What it really takes to step into commercial leadership

Stepping into commercial leadership is a defining moment in any career, particularly in industries like automotive and mobility, where leadership pathways have traditionally been less visible for women and representation at the top remains uneven. 

Despite progress, women hold only around 31 per cent of executive leadership roles in ASX 300 companies, and just 14 per cent of CEO roles in the ASX 100. Navigating these environments requires capability, resilience and a willingness to lead change.

The encouraging reality is that success is being achieved by many exceptional women. In my experience, commercial leadership comes down to a few core principles: vision, data-driven decision-making, investing in people, resilience, forward thinking and courage.

Beginning with vision

I believe commercial leadership begins with clarity: understanding what you want to achieve personally, what your manager expects, and how that aligns with the broader direction of the business.

I knew early on that I aspired to become a business leader. In my early twenties, I would meet my dad in the garage most afternoons to talk through our day. He worked in senior management with an airline firm during a period of major structural change. I listened, asked questions and learned what it truly meant to lead through uncertainty with people at the forefront.

Those conversations shaped my ambition to one day become a "Chief" in a business, guiding teams through change while keeping purpose, people and culture at the centre.

However, strong leaders understand that the vision will evolve. In fast-moving markets, effective leaders must remain adaptable and ready to guide their teams through uncertainty even if conditions are not perfect. Leadership demands the courage to step up, embrace change and set the direction for others to follow.

Data is King

Effective commercial leadership is no longer a product of "gut feel" or historical precedent.

Data provides objectivity, clear targets and measurable outcomes that move performance beyond instinct. Metrics show what is working, where gaps exist and where opportunities sit.

Data goes beyond numbers. It captures the voice of the customer, turning NPS scores and reviews into actionable insights that continuously drive stronger outcomes and build lasting loyalty.

Never lose sight of the customer. They drive referrals, hold retention and form your brand's reputation every day for little cost. Real-time insights help strengthen sustainable growth for both the business and the teams supporting it.

Build the team and invest in people

Being a successful leader rests on the strength and diversity of the talent around you. 

I often think of the idea of an "unbalanced side". A football team full of goal kickers will not win without defence and midfield support. Leadership is the same. You need people with different strengths, perspectives and skillsets. 

Motivation grows further when you invest in their development. When you mentor and empower people with greater responsibility you actively lift up the next generation of diverse leaders. Performance becomes more resilient and scalable when teams feel supported and trusted.

Every few months, I like to practise "rinse and repeat" with colleagues. This means setting up collaborative workshops where the old whiteboard and butcher's paper come out. In these sessions, we reflect honestly on performance, refresh the energy, recalibrate strategy where needed and map the path forward. Keeping that clarity visible maintains momentum, accountability and focus.

Staying connected to the broader industry also matters. Corporate networks and memberships provide valuable development opportunities. At Karmo, we engage with organisations such as CPA Australia, the Chamber of Commerce, Women in Automotive and the East Coast Forum, which help strengthen capability and connection.

This focus is especially important in industries facing ongoing skills shortages, making talent development a strategic priority for any organisation looking to grow.

Resilience and forward thinking

Every successful role requires resilience. Plans will change, challenges will emerge and unforeseen circumstances can sometimes reveal unexpected opportunities.

I often joke that my proof of resilience is being an Essendon FC supporter. Not much else needs to be said.

The ability to stay steady, learn quickly and keep moving forward is essential. Adaptation is part of the role. Progress often comes through repetition: refine, improve and go again.

At the same time, leaders must remain forward looking. Industries like automotive can be deeply traditional in their methods, but a clear vision can shift that mindset. At Karmo, we are challenging conventional car access through subscription. It is a relatively new segment for Australians and it is exciting to be part of that change.

Mobility is undergoing significant transformation as technology reshapes consumer expectations and access models evolve. Embracing innovation while maintaining disciplined execution is one of the most compelling aspects of commercial leadership today.

Courage makes the difference

Ultimately, stepping into commercial leadership requires staying true to yourself. As a woman, that includes embracing qualities such as empathy, humility and loyalty, while making decisions with the customer and your team at the forefront. These traits strengthen traditional leadership styles and bring valuable balance to commercial environments.

Courage is what brings it all together. Courage to lead through uncertainty. Courage to challenge legacy thinking and courage to speak with conviction, especially in rooms where women may still be underrepresented.

Women are increasingly shaping the future of industries like mobility and technology, and commercial leadership is stronger, more innovative and more sustainable when more voices are part of the conversation. The change women bring enhances leadership teams and broadens how success is defined.

Lean in ladies.