Connecting the dots that drive impact

Priyanka Roy, senior technology evangelist, ManageEngine says that her role in technology marketing has allowed her to turn those trends into meaningful narratives, helping people understand why these technologies matter.

What initially drew you to a career in the technology industry? Has that early motivation sustained over the years?

What initially drew me to the technology industry was the realization that technology quietly shapes almost every aspect of how we live and work. Early in my career, I was fascinated by how innovations that seem highly technical on the surface, from cloud computing to AI, ultimately have very human implications. They influence how businesses operate, how people collaborate, and even how societies evolve.

Working in technology marketing has given me a unique vantage point to see how complex technological trends translate into real-world impact. It’s also allowed me to turn those trends into meaningful narratives, helping people understand why these technologies matter. This has kept the work intellectually stimulating, and the early curiosity has definitely never left. If anything, it’s grown stronger as technology becomes more deeply embedded in everyday life. Being part of an industry that’s constantly evolving means there’s always something new to learn, question, and communicate.

As the industry has shifted from legacy systems to cloud and AI-driven models, how have you evolved your own role to stay ahead?

The shift from legacy systems to cloud and AI-driven models hasn’t just changed technology, it’s changed how we talk about and perceive technology. Early on, much of the conversation was about infrastructure and functionality. Today, it’s increasingly about productivity, outcomes, agility, and trust.

For me, this meant evolving from simply communicating product capabilities to understanding the broader business and societal contexts in which these technologies operate. I’ve had to stay curious and constantly read about the latest developments, speak to experts across teams, and pay attention to how market and customer expectations are changing.

In marketing especially, staying ahead means being able to connect the dots between emerging technologies and their real-world impact. Whether it’s AI, security, or cloud adoption, my role has increasingly become about translating complexity into clarity and helping audiences understand not just what the technology does, but why it matters.

Beyond the obvious challenges, do subtle structural barriers still exist for women in commercial technology roles?

While the technology industry has made meaningful progress, subtle structural barriers do still exist, particularly in roles where visibility, networks, guidance, and support often shape opportunities.

These barriers aren’t always explicit. Sometimes they show up in smaller ways, such as who gets invited into strategic conversations, whose ideas are amplified in meetings, and who’s encouraged to take on crucial assignments. Over time, these small moments can influence how careers progress.

At the same time, I think the industry is becoming more aware of these dynamics, which is a positive shift. Many organizations are making conscious efforts to build more inclusive leadership pipelines and mentorship networks.

Which lessons across your career have had the greatest impact on how you contribute to your organization today?

One of the most important lessons I’ve learned over the years is the value of curiosity. Technology evolves quickly and staying effective in this industry means constantly learning, whether that’s understanding emerging technologies, shifting market dynamics, or simply listening more closely to customers and colleagues.

I’ve also come to appreciate how important support and guidance are in shaping a career. Having people who are willing to share their perspective, offer feedback, or simply encourage you to think bigger can make a meaningful difference. It’s something I pay forward whenever I can.

Finally, I’ve learned that collaboration across teams is where the best outcomes emerge. Marketing doesn’t operate in isolation; it sits at the intersection of product, engineering, sales, and customers. The more you listen and learn from those perspectives, the stronger your contribution becomes.

What strengths do you believe are particularly important for women to succeed in technology sales and marketing leadership?

In leadership roles in technology sales and marketing, one of the most important strengths is the ability to bring perspective. Technology markets move quickly, but leaders must look beyond immediate trends to understand how innovations will shape business outcomes for customers.

Another critical strength is the ability to simplify complexity without oversimplifying it. Many enterprise technologies are sophisticated, and leaders need to translate that depth into clear, credible narratives that resonate with both technical and business audiences.

Resilience and confidence also play an important role for a leadership position. These positions can often be high-pressure and highly visible. Being able to hold your ground, advocate for your ideas, and navigate setbacks is essential.

Finally, strong relationship-building skills make a real difference. Technology adoption ultimately runs on trust between teams, partners, and customers.

In high-value enterprise engagements, how critical is emotional intelligence alongside technical expertise?

In enterprise engagements, technical expertise will always be important, but emotional intelligence is often what determines whether a conversation truly moves forward. Large technology decisions involve multiple stakeholders, competing priorities, and a fair amount of uncertainty. Being able to read the room, understand different perspectives, and respond thoughtfully can make a significant difference.

Emotional intelligence helps you listen beyond the immediate requirement and understand the underlying concerns a customer may have, whether it’s risk, change management, or a long-term impact on their teams. When those concerns are acknowledged, the conversation becomes more collaborative rather than transactional.

In many ways, successful enterprise engagements are built as much on trust and understanding as they are on product capabilities. Technology may start the discussion, but strong relationships are often what sustain it.

If you could redesign how the technology industry develops its next generation of female leaders, what would you change?

If I could redesign how the technology industry develops its next generation of female leaders, I would focus on creating more structured pathways to leadership earlier in careers. Often, women have the capability and ambition, but the opportunities that build leadership confidence, such as owning strategic projects, leading high-visibility initiatives, or participating in key decision-making forums, don’t come early enough.

Mentorship and guidance would also play a larger role. Having leaders who actively advocate for emerging talent can make a meaningful difference in helping women navigate complex organizations and step into leadership roles with greater confidence.

Finally, I would encourage organizations to normalize diverse leadership styles. Effective leadership doesn’t always look the same, and creating space for different perspectives ultimately makes teams and the industry stronger.

Marketing doesn’t operate in isolation; it sits at the intersection of product, engineering, sales, and customers. The more you listen and learn from those perspectives, the stronger your contribution becomes.