The importance for women in tech to build each other up

In this heartfelt interview, Madhuri Lakhinena shares how she broke down barriers throughout her career to make space for her voice to be heard.  

Among many bold insights, Madhuri delivers a strong message about the importance for women - in tech and beyond - to build each other up more through little and yet impactful acts of support.  

To her, the way forward is also women building the confidence to question current standards and build new ones to make workplace where they genuinely belong. 

What made you leap and join Criteo over two years ago?  

Megan Clarke was leading Criteo at the time. I admit that part made a difference for me. Throughout my decade of work experience, I had seen very few women in top leadership roles, least of all at the top of a technology or ad-tech business. Of course, some women leaders were visible but tended to be more present in areas like HR, enablement, or compliance-related (POSH) areas. Female leadership matters to me, and Megan’s was definitely an inspiration.  

Another thing that drew me to Criteo was its company culture and, more specifically, its people-focused policies. To me, benefits like fertility and family-planning support said a lot about the organization’s involvement in employee wellbeing and how it tangibly supports people’s personal and professional growth. This kind of culture and leadership mattered a great deal to me, especially as a woman. I do believe we women (in tech) need more than just inspirational corporate messaging; We need actual systems, policies, and leadership choices that tangibly acknowledge the realities of our life and career challenges. 

Did you need to break down barriers as we grew in your career? 

Yes, both in visible and invisible ways. Every new career step brought back this feeling that I needed to prove I belonged there. Back in my early career beginnings, I remember I struggled for my voice and ideas to be heard. I was often interrupted and spoken over in meetings. There were also times when my ideas were acknowledged and applauded only after being repeated by male colleagues. Back then, I could feel I was fading into the background, but over time I learned that taking up space is not rude; it is necessary. 

I also experienced being cast aside in more subtle ways, whether through language or informal conversation and circles where opportunities were discussed before they ever became official. Those informal pathways often shape visibility, access, and career growth, which isn’t always fair treatment. The turning point for me was finding Allyship. Feeling an ally support made me feel more confident; I learned to speak my mind with more clarity and finally understood it was not just about doing good work. It was about ensuring your work is seen, recognized, and valued fairly.  

From an IC standpoint, what makes a workplace safe? 

A safe workplace is one that’s built on trust. It's a place where you can contribute without worrying and assessing what speaking your mind may cost you.  

Basically, it’s a space where: 

• asking questions/for support is not mistaken for incompetence,
• disagreement is not punished,
• feedback is shared with respect and with collective/individual growth in mind,
• people aren’t forced into performing in only one accepted way. 

Psychological safety is ensured when there is no open or silent retaliation for sharing your opinion and disagreement. There isn’t one single path to inclusion; neither is there one way to compassionate leadership. Companies and leaders must acknowledge diversities to innovate and offer different feedback loops, rather than trying to make everyone fit into the same box. 

How can you ensure that you foster psychological safety the right way as a team leader? 

I believe a safe workplace is a booster of performance as it allows you to operate from genuine motivation and inspiration, rather than fear. Leaders willing to create such a space can perhaps start by asking themselves the following questions: 

• Is credit given fairly? Is favoritism curbed?
• Are there biases in my own judgement?
• Is there a clear growth for everyone? Do I show real interest in people?
• Are capable people hired? What standard metrics is performance evaluated against?
• Is there leadership transparency?
• Is conflict addressed and dealt with in a mature way? 
• Are quieter voices invited in without being put on the spot?  
• Are outspoken people treated as engaged rather than difficult?  
• Are mistakes handled as learning opportunities rather than reputation damage? 
• Are expectations communicated clearly from the start? 

The right way to build safety is to understand people as individuals while keeping standards fair and consistent. It’s essential to question what work behaviors and standards we put in the spotlight. People putting long hours at the expense of their own health and personal balance are often raised as examples of success, leading people to try and measure up to impossible, unhealthy working standards.   
People are diverse and management strategies should reflect that to boost personal and collective performance. 

How come we still need to make more space for female voices?  

We still need to make space as representation alone doesn’t automatically translate into influence. You can be in the room and still be spoken over, excluded from formal and informal networks, or watched more closely than your peers. So, the real challenge isn’t just about hiring more women but about ensuring that they are heard, trusted, promoted, paid fairly, and allowed to lead without having to prove themselves constantly.  

I wouldn't say that there is a lack of good intent from companies but rather a lack of consistent actions. You may value inclusion while letting opportunities move through informal circles which ends up promoting only who gets visibility, who is trusted with stretch projects, who hears about roles before they open, who has a senior leader willing to vouch for them. In that sense, "making space” isn’t a figure of speech; it’s literally what companies must do to create workplaces where all women not filtered by marital status, motherhood, personality, or proximity to power are given equal access to conversations, decisions, networks, feedback, and opportunities.  

How can women voices be better supported?  

It starts by building each other up. We need to face with the reality that sometimes women hold each other to extremely high standards, contributing to strengthen the vicious circle. It doesn’t mean women are the problem of course; only that we’ve had to fit certain standards to navigate our way and survive systems that only made room for a few, but now it’s time to push those barriers. We must allow each other to be whole, imperfect, ambitious, soft, assertive, unsure, successful, etc.  

It’s about finding our own way to navigate this terrain and contribute to building new, more inclusive standards. We must support each other through little and yet impactful acts of solidarity like recommending another woman when she is not in the room or sharing information about opportunities, celebrating diverse lives. That’s when the structural shift finally begins.  

The way forward is to replace comparisons with sponsorship, judgment with curiosity, and perfectionism with compassion. 

Can mentorship help? What makes a good mentor in your opinion? 

To me, a mentor is someone willing to invest in your growth as a person, not just your usefulness to an organization. The best mentors create diverse career pathways. They don’t just give advice; they help you build clarity, courage, and access. 

Mentorship is powerful, but it works best when paired with opportunity. It’s a good starting point to give women direction, confidence, and access to knowledge. 

So, is mentorship the solution to start bridging the gender gap? 

Mentorship alone can’t fix this problem that’s structural. What really moves the needle is when mentorship becomes sponsorship. Mentors advise and support you privately while sponsors use their influence publicly. They put your name forward in rooms you are not in, recommend you for opportunities, challenge biased narratives about your potential, and help others see the value of your work.  

No walls can be breached without companies’ involvement in systemizing fair promotion systems, transparent pay practices, and inclusive managers. Advocating for women’s growth is real teamwork. 

Now that you’ve gained experience, what would you say to the early-career professional you were?  

I would love to tell her so many things! If I had to keep only 5, I’d say: 

• Be curious, proactive, and challenge the status quo and to avoid being passive about building the right career opportunities for you. 
• When contemplating a new opportunity, don't just ask yourself: “Is it a good job” but “Who do I want to become?” “Will this step take me closer to what I envision for myself?”  
• Upskilling and learning aren’t just a phase; They’re your leitmotiv for your entire career.  
• Allow yourself to be mindful of the advice you receive and who shares it. Take advice from people who have similar aspirations, who face challenges you might relate to, and who live by values you respect.  
• Find a good mentor early on to have support and direction so that confusion never turns into self-doubt.  

To conclude, I’d tell with my past, present, and future self that, whatever happens, it’s always okay to be who you are and to take up space.