Natasha Marshall

I attribute my success to the experiences and growth I’ve gained throughout my 11-year career in mining engineering. Over the years, I’ve had the opportunity to step into leadership roles that challenged me to think outside the box, lead with integrity, and deliver results in complex environments. Equally important to me has been my commitment to mentoring and developing young engineers, helping them build confidence, technical competence, and a strong sense of professional purpose. Supporting others’ growth has not only strengthened our teams but has also been a driving force behind my own continued success.

Early in my career, after leaving the first mine I worked at in Chile, I moved to Canada. I stepped into a role very similar to my previous one, and it didn’t take long to get up to speed with the new operation. At the time, I was still young, with less than five years of experience, and I felt I had so much more to learn.

Then, an opportunity for an operations supervisor role came up. Transitioning from a technical role into operations wasn’t something I had ever considered. My mentor, however, encouraged me to apply. I was nervous—I felt completely out of my element as an engineer, used to working on designs rather than coordinating people and plans. I doubted my skills and worried I might be treated differently because of my background.

One piece of advice stuck with me: “If you can do 30% of what the role requires, you can grow and learn the remaining 70%. If you take on something you’re 100% ready for, you’re not challenging yourself to grow.”

That perspective changed everything. Since then, my career has pivoted from technical to operational and back again, and the experience of working directly with operators on the ground made me a far better problem solver and leader. It taught me that stepping out of your comfort zone isn’t just about taking risks—it’s about gaining skills, perspective, and confidence that you can carry forward for your entire career.

If I were speaking directly to young women entering the mining industry, I’d start by saying that building confidence comes from building competence. Spend time learning the fundamentals, get into the field, ask questions, and really understand how the operation works end to end. That technical grounding gives you credibility and, just as importantly, the confidence to speak up and contribute.

I’d also encourage women not to feel pressure to fit a traditional mould. Mining needs different perspectives, especially as operations become more complex. You don’t need to have all the answers on day one — but your perspective still matters, and often it’s the questions you ask that lead to better outcomes.

One thing I learned over time is the importance of having both mentors and sponsors. Mentors help you grow; sponsors are the people who advocate for you and put your name forward when opportunities come up. Be intentional about building those relationships, and don’t underestimate the value of strong peer networks along the way.

I’d also say be proactive and open to opportunities, even when they feel uncomfortable. Some of the most valuable experiences in my career came from roles I didn’t feel fully ready for at the time. Growth rarely happens inside your comfort zone.

Most importantly, remember that leadership isn’t about a title. It’s about how you show up, the decisions you make, and how you support the people around you. If you stay curious, grounded, and willing to learn, there’s a long and rewarding career in this industry — and there’s real opportunity to help shape it for the better.

From my perspective as a mining leader, the industry is at a critical inflection point. Demand for critical minerals is accelerating, while operations are becoming more complex—deeper orebodies, higher costs, tighter regulatory requirements, and rightly so increased expectations around safety, sustainability, and community engagement. One of the biggest challenges is ensuring we have the capability, systems, and people in place to execute well in that environment.

Talent is a central issue, and diversity is a key part of the solution. We’re navigating an aging workforce while asking teams to adopt more digital, integrated, and data-driven ways of working. Developing future leaders who can operate confidently across technical, operational, and people roles is essential. Mining has historically drawn from a narrow talent pool, and that is no longer sufficient for the challenges we face today. Attracting, retaining, and advancing underrepresented groups is both a leadership responsibility and a competitive advantage. Diverse teams bring broader perspectives, better decision-making, and stronger outcomes—particularly in complex, high-risk operational settings. Strong integrated planning, better use of data, and closer alignment between engineering and operations can unlock real value—improving productivity while reducing risk. Leaders who focus on integrated planning, clear decision-making, and inclusive cultures will be best positioned to deliver safe, sustainable, and resilient operations for the long term. Ultimately, the companies that thrive will be those that treat complexity as something to be actively managed, not avoided, and view leadership, culture, and execution discipline as core competitive advantages.

The most important values in both my work and personal life are integrity, accountability, respect, and balance.

Integrity underpins everything. In mining, decisions have real consequences for safety, people, and communities, and I believe strongly in doing the right thing even when it’s difficult or unpopular. That same value carries into my personal life—being honest, consistent, and trustworthy in how I show up for others.

Accountability is also critical. I value taking ownership of decisions, learning from outcomes, and being willing to adjust when something isn’t working. In leadership, that means creating clarity and standing behind my team; personally, it means being reliable and following through on commitments.

Respect is central to how I work with people. Mining is a team sport, and the best outcomes come when different perspectives are heard and valued. That extends beyond the workplace as well—listening first, treating people fairly, and recognising that everyone brings something different to the table.

Finally, balance matters. This is a demanding industry, and I’ve learned that sustainable performance depends on looking after yourself and maintaining perspective. Making time for life outside of work keeps me grounded and enables me to lead with clarity and resilience.

At the end of the day, these values guide my decisions and shape how I lead—both professionally and personally.