You are techY podcast

  • with Ellen Twomey
Inspiring interviews, simple-to-understand training and tech coaching so you can GET TECHY!

Episode #77 - Diversity in Action with Pamela Culpepper

About This Podcast

Whether you know it or not, you are techy. I can’t wait to show you how. As a returnship mother of five, I have felt techy, felt not techy and everything in between. I’ll show you how to grow your skills and share with you some of my favorite friends who are women just like you crushing it in the tech world. Join us!

In This Episode...
  • >> How corporations are addressing diversity in a way that actually impacts culture, recruiting and retention

    >> How women and people of color find environments where they are embraced with a path to promotion

    >> Addressing increasing the percentage of women in tech when organizations have limited roles for new talent

    >> Women articulating their needs and standards in a way that affects change in organizations 

Transcript

Ellen (00:00):

You are listening to the You are techY podcast, episode number 77.

Intro (00:08):

Welcome to the, You are techY podcast where it’s all about growing in your techy-ness. So you can find the tech job of your dreams. And now your host technology learning coach Ellen Twomey.

Ellen (00:27):

Hey moms, are you trying to break into tech? Are you wondering what skills you really need to get hired and how those skills can be worth $45 an hour? Not that $25 an hour. You thought when you first started thinking about going back to work. If so, then the You are techY membership is for you. Our combination of courses, coaching and community, come with the mentor support you need to keep moving forward into your tech career. It’s like no other membership available. We have the exact skills employers are looking for. You’ll learn how to maximize your income with portfolio ready skills that hiring managers are seeking not to mention the steps you can skip. So you don’t find yourself down that endless tech learning rabbit hole. Join me as we walk you step by step through the getting hired process in tech, sign up youaretechy.com that’s Y O U A R E T E C H Y.com. I can’t wait to see you in our membership.

Ellen (01:26):

Pamela Culpepper is my guest today. She’s the co-founder of Have Her Back, a cultural consultancy working with brave companies to tackle equity for all differently and authentically. Have Her Back takes companies from good intentions to intentional action inside and out. This includes work on internal cultural change and the way companies and brands go to market externally. Pamela’s storied career, beginning with a bachelor’s degree in psychology and a master’s degree in public administration, includes serving as the Director of Human Resources for McKesson corporation and PepsiCo Frito-Lay. Pamela spent the majority of her career working at Pepsi, serving in prominent roles, such as VP of Talent Management and Inclusion, CPO of HR and SVP of global diversity. She most recently, prior to founding Have Her back, served as the Chief Human Resource Officer at CBOE. Pamela co-founded Have Her Back in 2019 with co-founders Caroline Dettman and Erin Gallagher. She’s a recent transplant to Arizona, and I’m so excited to talk with her on the podcast today. Pamela, welcome to the podcast. 

Pamela (02:32):

Thank You, Ellen. My pleasure to be here.

Ellen (02:34):

All right. Let’s dive in. Tell us about your career journey highlights. I know you’ve had an impressive career with many highlights, but tell us about your career journey. And then what did you learn in your career that helped you, uh, to move you to this? Co-founded a role at Have Her Back.

Pamela (02:51):

Yeah. Well, thank you, Ellen. I, um, it is a storied background, I think, uh, I’d start with professionally leading to co-founding Have Her Back. I spent more than 25 years in corporate America. Um, multiple industries with many of my executive years actually focused on M and A work culture integration and, um, business transformation. So if it wasn’t on fire, I didn’t necessarily want to work on it. Um, and I also learned during that time that, you know, in those tumultuous periods, executives needed people that they could talk to that was psychologically safe, right? They were going through multiple changes. And so I found myself being the safest place for executives to really say what was going on for them in and how they really felt. And even when I got into the D&I work, you know, that’s even scarier for the executives come. Many of them were white males and they did want to say the right, the wrong thing.

Pamela (03:55):

Um, they, um, knew that things that they said can end up in the paper. So they needed a place that they could go to try on new thoughts, new languages and, and address some of the things that they were worried about. Um, my earliest belief, um, is, is that when barriers are removed for people to, um, bring their best selves to work and, and they have equitable experiences, um, they are most likely to deliver their best and most effective productivity. And that’s, that’s the work that I carried from my corporate life into co-founding have her back, um, have her back actually started as a call to, um, uh, agencies to make space, to bring women who had left these agencies because they could no longer thrive there. So particularly female creatives, um, were locked out of advancement. They were locked out O of, of, of, of having opportunities, post having children or caring for, for parents.

