This year’s trio of Women Influencers personifies the powerful intersection of legacy and leadership. The three executives we selected inherited the legacy of businesses their fathers built along with the responsibility to guide these dealer organizations through the changing channel landscape. As you will see, each was chosen for valid reasons. Collectively, they have risen through the ranks of their family- owned dealerships to focus on the challenges faced within their own dealership and the office technology industry at large. The operations they oversee span the United States, from North Carolina and Ohio to New Mexico.
Janene Aul, Jocelyn Gorman, and Lauren Hanna dove into the delicate balance of honoring their company histories and cultural heritage while effectively steering their transformation as business shifts—from a hardware-centric model to a digital, services-oriented approach. “We recognized that our customers needed more than hardware support,” explained Hanna, who presides over Blue Technologies Smart Solutions (BTSS), the managed IT and technology services of Cleveland-based Blue Technologies. The formation of BTSS, she noted, has “allowed us to expand our role from office equipment provider to full technology partner, supporting customers through managed IT services, cybersecurity, cloud communications, workflow automation, compliance, and business continuity solutions.”
Watch our 2026 WOMEN INFLUENCERS video.
Aul, CEO of Systel Business Equipment, shared that acquisitions also play a major part in strengthening “market presence, expanding expertise, and creating additional expansion opportunities” for the Southeast dealership. In the Southwest, DSI President Gorman added a sentiment that seems to be the common theme across all three dealerships: “While our solutions have grown, our purpose has remained the same: building strong partnerships and contributing to the success of the communities we serve,” Gorman said. These three dynamic leaders share a commitment to preserving the values that built their family businesses while positioning them for long-term success in an industry that continues to evolve.
Janene Aul
CEO of Systel Business Equipment
Fayetteville, North Carolina
What is the history of your dealership?
JA: Systel Business Equipment was founded in 1981 by Keith Allison in Fayetteville, North Carolina. Systel has grown to almost 250 employees and 13 locations throughout North Carolina, South Carolina, and Georgia, becoming one of the largest independent office equipment dealers in the Southeast. Keith’s three daughters, Jacqueline Smith, Cara Spencer, and me, joined the company in 2007 and have recently assumed senior leadership roles, completing a successful transition to second-generation leadership and continuing the same company mission of commitment to the highest level of customer service and satisfaction in business solutions.
Over the past 45 years, Systel has evolved from a company focused on analog copiers and fax machines into a broader business technology organization offering managed print and IT services, production print, and
document solutions. One of the reasons Systel has continued to grow is our willingness to adapt to industry changes while staying true to our values of taking care of our customers and employees. We continue to evolve through strategic growth initiatives, acquisitions, and technology investments while still operating with the same family-oriented and customer-centric mindset.
What are some of the ways your company is modernizing business practices: any new policies, technologies, and processes that you’re implementing?
JA: For Systel, our biggest areas of focus are becoming more proactive, data- driven, and efficient in the way we support customers and operate internally. We have invested heavily in remote support capabilities, operational visibility, and systems that allow us to respond faster and more efficiently to customer needs. We are also actively exploring AI initiatives and workflow automation opportunities to streamline business processes and information access across several areas of the business, including customer support, service operations, analytics, and sales.
We recently created a director of remote intelligence position that will drive these AI and automation initiatives for us, not to replace people but to help our team become faster and more proactive in the business. We also recently implemented Microsoft 365 and are using Copilot to assist in everyday tasks with emails, documents, and workflows as well as using Power BI and AI-driven analytics to provide managers with faster access to data and actionable summaries.
In terms of diversifying dealership product and service mix, how are you expanding and improving profitability beyond traditional hardware?
JA: While print and hardware remain a very important part of our business, Systel continues to expand around the customer with additional offerings such as document management workflows, production printing services, managed IT, phone systems, furniture, and mailing systems. We continue to explore strategic partnerships that will add value to our portfolio and offerings for customers. Our most recent partnerships with Mimaki, RISO, and FP Mailing have added substantial opportunity for our growing production print division. Strategic acquisitions also continue to play an important role in strengthening our market presence, expanding expertise, and creating additional expansion opportunities.
Balancing tradition with innovation must be difficult. Can you share your perspectives on the challenges faced when having to make a change to the family business and bridge generational divides?
JA: One of the biggest challenges in any family business is the balance of honoring past success but also making the changes necessary to prepare the company for future success. The key is making the changes in a way that doesn’t totally disregard past success but builds upon it so Systel employees can recognize the benefits of a change and understand the why behind it. I think each generation brings its own strengths, and it can get complex navigating the generational divide from either direction, but what’s important is to not lose sight of the objective you are trying to accomplish, regardless of differing perspectives or approaches. If you can all agree on the end goal and work backwards, it helps get everyone in alignment and move things forward.
