Women Driving Change in Aviation Technology Through a People-First Approach

By: Priya Narayan, Managing Director of Technology, Southwest Airlines

Tech-heavy industries such as aviation are notoriously tough on women professionals. However, women tech leaders have actively worked towards creating their mark in the industry by leveraging their people skills and technical expertise. Through her 24-year journey at Southwest Airlines, a major Fortune 500 company, Priya Narayan, MD of Technology, has keenly observed how women leaders guide the aviation industry through technological change by combining people‑centered leadership with practical, thoughtful innovation.

A recognized global tech leader, Priya drives transformation through agile, data, and cloud innovation. From agile to cloud, she champions empowered teams, inclusion, and high-impact change that fuels modern enterprise success.

In conversation with Women Entrepreneurs Review Magazine, Priya shares her powerful insights on women in aviation tech leadership, highlighting how empathy, innovation, and resilience are reshaping the industry’s future. From AI adoption to inclusive teams, her perspective reveals how women are driving meaningful, future-ready transformation. Priya also shares advice for women tech professionals on how to develop expertise, influence and confidence.

For deeper insights, read the full article below.

Q. The aviation industry is fast-paced and full of challenges, how do you think women leaders are driving a shift in the way technology intersects with the industry's future growth?

A. Women leaders are helping aviation grow by bringing a strong people‑first approach to technology. They focus on tools that make travel smoother for customers and simpler for employees. They advocate for practical digital improvements that reduce effort, increase consistency, and strengthen service in a fast‑paced environment. Their experience managing disruption helps them guide the smart use of AI and analytics while balancing innovation with operational needs and safety expectations.

Q. Leadership through innovation has become crucial. How do you believe women leaders are uniquely positioned to lead through technological disruptions in such a competitive industry?

A. Women leaders are well prepared to guide the aviation industry through technological change because they combine people‑centered leadership with practical, thoughtful innovation. They focus on streamlining processes, reducing effort for customers and employees, and supporting technology that improves real experiences. They also strengthen collaboration by using approaches such as reverse mentoring.

In reverse mentoring, junior employees or early‑career professionals teach senior leaders new digital skills, share fresh perspectives, and help them stay connected to how technology is used every day. This creates a culture where everyone learns from one another, builds confidence, and feels more comfortable with new tools.

They adopt emerging technologies like AI in a careful and responsible way while keeping safety, service, and operational stability at the center of every decision.

Q. Reflecting on your early career, can you share a moment when you felt underestimated because of your gender in the tech space? How did you turn that into a leadership advantage?

A. Early in my career, I was often underestimated because I was quiet. I had valuable ideas to contribute, but I did not speak as frequently as the men on my team. Although this feedback was difficult to hear at first, it helped me recognize the importance of showing that I was actively engaged.

I learned to acknowledge what I was hearing in the room so others understood that I was fully participating. I still rely on my listening skills to shape thoughtful suggestions, and I now share them in a way that keeps me actively involved in the discussion. This is a skill I continue to strengthen each year in my leadership journey.

Q. Leading a global technology team of over 200 people must involve navigating cultural and operational challenges. How do you foster inclusivity and empowerment within diverse teams?

A. To build an inclusive environment, I make it a priority to celebrate meaningful milestones for every member of my team. Birthdays and work anniversaries are recognized consistently for all employees. We also make an effort to give back to the community once or twice a year.

To empower teams, it is important for every group, including offshore teams, to feel ownership of a capability from beginning to end. This sense of ownership encourages them to make improvements and strengthen their daily work.

Frequent communication is another key part of fostering inclusion, especially in a remote work model. Town halls and open discussions help employees ask questions and stay informed during periods of significant change within the company or department. It is also important to use recognition programs to highlight and appreciate the work taking place across the organization.

Q. You’ve been instrumental in enhancing the crew experience with technology. In your journey, have you found any specific leadership approaches that empower women to thrive in tech-heavy roles?

A. For women to thrive in technology‑focused roles, it is important to stay current with the fast‑changing technology landscape. This can be done through networking, continuous learning, conferences, and other professional development activities.

To be recognized as a subject matter expert, women should invest time in deeply understanding their area of work so they can offer strategic suggestions and informed recommendations. It is also important to build skills that increase confidence when speaking in environments that are often male‑dominated. A strong understanding of the subject matter helps women feel more prepared to contribute, speak up, and provide valuable strategic options that strengthen the organization.

LAST WORD: For women aspiring to leadership roles in tech or other industries, what advice would you give to help them break barriers and lead confidently in today’s fast-evolving business landscape?

To break barriers, it is essential to build a strong and reliable network. My advice is to seek out advisors and mentors at all levels and across different parts of the organization. These relationships can help you get quick guidance and can also support you as you prepare for important conversations where women are influencing key decisions.

It is equally important to invest time in personal growth. Continuous learning and skill development helps you build the expertise needed to be viewed as a capable subject matter expert who brings valuable insights to the table.