Pamela (05:01):

Um, and agencies wanted to know how to do something different so that they weren’t creating retention risks for the, for the, for the women that they were bringing you on. Um, it morphed into more companies and agencies wanted to know what should we be doing differently to keep, to, to attract and keep women in our workplace. And it started with a discussion and then it turned into, okay, now that we’ve beat the problem to death, how do we solve the problem? And we realized, um, my partners actually started those conversations. I was actually working for [inaudible] at the time. Um, but they realized that more companies wanted to move to the solution phase. Um, and there was no business to help them move to the solution phase. And that’s how we got started. Um, they called me and they said, look, you’ve got the, the, the cult, the corporate knowledge, um, and we need to, um, create the space for companies to do better, be better and to move past the ways that they’ve addressed these issues in the past. And, um, and that’s wow.

Ellen (06:11):

That is so, so interesting. That strikes a lot of chords with me. All right, let let’s go. Let’s go even further back. Now, take me back to middle school. What did you see yourself doing?

Pamela (06:24):

Um, you know, Ellen in middle school, I was a disaster. I couldn’t think, you know, two steps past, in some ways skipping school. Um, I, that was my rebellious time. Well, what I would say to you though, is, um, I have become more of who I was then as I’ve aged. And here’s, here’s what, here’s what that means. Um, I have always been a direct communicator. Um, I have always been, um, uh, my mother would say sassy mouth, you put those two together in a, in, in an organization, you actually are delivering messages to people who don’t have, you know, people around them that will do that. So the CEOs, executive teams, they don’t have people around them that aren’t afraid of losing their jobs. That’s probably the space that I spent most of my time in.

Pamela (07:27):

So my courage was developed by having a grandmother who stood six feet tall. And, um, and I had no problems asking, but why, why do I have to do that? Why is that the way it has to be, why you, right. I knew how far back to stand from her, but he helped me develop the courage. Um, you know, I was also very agile. I had no problems changing course in middle school. I was often told that I couldn’t do something. I would find ways to do it. I was often told that, you know, I was, I actually was told quite a few times that I would amount to nothing. And I think because I was such a rebellious child and I exhibited behaviors that was suggested I would have, um, a, uh, you know, a no career and a life of, of, of trauma that I decided that that’s not who I was going to be and what I was going to do. And, and I changed. So I, I pivoted that there was nothing that happened to me during those years that I wasn’t able to overcome and really become who I am. Great.

Ellen (08:42):

Oh my gosh. That’s an even better answer than I could have imagined. How amazing for you to overcome that that’s, you know, tragic that, that you were ever told something like that. And I know that that happens all the time. Um, that’s certainly did not, that’s not the case as you’ve had an amazing career. Um, thank you for sharing that with us. You’re welcome. Okay. Let’s talk about, um, what companies, the question is, what companies are looking for in terms of diversity and inclusion. But of course, um, I want to know what you’re hearing them say. And, but I also like your take on, you know, where they’re missing the mark. Like, what do you think makes the biggest difference? And so I don’t know if those are the same or different question, but like what are you hearing and seeing from companies and then, and then what’s really gonna have the biggest impact, um, based on your experience.

Pamela (09:35):

Yeah, I think it’s a continuum. I think, um, I think there is a bit of a gap in some, in some ways between what they say they want and what they’re actually doing to get what they want. Um, many of them are saying, you know, we, we want to continue to build representation. And if you think back to some of the companies, um, some of the, some of the fortune 500 companies that came out with broad statements about who they are and what they represent and, and, and how D how, how committed to diversity and inclusion they are. And then you peel back the layers and, you know, they don’t have people in positions of influence that don’t look like, you know, the majority, um, many of them are saying, we want to change. We want to be different. Um, we want to recruit differently, we, but, but until they start really assessing how they operate as organizations, what are systemic issues that are holding them back, they, they, they won’t change. So, so think about the company that says, you know, in five years, we’re going to double our representation. Well, in five years, when we’re not thinking about that goal, we don’t remember what the goal was. And in five years you get to make that same goal again, and nobody, right.

Ellen (10:55):

I was just gonna say, and then, and then the year after it’s like five years in five years. Right?

