1. Despite progress, gender bias still exists in Adtech and Martech. Can you share a moment when you had to challenge bias in your career, and what actions made a difference?
Megan Reichelt, Country Manager, Southeast Asia, Hong Kong & Taiwan, IAS
I’ve been fortunate to have received strong support from the industry and the team at IAS. At IAS, we benefit from strong female leadership globally and in the APAC region.
The continued amplification of women’s voices and more representation in leadership roles across Southeast Asia, particularly in Ad tech are making a difference. We need more women to present at industry events, share their experiences, and continue to mentor newcomers in our industry. This visibility will push women out of their comfort zones, help shape new identities as thought leaders, and challenge existing barriers and stereotypes.
By ensuring that women’s ideas are heard and valued, leadership will naturally become more inclusive. Initiatives like Pass Her the Mic by Anna are doing incredible work in this area, training female leaders and creating a pool of women ready to step up, represent their companies, and drive change.
Alessandra Alessio, Marketing Director, APAC, StackAdapt
Despite the progress made in Adtech and Martech, gender bias continues to persist, often in subtle ways that can influence decisions, opportunities, and career trajectories.
In many instances, traditional views around who should lead initiatives or contribute to key discussions have been influenced by gendered assumptions. One encouraging example from the industry I have observed involves a shift toward data-driven decision-making to counteract unconscious biases in project leadership and talent development.
By emphasising measurable outcomes and the value individuals bring, companies can mitigate the impact of unconscious bias. Introducing objective metrics, such as performance KPIs and project results, helps refocus conversations on merit rather than gender.
Additionally, fostering open conversations about bias, whether through training, workshops, or regular feedback sessions, can make a significant difference.
These actions have the potential to drive lasting change across the industry. However, continued effort across the spectrum, not just from women, is required to fully address the structural challenges that contribute to gender bias.
Melissa Cheng, Managing Director, NP Digital Malaysia
Even with all the progress we’ve made, gender bias is still very real in this industry. Sometimes it’s obvious, but more often, it’s subtle – like being overlooked in discussions or having to explain your ideas twice to be taken seriously.
Early in my career, I found myself in meetings where my recommendations were met with scepticism, even when I had the data to back them up. It was frustrating, but instead of stepping back, I leaned in. I made sure my work spoke louder than any doubts, focusing on results and impact. Over time, I noticed a shift – not just in how I was treated, but in how other women on my team were treated too.
At NP Digital, we’re intentional about creating a workplace where women don’t have to fight for a seat at the table. Because it’s already theirs. By mentoring and recognising their talent, we ensure women are seen and heard at every level.
2. What can current leaders do to create a more inclusive and equitable workplace for the next generation of female leaders in Adtech and Martech?
Megan Reichelt, Country Manager, Southeast Asia, Hong Kong & Taiwan, IAS
You may have heard this before, but I cannot emphasise enough how much confidence and the right development programmes can make a significant difference.
As leaders in the industry, we bear the responsibility of driving meaningful change by creating an environment where women can truly thrive.
At IAS, we don’t just talk about change; we actively create it. We’ve set clear public targets to increase women’s representation in leadership and invest in talent development at every level. From training programs embedded into our employee onboarding to supporting early-career growth and strengthening senior leadership capabilities, we are committed to nurturing talent across the board. Our commitment also extends to employee well-being through our “Well on Your Way” programme, which prioritises women’s health and addresses their healthcare needs, including maternity and paternity support.
As a mentor, I champion and create tailored programmes designed to elevate female talent, ensuring they have access to growth opportunities and leadership pathways aligned to their individual goals. By accelerating these efforts, I believe we can shape a more equitable future for generations of women leaders.
Alessandra Alessio, Marketing Director, APAC, StackAdapt
To build a truly inclusive and equitable workplace for the next generation of female leaders, current leaders must commit to reshaping organisational culture. This means not only placing women in leadership roles but also ensuring they are present in critical decision-making spaces.
