visibility, advocacy, and support are not ‘extras’ – they’re how progress happens.”
Linda Tucci: “One of the most frustrating aspects of gender equality is how often progress is uneven – women may be well represented at entry/mid-levels yet still underrepresented in senior executive decision‑making roles. What inspires me, though, is seeing more women advocate not just for themselves, but for each other. When women actively sponsor and open doors for other women, the pace of change can accelerate in a very real way.”
Julia Hilton: “The thing that makes me feel most inspired is seeing women in leadership, both in technical fields and corporate leadership. Being a good example and inspiring young girls to know what’s possible is such a critical responsibility for females in leadership and one that can be a big difference maker.”
Lyndsey Rojas: “When I think about gender equality in enterprise tech and B2B, I feel both inspired and impatient. Inspired because I’ve seen extraordinary women step confidently into leadership roles that felt out of reach 23+ years ago when I started my own career. Impatient because in many rooms, especially in industrial and enterprise software, there are still few women at the table. What gives me the most optimism is the next generation. The women entering our industry today expect to lead. That expectation alone is progress.”
Madhu Oza: “I am a bit concerned about the lack of understanding about women going through perimenopause and menopause while trying to have a fulfilling career. It’s considered too unsexy to talk about women who are not in the bloom of youth. I wouldn't say I'm frustrated about it, but it definitely requires attention. Even if we leave the emotional aspect of this out, it doesn't make sense from a business perspective to leave behind a whole generation of one of the sexes, who may be at their intellectual best but undermined by symptoms that even they struggle to understand.”
Vee Baker: “As I look back on the 40+ years since I started work, I see so many positive changes for women in the workplace over my lifetime. Yes, there is more to be done – in pay equality especially – but I am grateful and inspired that we can achieve so much in a ‘relatively’ short space of time.”
Can you share an example of where you have “given to gain?”
Tanya Singh: “In my role at Biotronics3D, I have intentionally created space for emerging female leaders to step into high-stakes environments, commercial negotiations, board discussions, investor conversations, international panels. Visibility builds confidence, and exposure builds capability. Through the FemTech Healthcare Network, giving often means amplifying voices that might otherwise be overlooked, connecting founders to advisors, offering strategic guidance, or simply opening doors that accelerate momentum. The gain is tangible. A stronger leadership pipeline. A broader commercial ecosystem. A more resilient and collaborative industry. When we give deliberately, we multiply collective performance.”
Linda Tucci: “Early in my leadership journey, I was given such a great gift that a leader I admired proactively stepped in to mentor me. It had such an influence on the trajectory of my career that I made a conscious choice to invest time in mentoring and developing others—even when it stretched my capacity. I’ve found that by giving trust, visibility, and honest feedback, I gained stronger teams, deeper loyalty, and better outcomes. The return isn’t always immediate, but over time it creates a culture where people are empowered to step up and lead alongside me.”
Dawn Neitzel: “In learning and development, one of the most powerful things we can give is visibility and confidence. I have intentionally asked women — especially early in technical or operational careers — to lead workshops, present expertise, or teach others. Many were hesitant at first because they felt they needed to be 100% ready. But once they shared their knowledge publicly, something shifted: they were no longer just participants; they became recognized experts.
What did the organization gain? Higher engagement, better knowledge sharing, and stronger internal role models. What they gained was ownership of their expertise, and what I gained as a leader was a stronger, more confident organization.”
Dot Mynahan: “In 2017, a co-worker and I started FORWARD, an Employee Resource Group for women in field operations at Otis Elevator. By providing a structure to support women in a male-dominated part of our industry, and access to role models who had been successful in the organization, I saw women’s careers thrive. Even though I retired from Otis in 2023, I remain in touch with many of the women and continue to celebrate their career successes.”
Dawn Ellery: “One example for me is the candid nature of my relationship with my daughter. I’ve tried to ‘give’ honesty – age-appropriate truth, real conversations, and emotional accountability instead of perfection. What I’ve gained is trust. The more we practice openness, the more connection we have, and the safer it feels for her to be honest too.”
Candi Robison: “Early in my leadership journey, I made it a habit to ‘give away’ what I was learning—frameworks, customer stories, how to navigate the organization, how to build influence without burning out. I started mentoring across functions, not just in my own org. What I gained was multiplication: stronger teams, faster onboarding, better cross-functional trust, and a bench of women ready to lead and who were ready sooner because they didn’t have to learn everything the hard way. In a fast-paced environment, that compounding effect is a strategic advantage.”
