As procurement and supply chain industries continue to evolve, the importance of diverse leadership and inclusive decision-making has never been more critical. Irina Poliakov, a seasoned procurement executive with two decades of experience, has built a career transforming complex challenges into streamlined, strategic solutions. Her expertise spans operations, digital transformation, and leveraging AI to drive efficiency—all while navigating and reshaping traditionally male-dominated industries.
In this exclusive feature, Irina reflects on her career journey, the barriers she has faced, and the systemic changes still needed to achieve true equity in procurement and supply chain leadership. She shares her insights on overcoming biases, the power of mentorship, and the steps organizations must take to move beyond diversity metrics toward genuine inclusion and impactful leadership.
As we celebrate International Women’s Day, Irina’s story serves as both an inspiration and a call to action—challenging the industry to rethink what leadership looks like and how we can collectively build a more equitable future.
Irina, looking back at the start of your career, what were the biggest challenges you faced as a woman in a traditionally male-dominated industry, and how did you overcome them?
I’ve never been one to just “go with the flow.” From an early stage, I gravitated toward fields that weren’t traditionally considered “for women.” In high school, I studied electronics in a class of 21 students, where we were only two girls.
Later, I pursued engineering and entered industries that were traditionally male-dominated, where I was often I’ve found myself the only woman in the room.
One of the biggest challenges I faced was being underestimated—not because of my abilities, but simply because I was a woman. I had vendors express surprise that I actually understood technical concepts, as if it was unexpected.
At another company, my education and skills were dismissed, and I even encountered baseless rumors questioning whether I earned my promotions fairly, rather than recognizing my capabilities.
I overcame these challenges by letting my work speak for itself—I focused on delivering results, solving complex problems, and driving real impact.
At the same time, I learned that it’s not enough to just work hard—you have to actively advocate for yourself, build strong professional relationships, and find mentors who truly support your growth.
What has been the most significant shift in workplace culture or industry dynamics that has helped improve gender diversity in procurement and supply chain over the years?
One major shift has been the increased visibility of women in leadership roles – if you can see it, you can be it.
Early in my career, female executives in technical and operational fields were rare. Today, while still not equal, there’s a growing recognition that women bring unique strengths to leadership—strategic thinking, problem-solving, and the ability to drive collaboration across functions.
Another key change is the focus on mentorship and sponsorship programs.
Having a strong female mentor was a game-changer for me. She helped me navigate challenges, understand workplace dynamics, and build confidence in my own leadership style.
These kinds of relationships are critical, especially in industries where women are still underrepresented.
As a female executive, have you ever had to adapt your leadership style to navigate biases or stereotypes, and if so, how?
Yes, many times. Unfortunately, women in leadership are still perceived as “too emotional” or “too soft” in some settings, while being too direct can be misinterpreted as “aggressive”. I’ve learned to navigate this by balancing assertiveness with influence—ensuring my voice is heard while fostering collaboration.
More than once in my career, I’ve had to prove my competence beyond what was expected from my male peers. In technical discussions, I sometimes encountered skepticism about my expertise, with people assuming I needed things explained to me. Rather than becoming defensive, I made sure to demonstrate my knowledge confidently, often turning those moments into opportunities to shift perceptions.
At the same time, I’ve learned that it’s okay to show emotion when it’s constructive. Being passionate about your work, your team, and your ideas is a strength, not a weakness. The key is knowing when and how to channel it effectively.
What advice would you give to the next generation of women aspiring to leadership roles in procurement and supply chain?
One of the most important lessons I’ve learned is “fake it till you make it.” Confidence doesn’t always come naturally, but acting as if you belong—even before you fully feel it—helps you grow into the role you deserve. Over time, you realize you’re no longer faking it—you’ve actually made it.
Equally important is making your voice heard. When you’re the only woman in the room, it’s easy to stay quiet—but silence never opens doors. Your perspective matters, and if you don’t speak up, no one else will do it for you.
I also believe in asking questions fearlessly. Too often, we hesitate out of fear of sounding uninformed, but the best insights come from pushing for clarity. Who cares if someone thinks it’s a silly question? What matters is that you’re engaged, thinking critically, and making informed decisions.
Finding a strong female mentor is another game-changer. Having someone who understands your challenges and pushes you forward can make all the difference. A good mentor won’t just encourage you—they’ll challenge you to grow and help you navigate the complexities of leadership.
Finally, define leadership on your own terms. You don’t have to fit into outdated molds to succeed. Lean into your strengths, challenge assumptions, and lead in a way that’s authentic to you.
Looking ahead, what changes still need to happen to create a truly inclusive and equitable industry, and how can both organizations and individuals drive that transformation?
For true inclusivity, companies need to stop just focusing on diversity metrics and start focusing on actual decision-making power.
It’s not enough to have more women in the room—they need to be in leadership, influencing strategy and making key decisions.
On an individual level, we need to change the conversation around women and leadership. Women are often told to adapt, soften, or find ways to fit into existing structures—but real change will come when companies recognize and value diverse leadership styles.
Most importantly, we need to lift each other up. Women supporting women is one of the most powerful forces for change.
I’ve been fortunate to have strong female mentors, and I make it a priority to pay that forward by mentoring and advocating for the next generation of women leaders.