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"Beyond targets, I would also like to see ambition fully normalised for women, without judgement or compromise," shares Lynette Siow, CEO, Saint-Gobain Malaysia & Singapore.
What drew Lynette Siow (pictured above) to the construction and building materials industry was its tangible impact on shaping communities, workplaces, and everyday lives.
Over the years, that sense of meaning continued to shape her journey in what remains a largely male-dominated industry. Early in her career, Siow was given a significant responsibility – an experience that challenged her, sharpened her thinking, and pushed her to learn how to make sound decisions under pressure.
In technical and operational discussions, where there is often an unspoken expectation for women to establish credibility quickly, she focused on listening, learning, and continuously improving. Spending time on the ground, asking questions, and building a deep understanding of the business and the people behind it helped her build confidence and earn trust over time.
Today, as Chief Executive Officer of Saint-Gobain Malaysia & Singapore, Siow believes leadership is not about projecting certainty, but about staying curious, making informed decisions, and improving continuously.
Reflecting on her own journey, she encourages young women aspiring to lead large organisations to stay true to their values and surround themselves with people who both support and challenge them. For Siow, leadership is ultimately defined by the difference leaders make through the people they empower and the legacy they leave behind.
In this edition of Breaking Barriers, she speaks with Umairah Nasir about navigating change, building trust, and championing diversity in the construction industry.
Q What first inspired you to pursue a career in the construction and building materials industry, which is still largely male-dominated?
I was inspired to join the construction and building materials industry because every product or solution in this industry has a tangible impact on shaping communities, workplaces and everyday lives, and I found that deeply meaningful.
While it is still a largely male‑dominated field, the industry is evolving as it responds to challenges such as advancing a more sustainable built environment. This evolution creates space for fresh perspectives, and I believe women can bring diverse expertise, knowledge, and play an important role in improving the quality of life for people at scale, and shape how societies use energy and resources responsibly.
Q Looking back on your journey, what were some of the biggest challenges you faced as a woman rising to a CEO role, and how did you overcome them?
A defining moment in my career was being given significant responsibility early on. The experience challenged me, sharpened my thinking, and shaped my approach to leadership because I had to quickly learn how to think under pressure and make sound decisions that are effective. In a fast‑paced and traditionally male‑dominated industry, there is often an unspoken expectation for women to establish credibility quickly, particularly in technical and operational discussions.
I overcame this by being very intentional about learning. I spent time on the ground, asked questions, and built a deep understanding of both the business and the people behind it. Rather than trying to have all the answers, I focused on listening, learning and continuously improving. Over time, that helped me build confidence and earn trust.
After all, leadership isn’t just about projecting certainty — it’s about being curious, making informed decisions, and improving continuously.
At Saint‑Gobain, our commitment to making the world a better home has been a strong guiding force throughout my journey. It reminds me that leadership is not solely about performance but about creating meaningful impact for our teams, customers, and the communities we serve.
Q You have led major business integrations and acquisitions across Malaysia and Singapore. What leadership lessons helped you steer organisations through such complex changes?
Leading organisations through integrations and acquisitions reinforced for me that culture is a critical success factor. Integration is never just about systems or processes but it’s about aligning people around a shared vision, while respecting the diverse strengths and experiences each team brings.
I also learnt that leadership visibility and empathy matter greatly during periods of change. Being present, listening actively and engaging teams at all levels helps build trust and clarity. When people feel heard and understood, they are more likely to understand the reasons behind the change and commit to helping drive it forward.
Q You are passionate about encouraging women to join the construction sector. What do you think still holds many women back from entering this field?
Perception remains one of the biggest barriers for women as the construction sector is often viewed as traditional or physically demanding. However, that stereotype doesn’t fully reflect what the industry looks like today, where there is a breadth of opportunities and career paths, particularly in areas like sustainability and innovation.
But perception is often reinforced by what people see. For example, limited visibility of female role models in the industry, or site conditions or policies that aren’t always inclusive. When more women step into leadership roles within organisations such as Saint‑Gobain, it helps change perceptions and makes it easier for the next generation to envision themselves contributing meaningfully in this industry.
Representation sends a powerful signal that there is room to grow, lead and make an impact.
Q How can companies create workplaces where women in technical or industrial roles feel supported, valued, and able to grow?
It really starts with clear intention and making sure that intention shows up in everyday decisions, not just in policy or statements. Companies need to challenge unconscious bias and actively identify and remove barriers in hiring, project allocation, performance reviews and promotions. This means ensuring that women have real development pathways and equal access to critical, career-building opportunities. Companies also need to be consistent and transparent about how people are developed and promoted, using measurable, data-driven assessments instead of subjective criteria.
Just as importantly, leaders have to actively invest in talent through mentorship or coaching, and back women to lead projects, step into leadership and operational roles — this helps them build confidence through hands-on experience and continuous learning.
When organisations genuinely invest in people, track outcomes, and hold leaders accountable to take action in addressing gaps, that’s when women feel supported, valued and able to grow.
Q With over 15 years in the industry, what positive changes have you seen in terms of diversity and inclusion, and where is more progress needed?
Over the past 15 years, I’ve seen encouraging progress in diversity and inclusion across the industry. One of the more visible shifts is women stepping into leadership roles, successfully leading strategic projects, driving commercial outcomes, and taking on site‑based and operational positions that were once less accessible.
The industry’s growing focus on sustainability and innovation has also broadened the talent pool. As roles become more knowledge and solution‑driven (rather than physically oriented), it opens doors for people with a diverse range of skills, backgrounds and experiences to thrive.
That said, progress needs to be sustained through clear targets, measurable actions and accountability.
At Saint-Gobain Singapore and Malaysia, women now make up 38% of managerial positions, reflecting a strong commitment to building diverse leadership pipelines and embedding inclusion into how we grow and lead.
Beyond targets, I would also like to see ambition fully normalised for women, without judgement or compromise. The next generation should not feel they have to choose between leadership and authenticity, strength and empathy, or career and personal priorities.
Q Who or what has had the biggest influence on your leadership style and career decisions?
The biggest influence on my leadership journey has been Indra Nooyi, the former CEO of PepsiCo. Seeing an Asian woman lead a global organisation with such strategic clarity, resilience and authenticity was incredibly inspiring to me.
What resonated most was how she showed that strong business performance and empathetic leadership are not mutually exclusive and can coexist. Her journey reinforced my belief that leadership is ultimately about creating impact with integrity and how you treat people along the way. Those are principles that continue to guide me in my leadership every day.
Q If you could give one piece of advice to young women who want to lead large organisations one day, what would it be?
Stay true to your values and surround yourself with people who support and challenge you.
Leadership is about the difference you make through the people you empower and the legacy you build.
Lead image / Provided
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