As Global Capability Centers (GCCs) evolve into strategic hubs for innovation and talent, the conversation around gender equity in technology leadership has gained fresh momentum. In an industry where diversity is increasingly tied to performance and innovation, organizations like Sabre Corporation are proving that inclusion is not about quotas but about recognizing true capability. In this interview with Tech Achieve Media, Rency Mathew, People Leader – India and South Asia, and MD, Sabre Bengaluru, shares how mentorship, continuous learning, and breaking biases are helping women rise to leadership roles, and why resilience and visibility are just as critical as performance.
TAM: How do you see the role of GCCs in advancing gender equity in tech leadership?
Rency Mathew: Diversity has always been important, and it goes well beyond gender. That said, gender diversity in organizations is undeniably beneficial. Women bring different perspectives, new ways of thinking, and research consistently shows they often demonstrate stronger emotional intelligence (EQ), which is an asset in any workplace.
Global Capability Centers (GCCs) have long emphasized building diverse teams. What I appreciate, and this is true for Sabre as well, is that we don’t treat diversity as a quota-driven exercise. It’s not about meeting fixed targets but about hiring on merit. Women today are excelling based on their capabilities, and their success should be recognized for their talent, not attributed to gender.
The talent pipeline itself has improved significantly. A few years ago, only about 20% of engineering students were women; today that number is closer to 35%. At Sabre, when we visit campuses, we make a conscious effort to attract talented women, strictly on merit, and this approach has worked well. Over the last three years, we’ve hired around 15 interns annually, with close to 50% being women. These young professionals have become a strong addition to our workforce and have excelled in their roles.
The workplace environment is also evolving. Responsibilities at home are more equally shared, organizations are offering flexible work options, and opportunities for women to grow into leadership roles have expanded. As a result, GCCs are witnessing a steady rise in women taking on senior positions. The progress over the last several years has been both significant and encouraging.
TAM: What are some initiatives or policies that you believe make the biggest difference in creating inclusive workplaces?
Rency Mathew: The first step, as you rightly pointed out, is addressing bias, including biases women may hold about themselves. For example, during a discussion with a woman leader visiting from the US, one of our colleagues mentioned that in India, women are expected to manage both home and work responsibilities. The leader responded that this isn’t unique to India but it’s a global issue. Women everywhere are often expected to take on more responsibilities at home.
That’s why companies, including Sabre, are focused on eliminating biases of all kinds. These biases may come from women who underestimate what they can achieve at work, or from men who assume that women with children cannot take on certain roles. The solution is structured training that helps leaders, peers, and employees at every level challenge these assumptions.
The next step is creating opportunities for growth. At Sabre, we’ve built programs like the Women in Technology network and Employee Resource Groups (ERGs) to provide mentorship, support, and training. Mentoring is especially critical. I often tell people that networking and sponsorship are just as important as performance. You need advocates who will speak for you in rooms where you are not present, and mentoring creates that visibility.
Flexibility is another vital factor. A supportive environment should benefit both women and men. If flexibility is offered only to women as primary caregivers, it reinforces stereotypes. That’s why we’ve introduced policies such as allowing both men and women to work remotely during the first year after having a child, without requiring special approval. We also provide 12 weeks of paternity leave so that caregiving responsibilities are shared.
More companies are now going beyond legal requirements to create truly inclusive policies, not just for women, but for families as a whole. These measures not only support employees during life transitions but also help increase women’s participation and representation in leadership roles within GCCs.
TAM: How important is mentorship in building future women leaders, and what has been your personal approach to mentoring?
Rency Mathew: Let me share a personal story. When I was in school, I wasn’t particularly good at math. During a parent–teacher meeting, my father mentioned my struggles, and the teacher bluntly said, “She’s not good at math; she won’t achieve much in life.” Thankfully, I didn’t let that define me. I often share this with women leaders to make a point, and the only person who can truly stop you is yourself. Your mindset matters more than any external judgment.
This is why mentoring and continuous learning are so important. In today’s world of rapid change, where AI is reshaping industries every few months, organizations must create opportunities for employees to upskill and grow. At Sabre, forums like our Women in Technology (WIT) group and Women Career Network (WCN) provide mentorship, training, and visibility. We’ve even redesigned initiatives such as our coding competition, which was once limited to women, to include both men and women. True progress comes from competing and excelling in the real workplace environment.
Equally important is breaking mental barriers. We regularly bring in women leaders, both internal and external, to share their journeys, highlighting that success is never linear and resilience is essential. We also engage male leaders to share how women have contributed to their own success, whether as bosses, colleagues, or family members. These stories build a culture of inclusion and respect.
Finally, we recognize that career needs evolve at different stages. Whether early-career, mid-level, or on the leadership track, we customize mentoring and support to ensure equity and fair evaluation. By removing biases, fostering continuous learning, and creating a truly inclusive culture, we empower women to grow with confidence and take on leadership roles across GCCs.
