We posed four questions to five other women influencers. Listed below in alphabetical order, two of them work for independent dealerships and the other three represent a cross-section of channel partners—one from an OEM, another from a software firm, and one from a leasing company:
- Meghan Acciavatti, Regional Solutions Director – East Coast, Access Control Devices Inc. (ACDI, Bronxville, New York)
- Stephanie Keating Phillips, Director of Production Print and Solutions, Advanced Imaging Solutions (AIS, Minnetonka, Minnesota)
- Maegan Lujan, Director, Solutions and Services Marketing, Toshiba America Business Solutions (TABS, Irvine, California)
- Shannon Stangl, Regional Sales Manager, North America – Office Equipment, DLL Group (Wayne, Pennsylvania), a subsidiary of Rabobank Group
- Danielle Wolowitz, Executive VP & Co-owner, Shore Business Solutions (Wall Township, New Jersey)
One topic we inquired about is how more widespread diversity and inclusion has changed the game. “When I first started in the industry,” recalled Wolowitz, “the women were present, but maybe not in the key roles. It definitely varied by organization, but over the first 10 to 15 years of my career, I frequently found myself as the only female at the table when we were in the larger, global meetings. At local meetings, it was 50/50 if there were other women in key roles but, then again, I was also one of the younger ones, so regardless of how many women were on the team I usually contended with the age factor as well.”
“It made things interesting for sure, but never in a bad way: just interesting,” Wolowitz reflected. “Today the shift has definitely happened in our industry with more women in key roles at manufacturers and dealers, at least locally. Internally at our company, I’m constantly pushing for not only the women to take on key roles but also giving the younger generation coming into this industry a chance. If my first boss hadn’t taken a chance on the 19-year-old college girl who didn’t know anything about office technology, I wouldn’t be here today. I feel it’s my mission to continue to give that chance to the next generation as much as possible and expose them to all of the opportunities that were presented to me,” said Wolowitz, who today co-owns Shore Business Solutions together with her husband, Chris.
“It’s up to them what they make of it,” Wolowitz continued. “We strive to create a culture of diversity, inclusion, and growth. Our core values reflect that, and we hire based on passion and determination, not only skill set. That is what sets up a culture of success, regardless of gender or age.”
We also asked about what the office technology industry can do better to be more accepting of women in key leadership roles. “The industry has made progress,” acknowledged AIS’s Keating Phillips, “but there’s still work to be done. True inclusion comes from building cultures where women are empowered not only to lead—but to lead authentically,” she noted.
“Making the investment in young women in our industry in imperative,” Keating Phillips concluded. “We need to identify and support high-potential women early in their careers: provide leadership training, mentorship, and sponsorship opportunities that prepare them for executive roles.” Here’s what else this pair and their three peers voiced:
MV: Please share a pivotal moment in your career that significantly influenced your path to leadership.
D. Wolowitz: That’s an easy one. It was my first international business trip to Japan. I was newly married (only one month) and in the role of a product manager. I was asked to represent the Americas in a global team and lead our local group for a significant product and brand launch.
Being asked to take on such a significant local and global role opened my eyes to what could be. I realized at that time that if I set my mind to it, there was nothing to stop me. All of the stereotypes of being a female in a male dominated Japanese organization went away. I was being judged purely on skill level and, if I continued to improve my skill, I would continue to excel in what I did. That trip made all the difference in the world, and the people that were a part of that team all played a key role in crafting my future in this industry. We came from so many different backgrounds and worked seamlessly as a unified team. Language barriers went away, titles were left at the door, friendships were formed, and we all worked towards a common goal. I never thought this industry would afford me those opportunities and challenges and I wanted more of that. I thrived on it, and I was determined to continue on the path and replicate that passion in everything I did.
S. Stangl: I’ve always found deep fulfillment in working collaboratively and embracing a servant leadership approach. Supporting others in their personal and professional growth has been a consistent source of motivation throughout my career.
A pivotal moment that significantly influenced my path to leadership was being selected to represent my organization on the ELFA Small Ticket Business Council Steering Committee. This committee plays a key role in shaping the direction of the Equipment Leasing and Finance Association (ELFA), with a specific focus on financial services organizations engaged in transactions under $250,000. Our work involved identifying the evolving needs of this segment and providing strategic recommendations to the ELFA Board.
