In this episode of Electronic Specifier Insights, guest host Sheryl Miles speaks with Ruth Gray, Director of Sales at Z2Data and founding member of We United, about the parallels between supply chain risk and gender imbalance in tech. They discuss shared blind spots, talent dropout, mentorship, and the importance of collective responsibility.
Gray brings 17 years’ experience in electronics and complex manufacturing, spanning manufacturing, distribution, and most recently, supply chain risk at Z2Data.
Parallels between supply chain risk and gender imbalance
Reflecting on what supply chains can teach us about supporting women in tech, Gray said: “With gender imbalance, the biggest vulnerabilities are going to be there in those blind spots. So where the leaders aren’t looking … visibility is key for understanding women in the tech industry.”
She identifies several critical blind spots, including a lack of visibility into daily barriers such as pay gaps, limited access to networks or sponsorship, and microaggressions. Companies often rely on a single woman as “the” representative or role model, which can create fragility and burnout. Missing data is also an issue; firms frequently track headline numbers but fail to capture why women do not apply, drop out of career funnels, or leave mid-career. Relationships and support structures – mentoring, return-to-work support, and psychological safety—are essential. Career bottlenecks often appear at the first promotion, in technical leadership, and on high-visibility projects. Finally, unexamined assumptions around meritocracy, “pipeline problems,” or women “choosing to opt out” obscure systemic issues.
“If you’re not measuring that, you can’t manage it,” said Gray.
Where attrition is highest and why women leave
Globally, attrition affects every career stage. Gray noted: “55 to 60% of college graduates are women, and around six to 10% of Fortune 500 CEOs are women … we’re seeing a drop off at every stage.”
In electronics specifically, women hold only 16-23% of leadership roles. Reports, including McKinsey and the Lovelace Report, highlight that 40-60,000 women leave tech in the UK each year, with 19-30,000 exiting entirely. Many women with 11-20 years’ experience waited over three years for a promotion, and 50% of senior women earn below-average pay. Contrary to common assumptions, caregiving is rarely the main reason.
“Only 3% of the women cited caregiving or childcare as their primary reason for leaving … the reasons were structural,” said Gray.
The top reasons women leave include lack of career advancement and recognition, poor pay, toxic or unsupportive culture, and absence of role models. Gray identifies four main exit points. Early-career attrition stems from culture, isolation, and inequity in pay and support. Mid-career attrition results from blocked promotions, fewer leadership opportunities, burnout, and work–life imbalance. Senior leadership attrition occurs when intense scrutiny and being “the only woman” reduce tolerance for mistakes, pushing women to startups, consultancy, or other industries.
“This isn’t just a little trickle … it’s a major exit, and those causes are structural.”
“Tech is for everyone”
Gray notes that early-stage exposure in schools and universities can demonstrate that tech is “for everyone” and does not require a pure STEM path. Strong onboarding, mentorship, and sponsorship at the entry level, equitable access to promotions and high-visibility projects, and flexible work and return-to-work programmes support career continuity.
To predict dropout, companies need early-warning signals: “You need to be finding those early warning signals before someone leaves … lack of promotion, are they being overlooked.”
Mentors play a vital role in detecting issues early and encouraging women to stay and progress.
Shared responsibility and the business case for diversity
Drawing on Z2Data’s approach, Gray argues that resilient talent pipelines require shared responsibility across the organisation: “At the moment … too much responsibility sits with individuals. So women are expected to lean in, negotiate more, find mentors …”
Shared responsibility means leaders owning equitable hiring and promotion, managers being accountable for culture and work allocation, and companies measuring and publishing data on progression, pay, and representation.
Gray highlights the business advantage: “Companies in the top quartile for gender diversity on their executive teams were 25% more likely to have above average profitability … firms with more diversity … generated about 19% more revenue from innovation.”
Mentorship as prevention, not repair
On the topic of mentorship, particularly through We United, Gray said: “Mentorship is absolutely crucial … it supports you through those twists and turns … [it] avoids that sense of isolation.”
Women often miss out on informal mentoring, making structured programmes especially valuable. Mentors encourage risk-taking and counter women’s tendency to self-select out.
“Men will typically apply if they’ve got a relatively low percentage coverage … women will [say] ‘I have … got nine out of 10, best work on that before I go for it’.”
Make DEI a core, shared priority
Gray ends with a clear call to action: “Now it’s more important than ever to treat [DEI] as a shared responsibility … embed this into your culture.”
She urges companies to implement mentorship programmes, equitable promotion practices, and transparency on pay and progression, framing diversity as a 25% profitability opportunity rather than a side project. For individuals, she recommends building networks, seeking allies, and choosing workplaces aligned with their values, where they can be authentic and thrive.
To hear more from Ruth Gray, you can listen to Electronic Specifier’s interview on Spotify or Apple podcasts.
