INTERVIEW
When I sat in and listened to your talk at the Summit Series in 2025, you spoke about the importance of embedding equity into the ‘systems’ of a business. Could you explain what that means in practice at SRAM, and how you ensure these systems are designed to support people from all backgrounds?
In terms of embedding equity into the ‘systems’ of a business, here are a few strategies we have implemented at SRAM to ensure inclusion is a default part of our infrastructure: Physical support: Designing offices that have women’s locker rooms and nursing rooms to support new mothers coming back to work.
Participation tools: Ensuring bike fleets have a range of sizes for women riders so they can participate in casual rides or become more confident riders.
Flexible frameworks: Hybrid schedules, paternity leave, and other flexible work options that support working families.
The “Rings” system: We have a Women’s Leadership Ring for development and a Relationship Ring that is facilitated with a Senior Leader sponsor to provide visibility and support.
Education: The SRAM Speaker Series, which brings in speakers discussing topics around DEI, the challenges they are facing, and how they are impacting their communities, helps broaden perspectives across the whole company.
excel and signals there is a place for them. It shifts perception and normalises inclusion by breaking outdated stereotypes. It also builds community and belonging, connecting women to allow for shared experiences and collective progress.
One of the big themes of the Summit was the need for the industry to better reflect the actual diversity of people who ride bikes. What are some of the ‘unseen’ barriers that might make the industry feel less accessible, and how is SRAM working to dismantle those? There are many ‘unseen’ barriers that may result in less accessibility. A recent example was SRAM hosting Crankworx in Whistler last year. A team member who helped
organise the event reached out to ask for support to build, for the first time, a ramp that would allow attendees, athletes, and participants who may have limited ability to access the VIP section at the top of the
DIVERSE TEAMS ARE
By focusing on these systems, we ensure that equity isn’t just a “programme” people opt into, but part of the environment they work in every day.
PROVEN TO INNOVATE FASTER AND SMARTER—SO INCLUSION ISN’T JUST GOOD CULTURE, IT’S GOOD BUSINESS. IT CREATES A “PSYCHOLOGICAL SAFETY” WHERE EVERYONE FEELS SAFE SHARING BOLD IDEAS OR QUESTIONING NORMS WITHOUT FEAR OF BEING SHUT DOWN.
At the Summit, you also touched upon SRAM’s early- outreach initiatives, such as STEM programmes and college recruitment. What is the overarching goal of these programmes? The overarching goal of SRAM’s outreach programmes is to provide underrepresented groups with the opportunity to have visibility in who we are and what we do. Having visibility, especially in industries like cycling, can be transformative, especially where representation has lagged behind. While it’s great for people who may have a passion for bikes, SRAM also encourages those who may never have been on a bike to check us out! Visibility turns participation into possibilities. When women see other women in fields like engineering, it inspires them to
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‘volcano.’ Before this, you had to climb stairs. Adding that accessible ADA ramp had a substantial impact on those who were differently abled, as well as parents with strollers. It was so appreciated by all who attended the event.
Another example is ensuring that when differently abled athletes are invited to attend an event, they have appropriate accommodations at the venue, as well as in terms of lodging. SRAM has also helped work with event organisers, as
well as providing financial support to athletes who may need special accommodation. Dismantling these hurdles requires us to look at the world through a lens of accessibility that we might
otherwise take for granted.
From your perspective, how does having a leadership team that reflects a broader range of lived experiences impact the company’s overall strategy and innovation? Translating our principles of innovation into actual DEI work means connecting what you believe with how you behave. Having teams that represent a broad background of experiences allows us to think differently about innovation, not only in our products but in the way we want our customers to experience them. We do this by constantly experimenting and seeking out
different perspectives to spark new solutions and challenge “the way we’ve always done it.” Diverse teams are proven to innovate faster and smarter—so inclusion isn’t just good culture, it’s good business. It creates a “psychological safety”
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