Vee Baker: “Since retiring, I have continued the relationship I started with my employer at a particular University. Although I am out of the direct world of work, they continue to invite me to speak, mentor, run mock interviews and such, which lets me interact with students from around the world and continue my support for young women in the workplace. I am honored to be asked and gain so much from understanding their priorities and perspectives – even if these are not always 100% aligned with my own thoughts.”
Julia Hilton: “I’m passionate about mentoring. Many times, my mentees have been early to mid-career females looking for a role model and thought partner for their career journeys. I have been so blessed to be part of many mentees’ growth journeys and receive in return such kindness. My life has been enriched greatly by being part of mentees’ experiences and learning from them.”
Lyndsey Rojas: “The theme ‘Give to Gain’ resonates deeply with me, because I’ve always found that you actually do gain WHILE you’re giving. Throughout my career, I’ve mentored women and men at every stage, from high school students exploring tech for the first time to senior professionals fifteen years into their careers redefining their ambitions. What I’ve learned is simple. Mentorship is never one-directional.
Yes, I’ve given time, perspective, introductions, and sometimes tough advice. But I’ve gained just as much: fresh thinking (new channels to reach people don’t have to be so by-the-book), new perspectives (I remember a time when I was speaking with a young woman fresh out of a data science study, and how she saw what’s next blew my mind), better questions (things that never even occurred to me!). A reminder that leadership is about creating space, not controlling it.”
Megan Schlam: “One of the clearest examples of giving to gain for me has been the time and energy I’ve invested in our interns. Interns require a meaningful upfront commitment—coaching, context‑setting, real project ownership, and the space to learn through both wins and missteps. It would be far easier to give them small, contained tasks and move on. But when I’ve chosen to invest deeply, pairing them with leaders, bringing them into customer conversations, giving them stretch assignments, I’ve seen extraordinary returns.
A number of interns I’ve supported have grown into strong full‑time talent within our organization. Some are now thriving in roles far beyond where they started, whether that’s taking on operational responsibilities, stepping into customer‑facing positions, or joining parts of the business that weren’t even on their radar at the beginning. Watching them find their footing, develop confidence, and then accelerate into roles where they’re now contributing at scale is one of the most rewarding parts of leadership.”
Madhu Oza: “Very small, but I mentor budding women leaders in Abbott Singapore. To be honest I’ve learned a tremendous amount from my mentees. In fact, talking to them reminds me to reflect upon things I do at work and in my personal life. Of late I've had one very gratifying experience whereby one of the very talented young women I mentored has turned into a rising manager and leader in a different business altogether. When I started talking to her, she was highly talented but afraid to step out of her comfort zone. Today she is leading a completely new team in a function that she admittedly had no education or experience in. But her talent and her leadership qualities really shine through. I hope to have contributed at least in some small way to her courage and her growth.”
What tactics or actions have you witnessed firsthand are most effective in truly creating gender equality?
Dawn Ellery: “I’ll be honest: I haven’t witnessed enough sustained, consistent action that truly creates gender equality – there are still too many gaps. And I also think equality gets harder when we pretend gender differences don’t exist. You can’t ‘not see’ that women are the ones who physically have children and the impact that pregnancy, postpartum recovery, and caregiving realities can have on life and work.
What I have seen work when progress is real is when support is made structural, not exceptional: clear parental leave, flexibility without career penalty, benefits and accommodations that reflect real needs, and transparent criteria for promotions and opportunities.”
Lyndsey Rojas: “If there’s one action that truly drives equality, it’s sponsorship. Not just advising someone but advocating for them. Saying, ‘She’s ready.’ Putting someone’s name forward. Trusting them with scale before they feel fully ready.”
Dot Mynahan: “Sadly, I think the fastest way to move the needle when it comes to creating gender equity is to tie it to money. And, while progress can be made by funding development programs and implementing formal sponsorship programs, immediate change starts to happen when progress is measured and rewarded through incentive pay.”
Tanya Singh: “Three levers consistently move the needle:
- Active sponsorship: advocacy in decision-making rooms, not just mentorship conversations.
- Structural accountability: measurable targets around leadership representation, pay equity, and commercial ownership.
- Entrusted authority: placing women in roles with real P&L responsibility and strategic accountability.
Equality accelerates when women are trusted with scale, not shielded from it.”
Candi Robison: “The biggest levers are structural, not just inspirational:
- Sponsorship (not just mentorship): putting women in roles, not just giving advice.