Pamela (11:01):

Absolutely. And so, so, so, so, so there are some companies that are serious though, and they are being led by leaders who have had some, um, some, some experience that says, we, I want to be a part of the solution, right? So the organizations that are seriously digging into what, what holds us back, what is it about our environment that may attract, but not keep, what is it about our environment that doesn’t make us the employer of choice as women and people of color have more choices now than they’ve had in the past, because everybody is seeking, um, diverse hires. And so I, so, so what I, what I think makes a company stand out, um, and what I really think makes the biggest difference, um, is them examining the things that may not have worked well. So their talent processes, their, their, their practices, their traditions, right.

Pamela (12:04):

I, you know, I don’t want to be treated, um, equal against standards that were created from men as a woman and women are start starting to, to articulate that better so that they are seen in a way that’s not, um, that’s not, I have to fit into what’s what, what you’ve always done. These are the things that are important. You know, I need, I started, um, telling companies that I wanted to be, you know, supported in ways that makes me being a mother, makes me being a woman, makes me being a black American, a black American, um, uh, advantages to your organization, not something that you have to squeeze into, um, a definition that didn’t, that didn’t work for me.

Ellen (12:53):

Right. Right. Okay. That’s really brilliant. I want to dive in, I’m going to throw you a little bit of a curve ball here, because, so this is one of, so this is one of my challenges, right? So there are about 20, 25% of tech positions held by women. And so my big message to companies is that you say that you want to move the needle on that, that you want to improve that statistic, but in order to do that, you need new talent to be welcomed into the organization. And so, meanwhile, I’m, you know, I’m, I’m coaching and training, um, moms specifically, and women generally that, that they want to enter the workforce in really great skillsets with UX design and software development. Right. It’s, I mean, these are crucial skill sets that, that highly technical skillsets and, but they’re new. And so they’re going into the world, they’re looking at jobs and I’m coaching them. And I’m like, you know, if you, if companies don’t allow for new talent, oh yeah. I want to hire women. I just need her to be a senior UX designer. Okay. Well, how can they break into the field? How can we move that statistic if companies aren’t looking at new talent, what do you say to that? And sorry for the curve ball, but it’s based on our coaching sessions this

Pamela (14:09):

Week. I think that, I think that’s right on, I think part of it has to do with companies deciding what the right entry point is, right? And so when you think about talent that needs to, um, develop their skills, they need to be, um, uh, championed and mentored in, in, in managed. And they need to acclimate to a new environment, you know, putting them in a position where they’re having to learn and, and, and do at a more senior level is just not effective for the organization. So once the organization says, you know, gosh, I, I, I will create a space so that I can bring in not just one woman, but at least three. So there’s a community. And they feel like they’ve got, you know, a level of support. I’m going to create the space so that they can get their bearings, gain their skills, get to know the lay of the land, help us know what they need so that we can provide it without having to show up as a leader and that senior position, or in that senior, I want to create the space.

Pamela (15:21):

So one of the things that I encourage organizations that want to bring in both diverse talent and, and women, is that you’ve got to decide that there is a place that’s sacred for new talent, and that’s where you grow them and incubate them. And then you position them for the opportunities to grow their careers in your organization. When they get them at senior levels, they run the risk of losing them because they’ve not created relationships with them. Right. Right. I mean, other companies will be looking for them, actually other companies would prefer you take them and then we’ll take them from you. Right. Exactly. So in order to build relationships, they’ve got to create the space that allows them to thrive in that organization. That makes it difficult for them to want to go to another.

Ellen (16:10):

Right. I love it. That’s super, thank you for that. That’s super interesting. So speaking of moms, and I know you’re a mother. What, what role did motherhood play in your career?

Pamela (16:22):

Yeah. So I told you that in middle school, I was just this rebellious, rambunctious child, but I didn’t also tell you that I was, um, very much uninterested in, in girly things. So I, so, and at the time motherhood was a girly thing. You know, I didn’t play with dolls. I, I, I run outside to, you know, I put my shorts on and then I’d go run outside and play with the boys. 


Ellen:

I knew I liked you for a reason. 


Pamela :

Absolutely, absolutely. You know, it, it, it, but it never crossed my mind. So, so I, so I had my son and, and I felt completely in love. Right. And it never crossed my mind though, that I couldn’t have a career and be a good mom at the same time. Um, I, I received some feedback from a colleague. I was on an M and A assignment, and he was a part of the, um, acquisition.