Mentorship programs also need to go beyond surface-level support. Leaders should create growth pathways for women – providing access to leadership training, networking opportunities, and high-profile projects. Doing this helps create talent benches and retain staff longer.
It’s equally important to focus on psychological safety, ensuring that women feel empowered to speak up without fear. And as a mother to three kids, I can attest to the importance of flexible work environments that allow women to balance their professional and personal lives.
Leaders should also make a point to audit pay equity and institute transparent, inclusive hiring practices. Finally, male allies have a vital role to play – by advocating for gender equity, they amplify the efforts to dismantle bias.
Melissa Cheng, Managing Director, NP Digital Malaysia
A truly inclusive workplace is about building a culture where women feel supported and have every opportunity to grow.
Leaders can start by promoting employees based on their competency and not just tenure. Too often, career growth is tied to how long someone has been in a role rather than the value they bring.
This is especially important for women, who disproportionately juggle careers, children and personal goals. An inclusive workplace should offer flexibility and ensure women aren’t penalised for breaks in their career to raise families.
Men should also be part of the conversation. When male leaders actively advocate for their female colleagues, it helps shift the entire culture.
Lastly, it’s important that senior leadership is diverse. When women see other women in leadership roles, it shows them that growth is possible.
For our business, talking about inclusion is not enough – we make sure it’s part of how we operate every day. Because when different perspectives come together, everyone wins.
3. AI and automation are transforming the industry, but women remain underrepresented in shaping these technologies. What initiatives or strategies can help close this gap?
Megan Reichelt, Country Manager, Southeast Asia, Hong Kong & Taiwan, IAS
The gender gap in AI and automation is about more than just numbers; it’s about ensuring that technology is shaped by diverse perspectives. Research by the Harvard Business School reveals that women adopt AI tools at a 25% lower rate than men.
To address this, organisations must take an active role in bridging the gap. If women are empowered to embrace new technologies, AI can serve as an enabler. Companies should encourage employees to level up by offering training opportunities, ensuring access to mentorship, and fostering a culture of continuous learning. I believe that women should also proactively seek development in emerging technologies and invest personal time and resources to stay ahead.
Closing this gap requires collective action with a united front to provide equitable access to resources and shape a more inclusive and innovative tech landscape.
Alessandra Alessio, Marketing Director, APAC, StackAdapt
The underrepresentation of women in AI and automation is an issue that needs targeted action at every stage of the talent pipeline. To close this gap, we need to encourage young girls to pursue STEM education and challenge stereotypes that deter them from technical careers.
At the organisational level, mentorship and sponsorship programs tailored to women can provide the support they need to break into AI and automation. These programs should focus on skills while also providing a pathway to leadership roles.
Equally important is developing environments that allow them to thrive in technical fields. Creating spaces for female voices – whether in tech panels, innovation sessions, or project leadership – provides the visibility and credibility they need to influence the industry. Ultimately, when we create these diverse environments, businesses perform better.
Lastly, celebrating and amplifying the stories of female role models in AI will inspire the next generation to see themselves as creators, not just consumers of AI and automation technologies.
Melissa Cheng, Managing Director, NP Digital Malaysia
AI and automation are changing everything in marketing, but there’s still a big gender gap in the teams building these technologies. And that’s a problem – because if AI is only shaped by one group of people, it won’t work for everyone.
So how do we fix it? Let’s start by getting more women into tech early. We need to partner with schools and industry groups to encourage more women to explore AI, data, and automation.
Organisations should also help women grow into leadership roles by ensuring there’s a clear path to leadership. If we want fair, unbiased technology, we need diverse voices leading the way. Hence, we need to make sure that women are shaping AI decisions.
I’m proud to work at a business that understands collaboration across diverse teams is integral to driving innovation. Ultimately, the future of AI – and marketing as a whole – should be shaped by all of us.
Legal Disclaimer: The Editor provides this news content "as is," without any warranty of any kind. We disclaim all responsibility and liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information contained in this article. For any complaints or copyright concerns regarding this article, please contact the author mentioned above.
