Spotlight
Leadership development builds capability. Community builds connection and opportunity. But mentorship often creates the most direct, transformational impact. All in combination are very important, but to highlight one in particular, mentorship stands out. Our Executive Team built our Mentorship Programme because we didn’t have access to this critical resource early in our own careers. Traditional mentorship is often expensive, selective, and limited to internal programmes. Our model democratises access.
Participants are paired with highly experienced industry leaders in a structured, six-month programme with clear KPIs and measurable outcomes. It provides a safe, neutral space to navigate real challenges. For many, it’s the first time they’ve had that level of guidance, and it can be a game-changer.
CIE: Your mentorship programmes pair emerging talent with senior leaders. What kinds of professional or personal growth have you seen in participants as they progress through the programme? JM: The most common transformation we see is confidence, especially around having difficult conversations. Many mentees initially operate from assumptions or fear. Through coaching, role-playing, and structured guidance, they begin to seek facts instead of projecting outcomes, engage in direct, constructive conversations, and advocate for themselves. Companies often underestimate the cost of losing high-potential talent, and mentorship is one of the most effective retention tools available.
CIE: Across the electronics industry, whether people feel ready to take on new roles or responsibilities, and how can organisations better support individuals as they progress in their careers? JM: One key difference we often see is that women tend to wait until they meet nearly 100 per cent of job requirements before applying, while men will apply when they meet around 50–60 per cent. Encouraging women to grow into roles rather than feel fully “ready” is critical.
There is also an important leadership point across the engineering sector. In many cases, engineers are promoted because they do their role well, but leading that role requires a different skill set. Technical excellence does not automatically translate into leadership capability. This is where WE United can
www.cieonline.co.uk
support individuals as they develop the skills, confidence, and perspective needed for their leadership journey. Organisations can also improve by: Writing clearer, more contextual job descriptions
Distinguishing between “must-have” and “nice-to-have” skills
Removing unnecessary barriers, such as excessive certifications
Auditing AI hiring filters to ensure they aren’t unintentionally excluding strong candidates
Removing the “see how it goes” mindset. Grant the title and pay with added responsibilities.
Create project-based, time-bound projects to determine readiness for an elevated role.
We are in a moment where hiring systems must be as thoughtful as leadership systems.
CIE: The electronics sector is evolving, but cultural and structural barriers remain. What do you see as the biggest challenges still limiting diverse leadership pipelines? JM: The biggest barriers today are often cultural, not just structural: Unconscious bias in decision-making Promotion based on familiarity versus potential
Lack of sponsorship, not just mentorship Fear-based leadership cultures Inconsistent accountability at the executive level
Many organisations say they value inclusive leadership, but the behaviours and systems don’t always align. Real progress requires leadership accountability, clear promotion frameworks, and cross-functional exposure for emerging talent.
CIE: WE United emphasises unity, allyship and shared responsibility rather than gender-segmented conversations. How do you maintain that balance while still advocating for women’s advancement? JM: We are deeply committed to advancing women into leadership, but we frame the conversation through balanced leadership. This allows us to focus on leadership excellence for everyone, shared responsibility, and keeping men actively engaged in the solution, while bringing data and context around gender equity. If men are not at the table, we will not solve the problem long term. Progress requires collaboration, not segmentation.
CIE: We’ve seen growing visibility STEM, including in space exploration this year. How important are these achievements in inspiring girls and young women to consider careers in electronics? JM: Visibility is critical. At the highest levels, seeing women succeed inspires the next generation, but equally important is reaching girls earlier, especially before key developmental drop-off points. Research shows many girls begin disengaging from STEM as early as fifth grade [equivalent to Year 6 in the UK]. This is influenced by subtle messaging, teacher and parental biases, and a lack of visible role models.
We need to encourage early interest, reinforce belonging, and sustain confidence through education and into careers. This is not a women-only issue. It requires collective responsibility.
CIE: Looking ahead, what is your vision for WE United over the next
few years, and which new initiatives or partnerships are you most excited to develop? JM: Our focus is global awareness and impact as we strive for continued growth across Europe, entry into Asia, and expansion into Mexico.
At the same time, we are strengthening our programmes, partnerships, and global community. Our goal is to build a truly connected leadership ecosystem across the electronics and technology industries.
CIE: Would you like to add anything else? JM: There are two important lessons we’ve learned about systemic change. First, women must support other women. As careers advance and stakes increase, alignment sometimes shifts toward existing power structures. This can unintentionally slow progress.
Second, men must not turn a blind eye. Leadership requires the courage to address unfairness with professionalism and respect. Organisations also need clearer accountability around behaviours such as microaggressions.
At WE United, we believe in grace and patience for progress, personal accountability, emotional intelligence, and self-reflection. If individuals commit to doing their own internal work first, collective progress becomes more possible. Ultimately, leadership is not defined by profits alone. It’s defined by the people we impact.
WE United is about bringing people together, grounded in civility, ethics, and humanity, to create meaningful and lasting systemic advancement for the best results in innovation.
To find out more visit:
https://weunited.tech/
Components in Electronics June 2026 17
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48