- Clear criteria for promotion and pay: defined expectations, transparent leveling, documented decisions.
- Meeting mechanics that prevent bias: equal airtime, crediting ideas in the moment, rotating high-visibility work, and not defaulting women into ‘office housework.’"
Dawn Neitzel: “Mentoring gives advice. Sponsorship gives opportunity.
Real equality happens when leaders actively recommend women for projects, leadership programs, international exposure, and technical specialization — especially when they are not in the room to advocate for themselves.
Policies matter, but careers are shaped in conversations: succession discussions, project staffing decisions, and performance calibration meetings.
Equality accelerates when leaders intentionally ask one simple question:
‘Who are we overlooking?’”
Linda Tucci: “Gender equality doesn’t happen by good intentions alone, it happens when leaders are clear about expectations, measure representation and advancement, and are willing to challenge the status quo. Sponsorship, not just mentorship, has also proven critical: advocating for women in rooms where decisions are made can change outcomes.”
Vee Baker: “Openness is key for me. In the 1980s I worked in heavy industry for a short time before moving into technology and I can see now who then was open to assessing people on their skills and what they had to offer, not their gender, sexuality, etc. I can still clearly remember the names of those who were discriminatory even after so many years.”
Julia Hilton: “When the starting position is not equality, I’ve found it takes extra focus and effort to support and engage women. Welcoming women to the decision tables has always been a positive action – whether board rooms, Parent Teacher Organizations, Local community government or religious organization. Sometimes that requires a first step of association to build familiarity and awareness. Once the first females (aka brave pioneers) establish themselves in these forums, extending a welcoming hand to other women is key. Men build and leverage relationships more naturally. Through my career and life, I’ve been fortunate to have mentors – both male and female – who believed in me and opened doors. I will always be grateful for this and show my gratitude by paying it forward. Women must learn to prioritize this as we often have more nurturing priorities – whether for our community, family, partner.”
Megan Schlam: “The most effective tactic I’ve witnessed in advancing gender equality is being intentional about talent, specifically, taking the time to recognize potential in people who may not yet see it in themselves and being bold enough to nudge, sponsor, and advocate for them anyway. Some of the highest‑potential women I’ve worked with weren’t the ones raising their hands; they were the ones quietly delivering, influencing behind the scenes, and carrying complex work without seeking visibility. When leaders step in, naming their strengths, opening doors they wouldn't have pursued alone, and giving them stretch opportunities that signal genuine belief, it changes trajectories. That kind of intentional sponsorship not only accelerates individual careers; it reshapes the culture by showing that talent isn’t limited to those who self‑promote; it thrives when leaders actively lift up voices that deserve to be heard.”
What is the most impactful way you’ve been supported that others could benefit from hearing and perhaps modeling?
Linda Tucci: “The most impactful support I’ve received came from leaders who saw my potential before I fully saw it myself—and said so out loud. Being encouraged to take on roles that stretched me, coupled with the safety to learn and occasionally fail, made a lasting difference. Modeling that same belief in others is something every leader can and should do.”
Madhu Oza: “I have been incredibly supported throughout my career, firstly by my family. My husband and my father have both been instrumental in my equality from a career perspective in our family. That kind of support coming from within family can change how you think about equality yourself; it makes it part of your DNA, really. I've also had incredible support at Abbott. We truly have not just the policies in place, but they are practiced. I was nine months pregnant and one day into my maternity leave when I was promoted to director. They could easily have waited six more months until I came back to work but they chose instead to do the right thing at the right time.”
Megan Schlam: “One of the most impactful realizations for me has been that sharing our experiences can feel like bragging, when in reality it can be incredibly helpful to others. When we frame our stories as lessons learned rather than personal wins, it opens the door for connection, sparks new ideas, and sometimes even builds relationships we didn’t expect. Being open about what’s worked for us gives others permission to do the same, and that’s where real growth happens. Take the phone call, spend the time to mentor, create relationships.”
Candi Robison: “Early in my career the most impactful support I received was from my direct line leadership (MEN) using their credibility to open a door and then coaching me to walk through it with confidence.
It wasn’t vague encouragement—it was specific: ‘Here’s the role, here’s why you’re qualified, here are the stakeholders who matter, and here’s how to tell the story of your impact.’ That kind of sponsorship changes careers because it converts potential into opportunity. It was also giving me specific access to education and a network that changed the trajectory of my life.”