Serving on this committee was both energizing and transformative. It reinforced my passion for professional development and highlighted the value of engaging with peers across the industry. It also broadened my perspective on leadership—showing me the impact of contributing beyond the walls of my own organization.
This experience helped shape my leadership style and deepened my commitment to mentoring others. Today, I actively encourage my colleagues to seek out external networks and growth opportunities. My greatest professional joy comes from watching team members evolve into confident, capable leaders who drive meaningful change in our industry.
M. Acciavatti: I’ve always loved two things: technology sales and people. Being in sales leadership has allowed me to bring those passions together in a meaningful way.
Throughout my career, I’ve naturally gravitated towards helping those around me, whether it’s strategizing, mentoring, or simply being a sounding board. I’ve always felt immense pride when a colleague crushes a goal, especially if I’ve played even a small part in that success.
There wasn’t one defining moment that launched me into leadership—it was more of a natural evolution, shaped by consistent support and belief from the leadership team at ACDI [President & CEO Josh Lane, COO Greg O’Briant, and Business Development VP Mark Hart] each recognized leadership qualities in me, even before I fully saw them in myself, and encouraged me to lean into those strengths.
Today, it’s the greatest honor of my sales career to serve as a leader at ACDI. I take deep pride not only in what I accomplish, but in being part of my team’s wins—professionally and personally. Leadership isn’t a title to me; it’s a commitment to showing up for my people and helping them grow.
M. Lujan: One pivotal moment came when I realized that leadership wasn’t just about doing the work—it was about owning the vision. That shift started when I was named a Women Influencer by The Cannata Report in 2019. It was the first time I saw myself not just as a contributor, but as a voice with a perspective that mattered.
Since then, I’ve moved from implementing strategy to building it—crafting go-to-market plans, launching category-shifting products, and mentoring rising leaders. But the most important part of that moment wasn’t the recognition: it was the responsibility that came with it.
As I often say, you are the CEO of your own brand. Be intentional. That mindset changed the game fo me. I stopped waiting for permission and started leading with purpose.
S. Keating Phillips: I’m not sure there was one pivotal moment that set me on the path to leadership—it was more of a journey that started early in life. I’ve always gravitated toward being the go-to person, someone others could rely on. Growing up in a family business, I had the unique opportunity to watch my father lead and grow AIS, which gave me a strong foundation. I’ve been able to learn from his example while also carving out my own path.
Athletics also played a big role in shaping my leadership style. Serving as a captain in both high school and college athletics taught me what strong, effective leadership looks like: accountability, communication, and the ability to rally a team toward a shared goal. Those same principles translate directly into business. Today, one of the things I enjoy most is working closely with all the different departments at AIS—understanding what matters most to each team and finding ways we can collaborate and grow together.
MV: What specific challenges have you faced as a women influencers in the office technology industry, and how have you successfully navigated or overcome these obstacles?
M. Lujan: Early on, I often felt like the outsider—no college degree, a hungry sales rep, a background in foster care, and one of the few women at the table. I was constantly proving myself. And at times, I tried to shrink myself to fit in.
But I learned something powerful: your perceived disadvantage can become your differentiator.
What I lacked in pedigree, I made up for in performance, storytelling, and strategic execution. I leaned into the unique lens I bring—and I stopped trying to blend in. One quote that guided me was: “Be the CEO of your own brand.” That became a rally cry for me—and a shift toward authenticity and confidence.
I also learned that leadership isn’t about doing it alone. Community, mentorship, and trusted allies were key. I’m especially grateful to the male leaders who didn’t just open the door for me—but encouraged me to keep walking through it.
S. Keating Phillips: I started in this business when I was 22, and let’s just say the copier world looked very different back then. I joke that industry events were full of men with mustaches, red ties, and a whole lot of cologne. I was fortunate to grow up in a family where expectations were the same for boys and girls, so when I entered the workforce, I carried that same mindset with me.
Navigating my career while also being a wife and mom in a male-dominated industry definitely came with its challenges, but those experiences only made me stronger and more resilient. I’ve learned how to lead with confidence, advocate for myself, and stay true to who I am.
Now, 27 years later, it’s incredibly encouraging to see how far we’ve come—more women in leadership roles, more young women pursuing sales degrees, and more balance in the room. It’s a shift that gives me real hope for the future of our industry.
