PEXA Group CTO on owning ambition, levering data to address bias, and driving lasting change in tech

PEXA’s group CTO Eglantine Etiemble on ambition, bias, and why accelerating action on gender equity requires more than hiring—it demands lasting structural change.

Early in her career, Eglantine Etiemble hesitated to aim higher, questioning whether she was ready for bigger leadership roles. Over time, she realised that the real barrier wasn’t her ability—it was the limits she placed on herself and the unspoken biases that shaped opportunities in tech.

Now, as Group CTO at PEXA, she leads large-scale digital transformation and champions data-driven equity, ensuring that bias is removed from decision-making, not just acknowledged.

Having worked across industries and continents, she has seen firsthand that real inclusion isn’t just about hiring women—it’s about ensuring they have the influence to drive meaningful change.

As part of ADAPT’s International Women’s Day 2025 celebration, we spoke with Eglantine about mentorship, self-advocacy, and why businesses must move beyond good intentions to measurable, lasting impact.

Mentorship, sponsorship, and the value of being challenged

Eglantine has had mentors who guided her career, but the most transformative ones did more than advise—they pushed her to think bigger and take on challenges she wasn’t sure she was ready for.

“The most impactful mentors I’ve had were the ones who didn’t just advise me—they challenged me to raise my ambition and step into spaces I wouldn’t have entered on my own.”

She sees sponsorship as an evolution of mentorship, where leaders don’t just offer advice but actively create opportunities for the people they support. She believes organisations serious about gender equity must embed sponsorship into leadership culture—ensuring that talented women are given opportunities, not just encouragement.

Fitting in without losing yourself

Throughout her career, Eglantine encountered environments where she felt like an outsider in leadership spaces that weren’t designed for her.

A mentor once gave her advice that reshaped her approach: “You need to fit without fitting.”

Rather than trying to blend in or push against the system entirely, she focused on communicating her value in a way that resonated with the leadership around her. That shift, she says, allowed her to become an asset rather than an outsider in the room.

Her advice to other women in leadership? Find ways to align with your organisation’s goals without compromising what makes you different—that’s where real influence comes from.

From self-doubt to leadership

One of the biggest challenges Eglantine faced wasn’t external—it was her own hesitation to think big enough.

She admits she has often underestimated herself, assuming she needed more experience before pursuing bigger opportunities.

“I’ve had to remind myself—why am I not thinking bigger? Why do I see limits where they don’t exist? Every time I’ve challenged that thinking, I’ve moved forward.”

This self-awareness has shaped how she mentors others. She encourages women to own their ambition, step into leadership, and challenge self-imposed ceilings.

Inclusion requires more than a seat at the table

Eglantine has seen countless organisations celebrate gender diversity by increasing female hires—but that, she says, is only part of the solution.

“A seat at the table doesn’t mean a voice at the table. If you’re the only woman—or the only person with a different background—it takes effort for your perspective to be heard.”

She believes inclusion must be actively designed, from leadership behaviour to structural policies. Companies must go beyond simply tracking diversity metrics and instead ask: Are we making sure all voices are shaping decisions?

Why data and standards matter for gender equity

When asked what action businesses should prioritise to accelerate gender equity, Eglantine is direct: use data to remove bias and embed standards that outlast individual efforts.

“We can’t rely on passionate individuals to drive change. We need embedded structures—processes that make fairness a business standard, not just a personal mission.”

She emphasises that organisations should audit hiring, promotions, and retention data to uncover hidden biases and ensure that decisions are based on measurable fairness, not assumptions.

Leading with courage in 2025

Beyond data, Eglantine sees courage as the defining factor for progress this year.

With increasing pushback against diversity and inclusion, leaders must stand firm in their commitment to equity—both in policy and in action.

“We’ve made progress, but this year will test how committed businesses really are. Now is not the time to step back—it’s time to double down.”

At a CIO Edge panel, Eglantine Etiemble shared strategies for prioritising and leading progressive technology transformations.