INTERNATIONAL WOMEN'S DAY 2026
As we celebrate International Women’s Day, we shine a spotlight on our extraordinary female leaders. We have asked Nikki, Marie, Zoe, Kirstie and Fiona to answer a question of their choice about their journey to becoming a female leader and share what moments shaped their pathways.
Nikki Constable
Connected Car Module Leader
What does being a female leader in the automotive sector mean to you and how do you approach the responsibility?
Being a female leader in the automotive sector, particularly in technical domains, carries both opportunity and responsibility. I’ve worked in the industry for over 20 years, and during my journey I have experienced being one of a few women in the room. I was fortunate to have strong female role models early in my career who demonstrated what positive, impactful leadership looks like. Their support and championship enabled me to lead significant projects and confidently demonstrate the value I could add.
These experiences shape what leadership means to me today. I recognise that visibility matters; representation expands expectations and helps others see what is possible. I also recognise that I frequently have opportunities to step into uncharted territory, and with that comes a responsibility to lead collaboratively bringing diverse perspectives together to shape solutions and drive meaningful outcomes. It is important to me that I lead by example, remain curious and open to learning, and ensure others have the opportunity to contribute and thrive.
Ultimately, leadership isn’t about fitting a particular mould; it’s about broadening what great leadership can look like for everyone — and at Bentley, I’m part of a team united by that ambition, embracing progress, championing positive change, and consistently pushing beyond the expected.
Marie Panek
Head of Integration Management and Software Excellence
Looking back, which experience has shaped the leader you are today?
Looking back, one of the most defining experiences in shaping the leader I am today was a conversation with my manager, who told me that to lead effectively I needed to look at each person individually. That guidance shifted my mindset: every person brings their own capabilities, pace and strengths, and it’s my role to understand what each individual is capable of and support them from that point.
An experience that truly brought this to life was when a team member wasn’t meeting my expectations. Instead of assuming underperformance, I realised I first had to ask myself whether I had given them the right task and support. Some people thrive when starting from a blank page and can manage complexity with ease, while others deliver their best work when they have structure, clarity, and routine. Both styles add value, and together they create a strong, diverse, and successful team.
This insight has shaped the leader I am today, focused on creating the right conditions and support network for every individual to grow in their own way, and as a result of that delivers a better than expected team result. I am motivated when I see my team excel!
Zoe Blake
Systems & Process Optimisation Leader
What does being a female leader in the automotive sector mean to you and how do you approach the responsibility?
For me, being a Female Leader in any industry is about combining values, visibility and holding myself to account. Particularly in a traditionally male dominated environment, diverse representation matters – not as a statement, but as a signal of what is possible. Leadership to me starts with knowing my values and standing by them consistently. Not every day goes perfectly, and not every decision delivers the intended outcome but what matters is visibly holding myself accountable to the principals I believe in. That consistency builds credibility and that credibility creates influence. I’m conscious of the environment I help to shape and ensuring all voices are heard.
Women however should not have to reshape themselves to fit a traditional leadership mould. As our understanding of female identity and ‘authentic selves’ deepens, so too should the representation our leadership. Progress happens when diverse leadership styles are recognised as strengths. Resilience is essential – not to conform but to challenge assumptions and move established thinking forwards. If I can help create a culture where talent, capability and integrity define success in our leadership, then I am fulfilling my responsibility.
Kirstie Moore
Value Stream Lead
Looking back, which experience has shaped the leader you are today?
Looking back, the moment that most shaped the leader I am today was when I realised that a career doesn’t need to follow a straight line. For a long time, I believed progression meant moving neatly from one aligned role to the next, but the turning point came when I recognised the value of focusing on transferable skills rather than a predefined path.
Embracing this mindset opened doors I hadn’t previously considered. It gave me the confidence to step into roles that challenged me in new ways, pushed me out of my comfort zone, and helped me build a broader understanding of both the business and the people within it. Each move—whether sideways, diagonal, or into the unknown—brought fresh perspectives and strengthened my ability to adapt, collaborate, and lead with empathy.
That realisation continues to shape how I approach opportunities today. Leadership isn’t formed through a single trajectory; it’s built through the willingness to grow, to learn from every experience, and to trust that diverse skills and perspectives create stronger teams—and stronger leaders.
Fiona Wright
Manufacturing Strategy Director
What is the best piece of career advice you've received, and how has it shaped your journey?
I’ve received so much great advice from leaders, colleagues, friends, and family throughout my career that it’s hard to narrow it down to just one piece. But early on in my career, I worked with an executive coach who gave great advice about work–life balance. Not focussed on the number of hours I worked, but about how much my career contributed to my sense of self‑worth.
At the time, I was young and ambitious, and success at work was my primary source of achievement and how I felt good about myself. When things went well, it felt fantastic. But during challenging periods, it affected every part of my life. I was at real risk of burnout because my natural response was simply to work harder, even in situations where success wasn’t entirely within my control. It became a vicious cycle that I needed to break.
Her advice was to find a sense of achievement and self‑worth in both work and life outside of work. Doing so helps you maintain perspective, manage stress more effectively, and ultimately enables you to be more successful and fulfilled over the long term. Looking back, it seems like obvious advice, but it was exactly what I needed to hear at that stage in my career and it has shaped my journey ever since.