Sonali is a seasoned technology leader with over 20 years of experience in cross-functional leadership, software development, and delivery. At Encora, she drives operations, strategy, and engineering excellence, leveraging her expertise in SaaS, MACH architecture, AI, agile practices, global teams, and digital transformation.
In an engaging interaction with Women Entrepreneurs Review Magazine, Sonali shares her insights on women leaders’ rise in tech and the key factors impacting their journey.
She talks about the evolving role of women leaders in driving digital transformation, navigating cultural dynamics in global teams, and redefining leadership to foster agility and inclusion in tech-driven industries.
In today’s rapidly evolving AI-driven market, how are women leaders steering digital transformation while balancing technological innovation with inclusive team dynamics?
Successful digital transformation isn’t just about technology — it’s about having the right team in the room. And you get that team when you build with inclusion at the core. Different viewpoints challenge your assumptions, expose blind spots, and get you to better solutions, faster.
As a woman leader, I’ve driven large-scale modernization — from moving fintech platforms to serverless, microservices architecture to overhauling legacy systems in Digital Commerce domain— and the consistent differentiator has been the team.
Inclusive teams deliver. Period. Not because it’s a feel-good initiative, but because they bring diverse thinking that drives real outcomes.
Inclusion isn’t a box to check; it’s a strategic advantage.
With cross-border engineering teams becoming the norm, how can women leaders overcome cultural and communication barriers?
It’s not about being a woman leader; it’s about being a strong one. When you’re running cross-border teams, like I do across India and the US, the biggest blockers are time zones and communication gaps. The only way to get ahead of it is to communicate clearly, consistently, and repeatedly.
You also need strong program managers who keep things tight and aligned across geographies. But here’s what most people miss: culture matters. Every country has a different way of expressing issues — and if you’re not tuned into that, you’ll miss out on problems until they blow up. You’ve got to ask the right questions, read between the lines, and create a space where people feel safe to speak up.
How can women leaders integrate diversity and inclusion into tech hiring and mentorship?
Driving diversity needs intent and execution. We hire women returning from career breaks and offer flexibility in how they work. That’s how you remove barriers that keep good talent out. Once they’re in, mentorship isn’t a checkbox.
I do regular 1:1s with all my tech leads, not just to guide, but to identify gaps early and close them with targeted training.
That’s how you grow people who can deliver. And when you bring in diverse talent and invest in them, you get better outcomes. Different perspectives mean different ways of solving the same problem — and that’s what drives real innovation.
How does people-centric engineering leadership influence women leaders’ ability to scale teams across geographies while maintaining high performance and psychological safety?
People-centric leadership is about listening, showing empathy, and creating the space for people to do their best work. When you’re scaling teams across geographies, that matters more than ever. You can’t be everywhere, which is why it’s critical that your next layer of leadership not only understands these values but truly embodies them. They’re the ones who anchor the team and reinforce that culture on the ground.
At the same time, we create space for psychological safety; failure is part of the process. It’s never “who messed up?” It’s “how do we fix it, and how do we prevent it next time?” Women are naturally suited for this model; we lead with empathy, we listen better, and we create environments where people feel safe to speak up and show up fully. That’s what drives sustainable performance at scale.
LAST WORD: Advice for Aspiring Women Leaders in Tech Leadership
The biggest challenge for me was building a strong peer network. As women in tech, we often focus so much on delivery that we forget how important it is to connect with other leaders. My advice? Don’t make that mistake. Network early. And find mentors who’ll challenge you and give you space to fail — because that’s where real growth happens. Finally, own your seat. Don’t second-guess yourself. If you’re in the room, you’ve earned it. Speak up and lead the change.