M. Acciavatti: One of the biggest challenges I’ve faced hasn’t come from external forces—it has come from within.
When I became a mom, I felt I had to hide that part of myself in the workplace. Even though I worked for a family-first company, I still worried that needing to step away because my child was sick—or simply acknowledging my role as a mother—might make others think I was somehow “less” capable.
Over time, I realized that mindset wasn’t serving me—or anyone around me. I began reframing those thoughts. Becoming a mom has actually made me more efficient, more empathetic, and more purposeful. It has sharpened my ability to prioritize and helped me see the world, and my work, with fresh perspective.
It also made me more attuned to others. Everyone is at a different stage in life, whether they’re raising kids or not, and those experiences bring unique value to the table. I’ve learned to not only embrace where I’m at—but also to celebrate where others are. Well . . . that shift in perspective? It has changed the way I lead.
D. Wolowitz: Is it crazy to say that most of the challenges have been self-imposed? It had nothing to do with being a woman in the industry—I never looked at it that way—and everything to do with excelling in the tasks at hand. Early on, a mentor sat down a team of individuals from various facets of our business. After watching a presentation we had worked on, he made us rethink everything with one phrase: ‘Are you striving for GOOD or settling for GOOD ENOUGH?’ Needless to say, we went back to the drawing board and spent the entire night working as a team to produce the best product possible.
From that day forward, the pressure that I have put on myself to perform at my highest, to surpass expectations and be the go-to in whatever capacity I held in the moment was probably my biggest challenge. Without even realizing it, I found myself repeating that phrase in everything I did, individually and as a team. Most of the time we met the challenge head on, but it took me years in the manufacturer side of this industry to realize that we just couldn’t accomplish everything we set out to do. That stumbling wasn’t a sign of failure but a realization that it was okay to not be the go-to, it was okay to step back and breathe once in a while. Once I realized that, the self-imposed pressure and stress began to melt away and I started to enjoy the moments of success.
S. Stangl: The office technology industry has historically been male-dominated and, early in my career, I often felt the pressure to work twice as hard as my male counterparts just to gain equal recognition. Like many women in business, I once believed I needed to meet every qualification in a job posting before applying—while watching men pursue similar roles with only a portion of the listed experience. That hesitation held me back more than once.
What changed for me was the support of strong mentors, active engagement in industry events, and a commitment to continuous learning—whether through books, podcasts, or meaningful conversations with peers. These experiences helped me build confidence in my leadership abilities and recognize the value I bring to the table.
Today, I’m proud to be seen as a strong leader within my organization. I make it a point to share my journey openly, especially with emerging women leaders, in hopes that my story can help them move forward with greater confidence and fewer doubts than I once had. Empowering others to step into their potential has become one of the most rewarding aspects of my career.
MV: With the industry becoming more diverse, how have you seen the inclusion of more women influence the workplace culture among the organizations you serve?
S. Keating Phillips: The growing inclusion of women in our industry has had a powerful and positive impact on workplace culture across our company. As more women step into leadership, sales, service, and technical roles, we’re seeing more collaboration, empathy, and diversity of thought—qualities that drive innovation and long-term success.
Ultimately, having more women at the table creates a better balance and brings fresh perspectives that challenge the status quo in the best way. It’s not just about representation—it’s about creating environments where everyone, regardless of gender, feels heard, supported, and empowered to lead.
S. Stangl: Over nearly 30 years in this incredible industry, I’ve witnessed a powerful and positive shift—from a predominantly male-led environment to one that is becoming increasingly balanced in terms of gender representation, especially in leadership roles. Whether driven by generational change or the unwavering determination of women pursuing leadership and ownership positions, this evolution has been both inspiring and transformative.
With this shift has come a noticeable change in leadership dynamics. Women leaders often bring a distinct and valuable approach—leading through inspiration, fostering collaboration, and creating inclusive, high-engagement environments. They tend to be empathetic, active listeners, and strong communicators who prioritize trust and team cohesion.
These qualities have had a profound influence on workplace culture. Organizations are becoming more people-centered, innovative, and resilient. In today’s fast-paced and ever-evolving business landscape, these leadership traits are not just beneficial—they’re essential for driving sustainable growth and long-term success.
M. Lujan: The inclusion of more women has brought a noticeable shift—not just in leadership, but in how we lead. I’ve seen more empathy in decision-making, more collaboration across silos, and more focus on solutions that work for real people, not just processes.
