“When women feel confident in their leadership style, they change the very culture of the workplace.”

For The Peak Singapore’s International Women’s Day 2025 feature, “How They See It” spotlights women redefining leadership in their industries. Verena Siow, president and managing director of SAP Southeast Asia, leads a tech powerhouse that powers 84 per cent of global commerce. She shares her thoughts on how technology serves as a great equaliser, how SAP is embedding AI and digital transformation across industries, and why true leadership isn’t about having all the answers — it’s about showing up, making an impact, and paving the way for those who come next.

“Growing up, I never pictured myself in boardrooms or delivering keynote speeches to thousands. But the journey that brought me here — a path that included moving to Budapest in my university years, navigating an unfamiliar culture, and eventually carving out my space in a male-dominated industry — taught me that leadership is rarely linear. More often, it’s a series of choices, some deliberate, others unexpected, but all pushing you towards something greater.

SAP’s vision has always been clear: to improve people’s lives and help the world run better. That might sound ambitious for an enterprise software company, but when you step back and consider that 84 per cent of global commerce is generated by SAP customers, you start to realise the scale of what we do.

The coffee you drink, the hotels you stay in, the banks you trust with your savings — there’s a good chance SAP is quietly ensuring everything runs smoothly behind the scenes. And as businesses grapple with the rise of AI, machine learning, and predictive analytics, our role in helping them stay agile and competitive has never been more critical.

For me, technology is a great equaliser. It has the power to break down barriers and create opportunities in ways that few other industries can. At SAP, we don’t just talk about innovation; we embed it into everything we do. Our Business AI capabilities allow companies to make faster, smarter decisions — optimising supply chains, reducing waste, and transforming customer experiences. But beyond the technology itself, we’re also focused on something just as important: inclusivity.

Diversity isn’t a corporate slogan. It’s a mindset, a way of ensuring that different voices shape our products, our policies, and our leadership. Globally, women make up 35.6 per cent of SAP’s workforce, but in Southeast Asia, we’ve gone further — 49.3 per cent of our employees are women, and 43.3 percent of leadership roles are held by women.

They represent a shift in what leadership looks like and a challenge to outdated norms about who gets a seat at the table.

That shift extends beyond SAP. Through initiatives like ASEAN Data Science Explorers and the ASEAN Social Development Programme, we’ve empowered over 24,000 underserved youths — 59 per cent of them female — with digital literacy training, while also supporting women-led social enterprises. These programmes are proof that when companies prioritise inclusion, they create not just opportunities, but systemic change.

Yet transformation, whether in business or in culture, doesn’t happen overnight. One of the biggest misconceptions I’ve encountered is the belief that change is a singular event — a new policy, a fresh initiative, a bold statement. But real change is an ongoing process, often uncomfortable, requiring continuous effort and commitment. It’s like building muscle memory: You don’t see results immediately, but with consistency, the impact becomes undeniable.

In my own career, I’ve had to unlearn the belief that leadership means having all the answers. Early on, I battled imposter syndrome, especially as I stepped into more senior roles. I questioned whether I belonged in rooms filled with seasoned executives, whether my voice carried enough weight.

The turning point came when I stopped focusing on proving myself and started focusing on the work — on solving problems, on making decisions, on showing up fully even when I didn’t have all the answers. Over time, the confidence followed.

Public speaking was another challenge. The thought of standing in front of an audience, articulating a vision, used to make me deeply uncomfortable. But like any skill, it’s something I honed through practice. I learned that the key isn’t in what you say, but in how you connect with people. Now, I welcome the opportunity to engage with audiences, to share ideas, and to champion the things I believe in.

As a mother of two young women, I’m acutely aware of the balancing act between career and family. There were moments when I felt stretched too thin, trying to be present in both worlds. But if there’s one lesson I hold onto, it’s that boundaries matter. Being fully present — whether in a boardroom or at a family dinner — is more valuable than trying to be everywhere at once.

And leading by example matters too. My daughters see a world where leadership isn’t defined by gender but by capability, and that alone gives me hope for the future.

That future, however, isn’t guaranteed. Even as more women enter leadership roles, the gender employment gap persists. Women are upskilling at record rates, yet we still see disparities in promotions and access to high-impact opportunities. This is where organisations must take proactive steps — ensuring that leadership tracks are designed with equity in mind, that mentorship isn’t just available but actively encouraged, and that sponsorship, the kind that propels women into senior roles, is prioritised.

Beyond opportunity, we also need to redefine what leadership looks like. Traditional models tend to value assertiveness and directness, but research shows that organisations thrive when they embrace diverse leadership styles — ones that prioritise adaptability, empathy, and collaboration. The most effective leaders aren’t those who conform to a singular mould, but those who lead with authenticity. When women feel confident in their leadership style, they change the very culture of the workplace.

Today, what keeps me optimistic is the undeniable momentum for change. More companies are prioritising diversity, younger generations see inclusivity as the norm, and networks of women-led businesses and mentorship platforms are stronger than ever.

The conversation is demonstrably louder and more action-driven. And while we may be far from reaching full gender parity, every step forward accelerates the next.

At the heart of it all, leadership isn’t about titles or power. It’s about paving the way for those who come after you, creating environments where diverse perspectives thrive, and ensuring that the next generation inherits a world where ambition isn’t limited by gender. That’s the legacy I hope to leave behind.”