INTERVIEW
PHOTO BY LUCY ROSE JOHNSON
inclusion have always been about people. By standing alongside our team members, athletes, and the communities we serve, we continue learning from one another and working to build a culture where everyone feels they belong.
How do you personally define ‘diversity’ in the context of the cycling industry, and how has that definition shaped the work you do today? I define diversity in the cycling industry as fostering a healthy, inclusive culture where we actively engage with team members, athletes, and the communities where we live and work. It’s about listening, learning, and taking action to create greater inclusion and equity for people of all backgrounds, abilities, and experiences. Having had the opportunity to advocate for people of
colour, women, and particularly women of colour, I’ve seen firsthand how support and mentorship can be transformative.
When people of colour lift each other up, everyone benefits— not just the individuals involved, but the organisation and the broader community as well.
Since you joined the company, you’ve been a big part of significant internal changes. In your own words, how has the culture at SRAM evolved during your tenure, and what are the most notable shifts you’ve seen?
Some of SRAM’s Community Partners
www.bikebiz.com
During my time at SRAM, one of the most notable cultural shifts has been our commitment to backing our words with meaningful action. We’ve taken intentional steps to expand our diversity and inclusion efforts both externally and internally. Externally, we’ve broadened our recruiting partnerships with colleges and strengthened our involvement with organisations such as the Society of Women Engineers, STEM programmes, and Women in Cycling. These partnerships help us expand opportunities and bring more diverse talent into the cycling industry. Our SRAM Community programme has also grown, focusing on building partnerships and providing resources to grassroots organisations that are making a positive impact in their communities. Internally, we’ve continued to invest in working groups, mentorship opportunities, and open conversations that help us better understand inequities and identify ways to improve systems and practices. We’ve also expanded learning opportunities around topics such as allyship, leading beyond bias, and emotional intelligence to help develop thoughtful, capable leaders across the organisation. Overall, the biggest shift has been moving from conversation to sustained action—continuing to learn, evolve, and build a culture where everyone has the opportunity to contribute and succeed.
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