At Toshiba, I’ve had the privilege of working with women, such as Kerstin Woods who bring both strategic sharpness and emotional intelligence to the table. That balance is powerful. It’s not about creating a women vs. men dynamic—it’s about creating space where everyone can lead fully, bring their perspective, and be heard.
And when young professionals—men and women—see diversity in leadership, it tells them that success isn’t one-size-fits-all. That’s the kind of culture I’m proud to be building.
M. Acciavatti: I’ll never forget the day a colleague told me, ‘It makes me more comfortable at this company because there is a woman in leadership. Especially a woman like you who isn’t afraid to share ideas and help reshape how things are done.’
That moment hit me hard—and it’s stayed with me. It reminded me that diversity in leadership isn’t just symbolic. It’s transformational.
When you create space for different viewpoints—especially from women and underrepresented voices—you unlock innovation. The best environments I’ve seen are ones where differences are not just welcomed, but sought out.
Leadership diversity doesn’t just influence business outcomes. It shapes how people show up, how comfortable they feel, and how empowered they are to lead themselves. That comment proved it to me.
MV: What can the office technology industry do better to be more accepting of women in key leadership roles?
M. Lujan: We need to move from intention to infrastructure. Recognition, mentorship, and panels are great—but systemic change is even better.
That starts with sponsorship—leaders actively advocating for women, not just mentoring them. It continues with visibility—celebrating the achievements of women in tech so others see what’s possible. And it’s supported by structure—pay transparency, leadership programs, and flexibility that honors both performance and humanity.
But most importantly, we need to stop thinking of this as a women’s issue. It’s a people development opportunity. It’s about finding individuals with curiosity and character and cultivating them to become high-value leaders.
Some of my greatest champions in this industry have been men—leaders who saw potential and invested in it. I’m grateful for them. And I want to be that person for the next wave of talent, regardless of gender.
This work isn’t about exclusion. It’s about elevation—for all of us.
S. Stangl: To create a more inclusive and equitable office technology industry, we must first recognize that women in leadership roles have earned their positions through hard work, talent, and dedication. Progress happens when we move beyond outdated perceptions and collaborate as equals—when male colleagues actively support and champion female leaders, not as competitors, but as partners in shared success. That support starts with listening—truly listening—to women’s ideas with the same openness and respect you would expect in return. It means challenging the status quo, seeking out diverse perspectives, and embracing complementary strengths. When we do this, we unlock innovation, strengthen our teams, and drive better business outcomes.
Leadership is not defined by gender—it’s defined by vision, integrity, and the ability to inspire others. True inclusion means not just making space for women at the table but valuing their voices once they’re there. When women are in leadership roles, know that those positions were earned—not given—and that their perspectives are essential to collective success.
By fostering a culture of respect, equity, and allyship, we can build a stronger, more dynamic industry—one where everyone has the opportunity to lead and thrive.
M. Acciavatti: Invite women to the table. Challenge them. Support them. You won’t regret it.
If the office technology industry wants more women in key leadership roles, it starts with intentional inclusion—not just in theory, but in decision-making spaces. Too often, we wait for women to prove they’re ready before extending the opportunity. Instead, believe they are, and give them the room to grow, lead, and reshape the future of this industry.
I’ve seen firsthand the impact of being invited, challenged, and championed—and I’m committed to doing the same for the next generation of leaders.
D. Wolowitz: It’s not necessarily what can the industry do better, but to me it’s what the current leadership within the industry can do. Let me tell you a brief story. When I first became VP of marketing for one of the manufacturers, I asked a key executive what I thought was a very important question: ‘What can I do as a newly appointed young female VP to ensure that the parent company leadership and our partners (dealers) accepted me in the new role?’ That key executive looked at me and very simply stated (I’m paraphrasing), ‘First of all, they won’t care if you are PURPLE, you are the right person for the job. It is more important to remember to stay humble and that those above you will want to teach you what they have learned over the years and know that you are receptive to their teachings.’ My outlook changed that day, and when I interview candidates for roles I always think back to that day.
My advice to the industry leaders today: Don’t worry about gender, age, or race when looking at leadership roles, focus on the right person for the job. If that person happens to be a 30-year-old woman, then great, but it could be a 25- or 50-year-old man, too. The demographics won’t matter if the skills are there. Leadership needs to be open to change in general for us to continue to thrive as an industry. If that happens, then naturally you will see a more accepting industry overall.