Pamela (17:23):

He was being  let go as a part of the acquisition, he made tons of money. And he said, you know, you know, I know you’re getting a lot of advice as a mom to, um, you know, really show up in your career. But I want you to, to think about this. I want you to not let your career take precedence over you being a parent. I am leaving this organization, having made more money than I’ll ever. And all my children know is my checkbook. I have plenty of time for them now. I didn’t have time for them then. And they don’t have time for me now. He said, so, so, so be the best mom you can be because at the end of the day, that’s all that’s going to matter. And that’s, what’s guided how, I’ve, how I’ve managed my career. My son, who’s 25 years old now asked me, you know, do you ever think about what it would have been like if you’d been a stay at home mom?

Pamela (18:22):

And I said, um, no, because we couldn’t have afforded it. And then two, um, I think that people have purpose. And I had, um, I had, uh, I had a purpose and pursuing my career. And so I think he got the best of me because I pursued what I thought was my purpose. Um, and, and part of my purpose was making it different for him when he, uh, when he came up now I have a, I have a stepdaughter. She’s  been my stepdaughter for a number of years. So she’s like mine and she’s been in my purse really, even longer. So she may as well be. But the two of them, I wanted to set the example of them being able to do things that, and create a path for them to be able to do things that, that I wasn’t able to do. Sadly, 25 years later, 35 years later, they’re still having some of the same challenges right. Of going into workplaces that don’t know how to, how to relate to them. Right. But I think I paved some of the way. So I’m pretty proud of that.

Ellen (19:30):

That’s so great. I’m on like four sets of chills going on here with your stories here. That’s definitely a record for me. Thank you for sharing that. Um, so this next question, now that my audience set a chance to get to know you they’ll know that this is authentic. Um, but you’re, you’re a very successful, confident woman. And I’d love to hear your thoughts on why you think you’ve been successful and what’s led to your confidence. So this is a question I get a lot of my community, right. They’re like, and this is what I teach. Like don’t, overlearn because you lack confidence, learn enough to get hired and have the confidence to go in there and know that you have something to offer. And, um, so we coach and I teach a lot in confidence. So I know that’s an important topic. And so like looking at you and saying, okay, you’ve done it. What, what are some of the, um, I mean, Y what, what are your thoughts on that? Or like tips and strategies that you have, give it to us, give it to us

Pamela (20:28):

Here. It comes. So, so I’ll, so I’ll say, um, I, I’m not the most planful person. So when I, when I say I can peek around corners, I can assess situations really good, but I, I didn’t say, okay, bye bye. You know, 25, I want to do this 35. I want to just, I pursued what I loved and what I knew I loved was, and was fascinated by was human behavior. So, so any instance that would allow me to, to, to, to really delve into the culture of behavior, I was all over it. I would also take risks. I, when I think back on my career, being a, uh, the primary breadwinner being black and female, um, and not having the corporate safety nets that most of my colleagues had. Um, I took risks that I don’t think people typically took what their careers, because I pursued the learning.

Pamela (21:31):

Right. So I remember taking an assignment, um, right after grad school that said, you know, and, and, and the, my manager said, you know, this is a fantastic opportunity. You will get to use 90% of what you use in grad school, what you learned in grad school, around org development. It’s a startup plan. Um, the downside is, you know, it’s in a community that you can’t live in because they’re, they’re hostile to people of color, it’s in a plant that doesn’t value HR or women. Um, but it’s a wonderful ground. And, you know, I think you’ll, I think you’ll enjoy it. Good luck with it. Yeah.

Pamela (22:13):

Right. You don’t need to say no. Now I will also say at the time I was pregnant, um, I didn’t realize until I got there, that I had an aversion to the smell of bleach, which was the plant that I was going to. Um, and, um, so there were a number of reasons for me to say, no, thank you. I’ll wait for the next opportunity, but that’s not my nature. My nature was, is it dangerous? Yes, let me have it, let me go do it right. I want to be a part of that. Um, and I will tell you even to, to, for today, even up until today, that is probably, um, the place I learned the most. It’s still, I still have fond memories of the experience. Um, and, and it was all because my, my love of learning and my love of trying on new things and my, my pushing down a fear, um, is, is, is, is, is what made me go after those things that took jobs, people would pass up because, um, there was a higher risk of failure for them than they could stomach.

