What does female leadership actually look like in the boardrooms of cybersecurity firms and IoT companies? For Susanne Emonet, a VP who has navigated some of tech's most male-dominated spaces, the answer has less to do with authority than with trust, knowing whose superpower to tap, and having their back when it counts. From judging startups at MassChallenge Switzerland, to teaching design thinking to executives, Emonet has built a career defined not by climbing hierarchies, but by solving real problems alongside the right people. In a conversation with FLS, the executive reflects on meaningful innovation, the barriers women still face in tech leadership, and why surrounding yourself with people who are nothing like you might just be the best career advice there is.
1. You've worked across industries, from IoT to agriculture tech. What has been the common thread guiding your career decisions?
Tech is fun, especially when it is used to solve real problems.
Throughout my career, I was fortunate to work in industries, projects and on products that bring true value — clearly a huge driver for my decisions. Even better: Most of the time, I had some incredible people around me. People that I trust, that are complementary to me, that I learn from and with and that make work fun.
2. How would you define your leadership style today, and how has it evolved over time?
I never aimed to be a leader. I simply like to do things well and to have a positive impact. For that, I always had to work with others — as unfortunately there are lots of things that I don't know how to do. From early on, this has been and still is the core of how I lead, independent of hierarchical power. I do not tell others what to do, but ask them for their support, their thoughts and their contribution. On a side note: there are some people for whom that leadership style does not work…
3. As a VP in cybersecurity and IoT, both heavily male-dominated spaces, what has female leadership actually looked like for you in practice?
All my roles have been in rather male-dominated environment and my leadership style, as described above, worked quite well. Imagine highly qualified experts in a team — we are speaking globally known cryptographers or mathematicians… no supervisor would be able to tell them what exactly to do. As a leader you simply have to understand what their superpower is, provide some guidance on the objectives, let them do their magic, give them room and have their back.
4. What barriers do you still see for women entering or growing in tech leadership roles?
The first barrier is within us: we need to simply do it. Learn, apply, take your space.
Secondly: make sure you don't take things too personal, but rather with a healthy dose of humour. Nothing funnier than the office guest, who gives you his coffee order without even saying hello… to then be welcomed by you as the VIP host with the super title.
5. Considering today's landscape, what keeps you resilient when leading through uncertainty or change?
The people I trust and know I can count on. No matter what organization I work for, no matter what mountain of problems I have in front of me, they are always there.
6. You've emphasized building technology that creates real impact. How do you distinguish between "innovation" and "meaningful innovation"?
For me, understanding the real value proposition is key. What problem do we solve? Does it make a real difference for someone.
7. You teach design thinking and business model innovation — what's the biggest misconception executives have about innovation?
Both approaches are very clear and executives on all levels understand. The harder part is the leadership style that is needed to foster the culture that is needed for these innovation methodologies — which is often very different between existing businesses that need to deliver and grow and innovation environment, where you need to experiment.
8. When you judge startups at MassChallenge, what separates the founders who truly impress you from the ones who don't?
The ones who seriously care about the market and their clients.
9. In your experience, what are the defining traits or characteristics you see in the most successful founders?
The magical power of being visionary and yet open to listen, learn and change when needed.
10. What advice would you give to people venturing into this industry?
Surround yourself with people that are not like you and that you trust.
- As a leader you simply have to understand what their superpower is, provide some guidance on the objectives, let them do their magic, give them room and have their back.
- The first barrier is within us: we need to simply do it. Learn, apply, take your space.
- The magical power of being visionary and yet open to listen, learn and change when needed.