Dawn Neitzel: “The most impactful support I experienced was a leader giving me responsibility before I felt fully ready — and making it clear they trusted me. They didn’t lower expectations. They raised confidence.
They provided guidance, feedback, and space to learn, but they did not protect me from challenges. That combination — trust plus accountability — builds real growth.
Many women wait until they feel completely prepared before stepping forward. Often, the growth actually comes from being trusted earlier. Leaders can model this by assigning meaningful responsibilities and clearly communicating: ‘I believe you can do this.’ That sentence can change a career.”
Tanya Singh: “The most powerful support I’ve experienced has been trust, being given responsibility early and being backed to deliver. That kind of support is not performative. It is practical. It says: You are capable. Now lead. Stretch builds credibility. Ownership builds confidence. When leaders extend trust, they do more than support, they empower.”
Dawn Ellery: “The most impactful support I haven’t consistently experienced is sponsorship – someone using their credibility to create space for me in rooms I’m not in. And I think naming that matters, because it’s still the gap for a lot of women.
What I’ve learned is that the support that changes careers is very specific: public credit, visible assignments with real scope, introductions that expand access, and ‘air cover’ when pushback shows up. That’s also the kind of support I’m intentional about giving others – because it shouldn’t be rare.”
Julia Hilton: “The most impactful way I’ve been supported is by a support network at home and at work that has taught me to be fearless. I may not always appear fearless, but that foundation has given me courage to try hard things, a curiosity to learn daily and to not impose societal limitations on what is possible. This support, coupled with advocates that have coached and mentored me professionally. Once I saw my growth and achievement, it built a desire in me to keep learning and growing. Trying new things doesn’t have to be scary. Nothing worthwhile comes easy.”
Lyndsey Rojas: “I owe much of my own career to people, to be clear both men and women, who did that for me: put me forward before I felt ready. In a male-dominated industry, many doors were opened by leaders who believed in me. And I was able to confidently walk through those doors because my own husband supported me every step of the way, especially while we were raising a young family.”
Dot Mynahan: “In terms of impact, the support I received from Otis Elevator in the development of FORWARD, our Employee Resource Group for women in field operations, was the key to our success. Our first organizational meeting was coordinated with our company’s quarterly Executive Board meeting so Board members could meet our outstanding women field operations leaders during a planned social hour event one evening. Senior leadership throughout the company made themselves available to participate in our monthly ERG calls. Our Communications team looked for opportunities to publicize our success in trade and HR magazines. Our membership skyrocketed because women in the field saw the support we were receiving from all levels of our company.”
Vee Baker: “Facilitating access to role models – not necessarily within the same company but allowing employees free rein to join and attend things where they will be found/seen.”
Any closing thoughts?
Candi Robison: “‘Give to Gain’ is a reminder that advancing women isn’t a special initiative—it’s smart leadership. When we invest in women’s growth, we get stronger teams, better decisions, healthier cultures, and better outcomes.
As a mother of a 35-year-old daughter, I’ll add this: I want her—and every woman—judged by results and character, not filtered through outdated expectations. The time for each of us to give what we can: time, advocacy, visibility, and the willingness to challenge bias is now. Every day. All year.”
Dawn Neitzel: “The future of Field Service is changing dramatically. It is becoming more digital, more connected, and more knowledge driven. The skills that will matter most are problem-solving, communication, learning agility, and collaboration. Gender equality is therefore not a social initiative — it is a business capability.
‘Give To Gain’ captures something important: supporting women is not about taking opportunities away from others. It multiplies capability across the entire organization. When we create environments where women can grow, we also create environments where everyone can grow. And that is ultimately what future-ready organizations require.”
Tanya Singh: “‘Give To Gain’ resonates because it reframes generosity as strategic leadership. Giving knowledge, capital, visibility, and opportunity to women does not diminish success, it compounds it.
In healthcare technology, when women thrive, innovation accelerates, systems strengthen, and patient outcomes improve. Gender equality is not a side conversation; it is a performance multiplier for industries and societies alike.
When women rise, ecosystems rise with them.”
Dawn Ellery: “There’s still a real scarcity mindset for women in many workplaces. When there are only a few seats at the table, it can quietly pit women against each other. I love this theme because it challenges that dynamic: giving - introductions, advocacy, credit, time - multiplies opportunity. It changes the culture from ‘there’s only room for one’ to ‘we build more room.’
Lyndsey Rojas: “When women thrive in our work spaces and careers, we do not take space away, we expand it. That in essence is what I think it means when we say, ‘Give to Gain.’”