Pamela (23:22):

Um, and that wasn’t, that wasn’t the case for me. And then, so on the confidence side, I think part of that comes from not being, um, taught to, um, or being taught, to learn from my mistakes to, to actually look forward to mistakes so that I can get something out of it. Right. And I would even tell my son, look, I am so looking forward to when you start making mistakes. Cause he was, he was a good kid, right? I said, I need you to make some mistakes as a, as a young person so that you know how to deal with them when you get, when you get older. Um, but my grandmother had a lot to do with my confidence and I, and as I said, you know, she was the person that I didn’t hesitate to ask the tough questions to. And so after her, no one else frightened me.

Pamela (24:07):

Right. I was just not afraid by anybody else. Um, and, and, and, and I would also say that I start to manage, um, I started to be the friend to myself, um, because I was often the only one I was often, you know, um, in rooms with just me, I had to be my own self sooner. I had to be the one to tell myself, though, you got this, you know what you’re doing? You, you, I had to do that so much so that I would send myself flowers. I would send myself cards. My, my assistant would get cards in the mail. And she said, this looks like it came from you because it has your handwriting. And I’m like, absolutely. And it would be, it would be a card encouraging me about something that was about to happen so that I would be on my game. That’s not different than what I would do for a girlfriend.

Ellen (25:00):

I love that. I love that. That is great. I’m going to start sending myself flowers. Yes. Yes. I love, and I love how you said you were your own friend. Yes. I mean, so often, so often we’re our worst enemies, right? Like in our head, in our own head, it just it’s it’s I think that’s so brilliant that that was, uh, a strategy of yours to the point where you sent yourself cards and flowers. Absolutely. Because you’ve got to get in that state of like, I can do this and to be able to conquer, like, you’re talking about these really hard situations, that sounds crazy your, your master’s degree. And to be like, it sounds hard. And then to be pregnant and having a version of the bleach on top of it. Oh my gosh, I hate being pregnant. You wouldn’t know that because I’m not a pleasant pregnant person, but that is, and I love how you, you know, being your own friend has really been, was a successful strategy because you need that when you’re taking those big risks, when you’re doing things that are setting yourself up for failure.

Pamela (26:04):

Yeah. Yeah. That was, there was no one else, right. There were often no other women, you know, I worked with men who had stay at home wives or, or nannies, or, I mean, they, they just expected me to be on the top of my game life. They were with all the support that they had. Right. So I had to be that for myself. I just, I had no other choice.

Ellen (26:27):

Yeah. Thank you for sharing that. That’s so great. All right. I’d love to flip the script a little bit. This is a shout out to some of my students and my coaches that they, um, they want to know how to be a more attractive candidate to really honestly, companies like the ones you’re consulting to, because those are the ones who are saying, we actually, I mean, I love your messaging. I didn’t really talk about this, but you’re you say, we go from good intentions to intentional action. Right. And so that, I think for me is what is the line? I, that I really, I love, I love that from your marketing, because so many companies have gone. Oh yeah. We support diversity. Great intentions. Yay. Good. Okay. But the ones who are actually saying, no, we’re going to, you know, like enlist the help of have her back because we, we actually want to do something that matters. We don’t want to say we’re doing it. We actually want to do something. So my, my mom’s my, the women in my program, they want to, to be a good candidate. Right. I mean, they’re mature. They have experience. They’re willing to skill up, like, or just by self-selecting into the program that I teach, they are saying I’m ready. Yes. And how can I be a more, even more attractive candidate? What advice would you give them?

Pamela (27:47):

Yeah. Yeah. I would, I would say two things. Um, I would say to the company first, before you, you know, you look for them to, to choose you, uh, be ready to compete from a place of strength. You know, you said you want to build your representation. You said you want, you know, um, a talent that is, um, you know, capable of delivering against your results. Well, here I am, right. I am going to give you the opportunity to have me versus the other way around. Right. So compete from a place of strength. The second one is, you know, be ready to look for and explore new industries. Right. I don’t know that we think about the gaming industry, but the gaming industry is looking for not just women to come code, but women to come hit, set, help, set the stage for bringing more women and girls into the gaming industry. Right. Who’s better to do that than, than, than, than, than women. Um, and you get my programming capabilities on top of that. I mean, you get, you’re getting more than, than, than, than what you thought, the healthcare industry. So, so, so I would encourage them to think about industries that, you know, that, that, and there are plenty of them that have gone on record saying that they want to do, um, more with, with women. They want to, they want to increase their opportunities and then provide them the opportunity to check them out.

