With over two decades of experience in procurement, operations, and human resources, Ana Dias is a results-driven executive with a strong track record of process simplification, supplier negotiation, and strategic partnership building. Her career has been defined by a commitment to driving cost efficiency, optimizing performance, and fostering high-impact teams across fast-paced industries.
Ana’s international experience and ability to forge relationships across diverse cultures have made her a dynamic leader in procurement and supply chain management. In this insightful discussion, she shares her perspective on navigating biases, the evolving role of women in the industry, and the leadership traits necessary for success. From the power of mentorship to the importance of stepping outside one’s comfort zone, Ana offers practical advice for the next generation of leaders while outlining the key changes still needed to build a truly inclusive and equitable industry.
Ana, 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?
To be honest, I never felt that being a woman was a challenge in the industry, perhaps I took it more as a challenge of being young rather than being a woman. Probably the fact that I started working at the age of 18 in the largest beverage multinational company and precisely in the industrial area, would have helped me later in the Procurement area as both are male-dominated areas.
Looking back at the start of my career, the fact is that I always felt privileged for being a woman, since in all the projects I participated in, I was often either the only woman or one of the few in the teams, and I always felt welcomed by my male colleagues.
But it is gratifying to see now at Industry summits and conferences that although men continue to be the majority, the number of women in this field is growing significantly.
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?
Albeit I still consider that unconscious bias and stereotypes continue to influence hiring decisions and career advancement, limiting the opportunities available to women, it is also clear that women are forging successful careers and making a substantial impact not only in this field but in all fields in general. The growing number of women in fields traditional male-dominated is a testament to their skills, resilience, and determination.
In my opinion, the most significant shift which help improve gender diversity is the increased focus on diversity and inclusion initiatives. Also the current lack of talent that companies are facing, is contributing to women having now more opportunities in this sector. The supportive workplace policies and flexible work arrangements also changed, contributing to a better work-life balance. We all know that the demanding nature of Procurement and supply chain roles, with tight deadlines and long hours, can make it challenging for women to juggle their careers with personal commitments.
And of course, women having more representation in leadership positions, also brought more visibility and opportunities to our gender.
As a female executive, have you ever had to adapt your leadership style to navigate biases or stereotypes, and if so, how?
I think all female executives still often have to adapt leadership styles to address and overcome biases or common stereotypes like being too emotional to make rational decisions or lack of confidence and in the case of Procurement, there is the common stereotype of women being soft negotiators that is definitely not true, as women have proven to be tougher negotiators although sometimes our collaborative approach also can lead to better outcomes.
Depending on the country where you work, the need to adapt our leadership style can increase or decrease, as we know, we still have some cultures in which gender diversity still have a lot of room for improvement and where the stereotype that women must prioritize family over work can play a significant role.
From my experience, one of the things that helps me the most is the curiosity and the need for continuous learning. Staying informed about industry trends and continuously developing skills can help in maintaining a competitive edge and demonstrate confidence in abilities and decisions which can help counteract stereotypes. Also helps to know more and understand the different cultures and respect the differences. However, staying true to oneself is crucial to build trust and respect.
Also advocating for myself and others can help in challenging biases and promote a more inclusive workplace.
Off course, the key is always to be adaptable and flexible in the leadership style, being more assertive in some contexts and more collaborative in others help in the different situations.
What advice would you give to the next generation of women aspiring to leadership roles in procurement and supply chain?
Choose a Mentor as mentorship has proven to be a pivotal factor in shaping the next generation of leaders. A mentorship will offer invaluable lessons, will help to identify and achieve career goals and also correct gaps in generic skills and knowledge. Will also help to expand networks, key to sphere influence and connect with individuals who can offer job opportunities and business collaborations among others.
Apply the culture of effort. We have become accustomed to the fact that everything is just a click away. Everything is easily purchased or obtained, but the culture of effort is the way to develop talent, creativity and perseverance. It teaches us to be responsible, constant in our work, to face adversity with resilience and failures in a positive and realistic way. To trust in our talent and its potential, even if things do not always turn out the way we want.
There are no secrets to success. Success is the result of preparation, hard work and learning from failure.
Get uncomfortable daily. Everything I have done that has made me proud of my achievements, was way outside what I would have been comfortable doing. The leaders of the future will not necessarily be those who have the most experience today, they may simply be those who have the ability to think differently.
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?
From where I stand, the application by organizations of UN Women key concepts and principles to advance on gender equality would definitely contribute to develop and implement inclusive policies that support gender equality and address barriers that prevent women from advancing in their careers. Those policies should cover areas such as equal pay, parental leave, and flexible working arrangements.
If organizations continuously educate employees on topics like bias, harassment prevention, and fostering inclusive environments, giving regular training to help employees to recognize and overcome unconscious biases, this will promote empathy and will foster a more inclusive culture, creating a supportive work environment.
Companies that prioritize gender equality experience improved business outcomes, including increased innovation and higher employee retention rates.
Of course, as William Thomson, said, “You cannot improve what you cannot measure”, so, it seems to me that track progress of gender equality initiatives by monitoring metrics such as the gender pay gap, representation of women in leadership roles, and employee satisfaction regarding diversity, it’s also key to drive that transformation.