UTS’ Head of Data Susan Gibson on visibility, self-advocacy, and the role of AI in shaping equity

Susan Gibson on self-advocacy, AI’s impact on gender equity, and why women must be in the room—not just as users, but as leaders shaping the future of tech.

Technology is evolving at an unprecedented pace, yet women remain underrepresented in leadership and decision-making roles.

As new innovations—especially in AI—reshape industries, the urgency to accelerate action on gender equity has never been greater.

Susan Gibson, Head of Data and Analytics at UTS, has spent her career navigating complex data ecosystems, leading transformation, and ensuring technology decisions are informed by strategy, governance, and inclusion.

She understands the challenges women face in gaining visibility, advocating for themselves, and ensuring their contributions are recognised in leadership spaces.

As part of ADAPT’s International Women’s Day 2025 celebration, we spoke with Susan about mentorship, career progression, and why AI presents both risks and opportunities for gender diversity in tech.

Finding mentors and advocates throughout your career

Susan didn’t have a formal mentor early in her career, but she found trusted colleagues and executive coaches to help her navigate challenges at different stages.

“I’ve never had a structured mentor assigned to me, but I’ve had amazing people that I’ve worked with who I’ve leaned on. I would absolutely recommend an executive coach—they help you step back and think about what you’re doing, what your team is doing, and how you’re leading.”

While informal mentoring has worked well for her, she acknowledges that structured sponsorship programs—where senior leaders actively advocate for women’s career progression—can make a real difference in accelerating leadership opportunities for women in tech.

The challenge of self-advocacy in leadership

Like many women, Susan initially believed that hard work alone would earn recognition.

Over time, she realised that visibility matters just as much as results—for both individuals and their teams.

“I don’t think I’m naturally a self-promoter, and it’s something I’ve had to work on. But I also want to make sure my team’s work gets the recognition it deserves.”

She believes self-advocacy doesn’t have to feel forced—it can be as simple as regularly communicating the impact of projects, ensuring leadership sees contributions, and highlighting achievements in a way that resonates with the business.

Returning to work and rebuilding confidence

Taking time off—whether for parenting, personal reasons, or career shifts—can make returning to the workforce feel daunting. Susan understands this firsthand.

“I had four young children under the age of seven, and I felt like I had to prove myself more than everyone else when I came back.”

She found herself working harder to demonstrate her value, even though her expertise had never diminished.

The pressure to ‘make up for lost time’ is a common challenge for women re-entering the workforce, and she acknowledges that businesses need to do more to support career returners.

Instead of treating career breaks as a gap, companies should recognise the skills, resilience, and perspective women bring when they return.

She encourages women in this position to focus on their capabilities, not the time away, and to step back into leadership with confidence.

AI’s potential to reshape gender equity

Susan has never seen a technology engage women in the way generative AI has.

She sees more women leading conversations on AI governance, ethics, and domain expertise, which presents a unique opportunity for greater gender diversity in the field.

“I’ve never seen a technology where women have gravitated towards it like generative AI. Women are leading innovation, engaging as domain experts, and driving governance discussions.”

However, she also warns that if bias in AI models isn’t addressed, it could reinforce existing gender inequities rather than reduce them.

Ensuring women are part of the development, governance, and application of AI is critical to shaping a more equitable future.

Leadership lessons and the value of soft skills

Reflecting on leadership, Susan recognises that many of the skills women naturally bring to the table—such as empathy, listening, and communication—are essential to effective leadership.

“I think a lot of natural skills of women are really important. Empathy, communication, and listening to your team—those are critical leadership skills.

Early in my career, I thought I needed to know everything, but I’ve learned that leadership is just as much about listening and taking in feedback as it is about expertise.”

She encourages women in leadership to lean into these strengths, rather than feeling pressure to conform to outdated leadership models.

What must change in 2025?

When asked what businesses should prioritise to accelerate action on gender equity, Susan is clear:

“AI is transforming industries, and we need women in the room—not just as users, but as leaders, designers, and decision-makers.”

Beyond AI, she believes that sponsorship, structured pathways for career returners, and transparent recognition of women’s contributions must become standard in workplaces.

Susan Gibson discussed how UTS is pioneering the future of education with data and analytics in an interview with ADAPT’s Principal Research Analyst, Peter Hind, at Data & AI Edge.