TAM: Can you share your personal journey as a woman leader in technology and how it has shaped your perspective on leadership? What challenges did you face while rising in your career, and how did you navigate them?
Rency Mathew: One of the most important lessons I’ve learned in my career, and this applies equally to men and women, is that doing great work alone is not enough. You also need to make sure your work is visible. The old saying that “your work will speak for itself” rarely holds true today. When opportunities come up, raise your hand, be willing to stretch, and actively market your contributions. Leverage mentoring opportunities and build strong networks, because even a single connection can make a big difference in your career. If you consistently perform, you’ll naturally create advocates who will speak for you and open doors in the future. You never know who might take you along on their next journey.
Of course, there are challenges. In earlier roles, I sometimes felt opportunities were withheld because of assumptions, that I was too young or because I was a woman. Whether or not those perceptions were real, I refused to let them change my mindset. I stayed focused on delivering results, trusting that the right opportunities would come if I continued to excel. And that approach has worked.
Since joining Sabre three and a half years ago as People Leader for India, my role has grown steadily. I first took on global responsibilities covering teams across the U.S., Poland, and India. By the end of last year, I became Managing Director for the India Center. And just recently, my portfolio expanded again to include the entire APAC region, spanning 12 countries. These opportunities came because people trusted me to deliver, saw me as accountable, and believed I could take on bigger roles.
Leadership is not just about technical expertise but it’s about how you handle challenges. In any role, setbacks and unexpected situations are inevitable. What matters is resilience: staying calm, making thoughtful decisions, and proving you can manage complexity. That’s exactly what organizations look for when deciding who is ready to lead.
TAM: Who were the key mentors or role models that influenced your leadership style?
Rency Mathew: We live in a world where leadership has increasingly become situational, and your style must adapt depending on the circumstances. This shift is driven by several factors: we’re managing multi-generational workforces, navigating a rapidly changing environment, and working with people who may respond very differently depending on the situation.
Personally, I’ve always believed in learning from others’ experiences, which is why I enjoy reading autobiographies and biographies. There’s so much to gain from understanding how different people, men and women alike, have navigated challenges and made decisions. When you read these stories, you expand your own perspective. You start asking: How did they handle this? How would I have handled it? What can I take away from their approach?
I often tell people that I’m not shaped by a single influence. I’m a product of many experiences and lessons gathered from different people along the way. Each story I’ve read and each person I’ve learned from has added something to my personality. I wouldn’t say there’s one role model who defines me; rather, I’m a mix of insights, lessons, and experiences that together make me who I am.
TAM: Sabre has several women in leadership positions. What is Sabre doing right to encourage this trend?
Rency Mathew: Forums where people can come together and encourage one another are incredibly important. One message I always share with women leaders is this: as you grow, take others along with you. People need to see role models. I’m where I am today because I had several role models to look up to, and that applies across all fields, not just my own.
I often reflect on how fortunate we are to live in this era. Imagine being among the very first women to step into roles traditionally held by men, and how difficult that must have been. The pioneers, the first and second and third to break barriers, paved the way for all of us. Because of them, we now have examples to follow.
At Sabre, we make a conscious effort to keep creating those examples and learning opportunities. We run a global program called Executive Edge, where every month a senior leader shares their personal journey, and the experiences, challenges, and decisions that shaped who they are today. It’s not just about learning from women leaders, but from all leaders, to inspire others. Whenever external leaders visit, we bring them in to share their stories as well.
Ultimately, leadership is about taking risks on people and helping them succeed. That’s part of our culture at Sabre, and it’s why we’ve seen so many women thrive in leadership roles. We always remind our people: you’re not limited by anything other than your own capabilities. If you show what you can do, the opportunities will come.
TAM: Message for women in technology
Rency Mathew: I would first tell her to take advantage of the many trainings available today, and most of them free and easily accessible online. Continuous learning must be a part of your journey if you want to grow and succeed. To my earlier point, you have to make learning an ongoing habit rather than an occasional effort.
Equally important is demystifying the biases people hold. That can only happen when individuals openly share the challenges they’re facing. This is where mentorship becomes critical. When someone comes to me with a concern, I try to go deeper—why do they believe this limitation exists? Often, biases stem from outdated assumptions, such as “this role can only be done by a man.”
Breaking these biases requires real-life examples. Mentoring and coaching help people discover for themselves that such thinking is flawed and that adopting the right mindset is key to moving forward. At Sabre, this is an ongoing effort. Through initiatives like Executive Edge, employees regularly hear stories from leaders, both men and women, about how they overcame biases and challenges. It’s important to note that these obstacles aren’t limited to women; men also face their own set of barriers, which is why we involve leaders of all genders to share their experiences
