Despite recent efforts to foster diversity and inclusivity in corporate America, many industries remain male-dominated. This is especially true for the telecoms industry, where historic barriers have impeded progress. Although it is estimated (Zippia) that only 34% of telecom employees are female, this number is gradually increasing and can be further improved by advocating from within.
As CEO of Tillman Infrastructure, I am passionate about ensuring that we push that percentage significantly higher, not only within my own organization, but throughout the industry. My journey to CEO has been incredibly rewarding, but as I’m sure many women will attest to from their own experiences, it has had a unique set of challenges.
Following my graduation from Columbia University’s School of Engineering and Applied Sciences, I began working as an analyst at Citigroup. I had the opportunity to be a part of a core team that was integrating and growing a new business unit into the organization, so I was exposed not only to the finances but also the operations of the group. After a few years, I felt the desire to further my education, which led me to leave Citigroup and earn my master’s degree in business administration from INSEAD.
Upon completion, I was hired as an investment analyst at MAST Capital Management. This role taught me how to determine the key levers in the operations of a company that drive value, as well as how an optimized capital structure can help fuel growth of a business. I learned so much from my peers and mentors at MAST, but after four and half years I was ready for a change – and I missed my family. This led me to approach my father about joining him and my brother in scaling his business, Tillman Global Holdings, an investor, owner, and operator of telecoms assets around the world. Committed to instilling fairness and transparency across the telecoms industry, Tillman Global Holdings proved to be the ideal place for personal and professional growth.
As with any company just starting out, Tillman Infrastructure’s team was small, but agile. Titles were not structured or assigned, so I spent time across all sectors of the business, from hiring to operations, which allowed me to apply my skills and industry knowledge to scale the business.
By joining Tillman at its roots, I was able to grow simultaneously with the company, which is a unique opportunity I will always be grateful for. I was exposed to countless growth and leadership opportunities, and I learned everything I know today about towers from my incredible colleagues that have joined the business over the past several years.
As I took on this role as CFO, I was faced with the fundamental challenge of establishing credibility not only as a woman, but as a young professional in the field. Being the only woman in the room at countless meetings, I had to confidently assert myself and trust that my preparation, knowledge, and hard work would shine through. After 5 years as CFO, I was promoted to CEO of Tillman infrastructure in 2022. I find it crucial for women to be more involved in the industry. While telecom was historically perhaps a difficult industry for women to break into – and be recognized in – our role in this field is as important as ever. Digital infrastructure is the highway of our generation. Women should be trailblazers in this field and lead the charge on bridging the digital divide.
When I am interviewing potential hires, I am looking for core skills and the right values in a candidate. If a female applicant with extensive experience in this sector is hard to find, then let’s look for a talented female candidate in an adjacent industry. I want to challenge other c-suite executives to dig deeper and look harder for female and minority candidates. We should be willing to take a leap of faith and put our trust in a candidate’s raw talent, work ethic, and ability to creatively solve problems, whatever field they may be coming from.
I am so proud of the fact that, today, over 50% of our C-suite at Tillman Infrastructure is female. I also love that when I walk into a meeting with almost any of our customer partners, I am greeted by at least as many female leaders in the room as males. As I look even further down the chain – over 50% of the engineering class at Columbia University is now female. When I was a student, that figure was under 25%. I know that over the coming years we will see the percentage of female leaders in this industry continue to increase tremendously.
If you are a female looking to grow your career in telecom or digital infrastructure, I encourage you to stay curious, be willing to adopt a creative approach to problem solving, take ownership of decision making, work diligently towards your goals, and have confidence in yourself. Pursue areas that are of interest to you, and don’t be afraid to speak up.
Lastly, reach out to senior women in the field, as I know so many of us are passionate about supporting and mentoring the next generation of female leaders. WWLF is a great place to connect with women in the industry as are the local chapters of State Wireless Associations.
