Grace Perry

I attribute my success to a combination of curiosity, resilience, executive empathy, and an ability to turn complex technology into business value.

I’ve always been driven to understand not just what technology can do, but why it matters to the business. Whether I’m working with a C-suite executive in CPG, a pharmaceutical organization, or a global manufacturer, I start by understanding their strategy, their economics, and the problems they are trying to solve. Then I connect the technology to an outcome that matters—growth, productivity, risk reduction, speed, or competitive advantage.

I also believe deeply in earning trust before asking for the business. The best enterprise relationships I’ve built have come from becoming a strategic advisor rather than simply a salesperson. That means being willing to challenge assumptions, ask difficult questions, bring new ideas, and stay engaged when an opportunity becomes complicated.

Finally, I’ve never been afraid of change. My career has evolved alongside some of the biggest technology shifts—from enterprise software and SaaS, to cloud, data and analytics, and now AI. I’ve consistently put myself at the intersection of where technology is going and where businesses need to go.

That combination—curiosity, resilience, the ability to connect with executives, and relentless focus on measurable outcomes—is what I believe has allowed me to consistently perform at a high level and build a career around transformational growth.

The best career advice I ever received was: “Don’t wait for someone to give you permission to become the person you want to be.”

That advice has stayed with me throughout my career because the biggest opportunities rarely come with a perfectly defined path. You have to be willing to raise your hand, take the difficult assignment, walk into rooms where you may be the only person who looks or thinks like you, and have the confidence to contribute your perspective.

I’ve applied that mindset every time technology has changed the rules—from enterprise software and SaaS, to cloud and now artificial intelligence. Rather than waiting for the market to tell me what my role should be, I’ve tried to stay ahead of where the market is going and build expertise before it becomes obvious.

I also believe the advice has a second meaning: your career is ultimately yours to build. Find the problems you are passionate about solving, surround yourself with people who challenge you, keep learning, and never underestimate the value of being willing to take the next big swing.

That philosophy has allowed me to repeatedly reinvent myself—and to turn periods of tremendous technological change into some of the most meaningful opportunities of my career.

Don’t make yourself smaller to fit into the room. Build the expertise that makes the room better because you’re in it.

Technology moves incredibly fast, and when you’re early in your career, it can be intimidating to feel like you need to know everything before you have earned a seat at the table. You don’t. Be curious, ask smart questions, and become exceptionally good at understanding the business problem—not just the technology.

I would also tell young women to learn how the business makes money. Understand the customer, the P&L, the economics, and what keeps the CEO and board awake at night. Technical knowledge will get you into the conversation; business acumen and the ability to create measurable value will keep you there.

Find sponsors, not just mentors. Mentors give you advice; sponsors put your name forward when you aren't in the room. Build relationships with people who recognize your potential and are willing to advocate for you.

And finally, take the opportunity before you feel completely ready. Some of the biggest moments in my career came when I stepped into something that stretched me—whether that was moving into a new technology category, selling at the highest levels of an enterprise, or embracing the next wave of AI.

You don't need to have the entire career mapped out. Stay curious, build credibility, take calculated risks, and never confuse being underestimated with being unqualified.

The technology industry needs more women who are willing to lead—not just participate. Be one of them.

I believe the biggest opportunity—and simultaneously the biggest challenge—is moving AI from experimentation to measurable business value.

Organizations have invested heavily in AI, but many are still struggling with the same fundamental question: How do we turn all of this technology into meaningful growth, productivity, and competitive advantage? The technology is advancing faster than many organizations can adapt their data, operating models, talent, governance, and leadership structures around it.

That creates an enormous opportunity for leaders who can bridge the gap between technology strategy and business strategy.

I see this particularly across industries like CPG, pharmaceutical, life sciences, and manufacturing, where AI can fundamentally reshape everything from revenue growth management and consumer insights to drug development, manufacturing, supply chains, workforce productivity, and decision-making. The opportunity isn't simply to automate existing processes; it's to rethink how companies operate and compete.

The challenge is that AI transformation requires more than buying technology. It requires executive alignment, high-quality data, responsible governance, workforce adoption, and a clear connection to the P&L. Companies that treat AI as an IT initiative will struggle. Companies that make it an enterprise business strategy can create enormous advantage.

I believe we are at the beginning of one of the most significant business transformations of our careers. The winners won't necessarily be the companies that deploy the most AI. They'll be the companies that know where AI can create the most value—and have the organizational courage and discipline to act on it.

That's the space I've chosen to operate in: helping executives move from AI vision to execution, and ultimately from technology investment to measurable business value.

For me, the values that matter most are integrity, purpose, resilience, and relationships. I believe in doing the right thing even when it is difficult, staying curious and continuously learning, and using my work to create meaningful impact. I also value courage—the willingness to take risks, speak up, and pursue what I believe is possible.

In my personal life, family, authenticity, gratitude, and giving back are especially important. Ultimately, I want to build a life and career that are not just successful, but meaningful—one where I can help others grow, create opportunities, and leave things better than I found them.