Women’s History Month is a moment to recognize the women shaping SentinelOne and to reaffirm a belief that guides how we operate: we are stronger when more voices shape our future.
That belief is not aspirational for us. It is operational. It is visible in how we shape our senior ranks and invest in future leaders. Women today represent half of our CEO’s direct reports and more than 40% of our SVP+ leaders, reflecting deliberate effort to expand access at the highest levels of decision-making.
At SentinelOne, advancing women into leadership is embedded in how we hire, promote, sponsor, and invest in talent across the company. It shows up in who shapes strategy, who owns high-impact work, and who is actively sponsored into greater scope.
That commitment starts with early-in-career talent. This year, women comprised the majority of our global intern cohort, reinforcing that representation begins long before someone carries a senior title. We sustain that momentum through intentional promotion decisions, thoughtful hiring, and continued investment in community and sponsorship.
For Women’s History Month, we interviewed four leaders whose work influences nearly every corner of our business: Ana Pinczuk, President of Product and Technology; Divya Ghatak, Chief People, Places, and Corporate Engagement Officer; Reeny Sondhi, Chief Trust Officer; and Blandine Delaporte, Senior Director of Solutions Engineering.
These women lead across product, people, trust, and customer impact — each with a different path to this moment. Yet they agreed on what moves women forward at SentinelOne: real access to opportunity, authority to decide, visible sponsorship, and the kind of psychological safety that allows people to speak up and stretch.
Give Authority, Not Just Responsibility
Ana Pinczuk is clear about one thing: responsibility without authority is not empowerment.
“It’s really important to highlight the projects and programs that are going to be the differentiators,” she said. “Leaders must put individuals in positions of decision-making authority.”
In Product and Technology, that means defining the big bets and then trusting leaders to drive them.
“By defining objectives and key results, it gives people a decision framework,” Ana said. “They have the freedom and authority to make decisions that turn those objectives into reality.”
She also challenges the idea that careers must move in a straight line.
“I tend to look at careers in terms of a lattice, as opposed to a ladder,” she said.
Women, Ana noted, often wait until they meet every requirement before raising their hand.
“Don’t limit yourself by the job title,” she said. “We tend to think that unless we check every box, we won’t put ourselves forward.”
Her own leadership style was shaped when she was given management responsibility at 26. It taught her to hold confidence and humility at the same time.
“Go into any new leadership position really confident, but humble in terms of learning,” she said. “That has been a good combination for me.”
Let People Help Shape Tomorrow
Divya Ghatak believes advancement starts long before a promotion.
“What accelerates women into leadership is not only hiring great talent,” she said. “It’s giving that talent a real hand in shaping what comes next.”
Her favorite way to do that is co-creation.
“Co-creating with my team members is my greatest joy,” Divya said. “That is when my ideas really come alive. Once you start whiteboarding and drawing a plan, the ideas really take flight.”
When people are invited to help frame strategy, not just execute tasks, they begin to see themselves as leaders. That shift matters.
Divya is very honest about the reality of growth.
“Growth does not always feel pleasant,” she said. “When you’re growing, you are doing hard things.”
For Divya, inclusion is about building a representative pipeline so leadership reflects the talent inside the company. She is proud of the progress SentinelOne has made, especially the increasing representation of women in senior roles that directly shape the business.
And when she sponsors someone into a stretch opportunity, she sees the return immediately.
“When it comes to mentoring, sponsoring and enabling talent, I feel you gain more than what you give,” Divya said.
Trust People, Then Let Them Move
In cybersecurity, caution is part of the job. Reeny Sondhi believes leadership requires something more.
“You’ve got to lean into what I call radical trust,” she said.
When teams are trusted to make decisions in real time, especially in high-stakes environments, they move faster and with more conviction. That speed builds resilience.
Reeny also draws a sharp distinction between representation and visibility.
“Representation to me is like a starting line,” she said. “Visibility is the finish line.”
Visibility means women leading complex conversations, presenting deep technical work, being recognized for their contributions even when they are not in the room.
“Mention a woman’s specific technical contribution in rooms that she isn’t in,” Reeny said. “Make them visible, make them shine.”
On readiness, she is direct.
“I would always encourage women to go into roles when they feel like they are 60% to 70% ready versus 100%,” she said. “Hiring managers have to be ready to make room for that 20% to 30%.”
For Reeny, that gap is not a weakness. It is where growth happens.
“When leaders create space instead of demanding perfection, they unlock potential that might otherwise stay hidden,” she said. “Radical trust, visible sponsorship, and room to stretch are how stronger, more confident leaders emerge and how teams become more resilient because of it.”
Dare Before You Feel Ready
There was a clear throughline in these interviews, and Blandine Delaporte summed it up well.
“Women don’t need to be perfectly ready,” she said. “They need to dare to take risks.”
She has seen the pattern throughout her career. Men apply for roles when they meet some of the requirements. Women apply when they meet all of them.
“Women need to take a chance,” she said. “Even if they only have 50% or 60% of the experience.”
Blandine has lived her advice. Years ago, she moved into a pre-sales leadership role without having done the job before.
“I was petrified during the first few months, until my confidence grew,” she said. “In the end, it was a good move.”
Later, Blandine joined SentinelOne in an international role that felt bigger than her experience at the time. Even now, she said, self-doubt still shows up. Her tactic is to treat doubt as noise, not a stop sign.
Through SentinelOne’s MentorOne program, she continues to invest in others and finds that she learns just as much in return. Blandine’s message to women early in their careers is simple.
“Do it, even if you have reservations,” she said. “You will not have regrets!”
Give To Gain
Building a more inclusive workplace is a commitment that thrives through mentorship, sponsorship, and intentional investment in talent. This year’s global theme for Women’s History Month, Give to Gain, is a powerful reminder that when we expand access and create opportunity, we unlock innovation, strengthen our teams, and move closer to realizing our vision of a safer future for humanity.
When leaders give access to meaningful work, authority to make decisions, visible sponsorship, trust in high-stakes moments, and the safety to speak honestly, everyone gains. Teams move faster. Ideas get sharper. Talent stays and grows. More people see themselves in leadership.
Women’s History Month is a celebration of the women who are already shaping SentinelOne. It is also a reminder that each of us can make room for the next voice.
Because we are stronger when more of us are part of the decision.