Ellen (29:19):

That’s great advice. I love it. I love coming from a position of strength. Did you hear that ladies? All right. Um, okay, so you’ve had, um, I don’t, I can’t imagine how many interviews you have done cause you’ve spent several years in HR. So this is one of my favorite questions, but what are your two favorite secret weapon interview questions? You probably had a lot to pull from. You get to know more if you want.

Pamela (29:43):

All right. So I’m going to think about my two favorite, cause I think they give me the most information. So the first one is, um, what have you done in the last year that was completely unusual for you? Right. And the purpose behind that question is, you know, kind of getting an idea of their ability to adapt, to pivot, um, to step outside of their own comfort zone, um, and, and do something that, you know, that, that, that delivers more of a growth mindset, um, and a fearless mindset. So, so that’s one, the second one is what do you think is important for me to know about you that I haven’t asked? Right. And so you’re either going to, um, you know, go back to all of that, that, that, um, practice that you were doing before the interview and had this fantastic answer that you, that didn’t match any of the questions you were asked, or you want to tell me something that, um, that leaves a lasting impression, um, at the end of the interview. So if, if, if people can think about that before, you know, they’ll save the best of who and how they are to the end and let that be the lasting impression.

Ellen (31:01):

That’s very good. That’s very good. All right. One final question. And I, I’ve asked this a couple of different ways, so we’ll see if you have more advice, but there are also a lot of women who listen that are, they’re like dipping their toe into tech. They might be considering a career in tech. Um, they are maybe a stay at home mom and a big hurdle is the interview process. They’re worried about interviewing just showing up as a confident person. So what advice would you give to a mom who’s considering a career in tech and if you have any specific encouragement or advice on the internet.

Pamela (31:39):

Yeah. Yeah. So I think part of what, what moms reentering into the workplace brain, um, is this, this, this, this ability to manage a lot at one time. And so being able to compartmentalize in ways that says, you know, you will, you will have my attention to do this work because I have something to deliver to my children. I have something to deliver to myself. I have something to prove and, and because I am so hungry to be able to do that, um, I, I, I, again, want to give you an opportunity to experience, um, the fullness of all I can bring to your organization. And I think for those who are wanting to do something different in addition to being a great mom, um, I want them to think about, you know, reducing the noise around the, the guilt that they may, um, that they may feel the, the, um, you know, being unsettled about how their skills, um, will play out and more than anything.

Pamela (33:00):

I want them to think about the mantra of what’s the worst that could happen, right? What’s the worst that could happen during the interview. What’s the worst that could happen when I take a role and, you know, I’m not, you know, it’s not panic, what’s the worst that can happen. And when you go all the way till the worst that can happen and you work your way back, then you start to think about, well, what’s the likelihood that, that worst thing. Right? So, so, so, you know, allow the confidence to come from, you know, thinking about the worst case scenario and then believing that the probability of the worst case scenario is actually very low. Um, and, and, and because I have so much more to give, you know, I, I can’t keep bottling up, um, the contributions I can make outside of being a mother, because I want to demonstrate that to my children. I want them to see that there’s, that, that, that, that my life involves them, but doesn’t necessarily revolve around them. I want them to believe that because I want them to go and be independent people and know that they are contributors, um, to, to, to something greater. Um, and, and it doesn’t mean that you can’t play multiple parts.

Ellen (34:24):

Pamela Culpepper, thank you so much for being here.

Pamela (34:27):

You’re very welcome. Thank you for having me.

Outro (34:34):

Hey, if you enjoyed listening to this podcast, you have to sign up for the You are techY email list. Imagine being in the tech job of your dreams, join me to get the strategies, training, and never ending support to get hired. Sign up at youaretechy.com. That’s Y-O-U-A-R-E-T-E-C-H-Y.com. I’ll see you next time.



ready to start your tech journey?

"Too often we underestimate the power of a group of people. You are Techy has changed my life dramatically. Because of You are Techy, I believe in myself. I am so thankful for their part in my journey.”
tech mom gretchen testimonial
Gretchen
Scrum Master
“Before I found You are TechY, I didn’t understand my worth, value, and contributions to my team and especially myself. I understand my worth, and I’m not afraid to show how much I am needed as a team member, a leader, and most importantly, a woman in Tech!“
tech mom katelyn
Katelyn
Product Owner

Join our You are techY FB Group! Membership is free and you won’t believe the supportive community that we have rock n’ rolling just waiting for you!