Favorite accomplishment: What are you most proud of since assuming your lead position?
JA: What I am most proud of since my sisters and I have taken over is re-engaging the corporate leadership team in the why, where, and how. Why are we here; where are we going; and how will we get there? We have worked on setting company vision and strategy, goal setting, action plans, and solving key organizational challenges together. I think teamwork is really important, no one can do it alone. We have a great Systel team and it makes me proud to see employees embracing Systel’s core values on a daily basis—one being teamwork. We even do a weekly companywide video that includes these core values kudos and shoutouts so the entire
company can celebrate together.
Vision for the future: Moving forward, what are your personal goals and those for the business?
JA: Moving forward, our company focus is on strategic and sustainable growth. This year, Systel budgeted for 10% growth. We want to continue expanding organically and through the right acquisitions while remaining true to the Systel mission that has always been the foundation of our success. We completed one acquisition in 2025 with a goal to do another acquisition before the end of 2026. Also, each department within the company has set goals that they establish each year, measured monthly and reported companywide on a quarterly basis. Our goals for employees are to continue to develop, increase communication, and increase operational efficiency to enhance employee experience. For our customers, our goal is to continue to deliver the best customer service and satisfaction in business solutions that will differentiate Systel and strengthen our market presence throughout our geography.
For a specific personal goal, it relates to our Systel Net Promoter Score metric, which is how our customers rate us and I am very passionate about this one. We finished last year with the highest annual score in company history at just over 92, so my goal this year is to surpass that!
My broader personal goal and my ‘why’ is to continue building a company that creates opportunities for employees and customers, delivers exceptional customer service, and remains strong for future generations. When customers think of office technology in the Carolinas or Georgia, I want them to only think Systel!
What is the biggest challenge facing office technology dealers heading into 2027?
JA: I believe one of the biggest challenges facing Systel and other dealers heading into 2027 is being able to adapt quickly. Business challenges seem to be coming more quickly now with market uncertainty, tariffs, fuel costs, hiring, rapid AI development, and overall margin pressures. I believe people are the key to adapting quickly. You need the right people and team in place, not only to recognize the opportunities and create the plan to go after them, but also the experience to foresee any problems that may arise and how to solve them. With print volumes declining, dealers must evolve into broader technology and solutions organizations while still maintaining profitability and the customer service-driven model that sets us apart from most industries.
The evolving role for women in the office technology industry: Any overall observations and advice for young women in the channel?
JA: It has been encouraging to see more women in leadership roles as well as in sales and service at Systel and across the industry. Networking groups like Konica Minolta’s Step Together Program have also been a great addition to the industry for women. My advice would be to never stop learning and listening. Learn and understand as much as you can about your area, the business and the operating systems. Listen for problems and help solve them.
Gaining an understanding of how the business operates and being able to solve problems can prove valuable for senior-level leadership positions or even working cross-functionally with other departments. The more knowledge and confidence you have with these areas, the more opportunities and trust you create for yourself within the company. Learning from those with experience or a skill is very valuable as well. I’ve been fortunate to listen and learn from some incredible Systel employees, family members, advisors, and industry veterans throughout my career, and those experiences have been invaluable.
Jocelyn Gorman
President of Document Solutions, Inc. (DSI)
Albuquerque, New Mexico
What is the history of your dealership?
JG: DSI was founded in 1997 as Document Solutions Inc., one of New Mexico’s first authorized toner remanufacturing companies. Over the past 25+ years, we have grown from a traditional imaging dealership into a technology solutions provider serving organizations throughout New Mexico and West Texas. In 2014, we expanded our capabilities by launching our managed IT services division, and more recently have continued investing in areas such as audio/visual integration to better support our customers’ evolving technology needs. As our business evolved beyond documents, our brand evolved with it, transitioning from Document Solutions Inc. to DSI to better reflect the broader technology solutions we provide today.
While our solutions have grown, our purpose has remained the same: building strong partnerships and contributing to the success of the communities we serve. As a family-owned business, we have always believed that caring for people, operating with integrity, and investing in our communities are the foundation of long-term success. Today, we continue building on that legacy while thoughtfully evolving to meet the changing needs of the businesses we serve.
What are some of the ways your company is modernizing business practices: any new policies, technologies, and processes that you’re implementing?
JG: Internally, DSI has invested heavily in leadership development, accountability systems, and role alignment. We use culture index throughout the organization to better understand communication styles, leadership strengths, and how people naturally operate. That has helped us make better hiring decisions and create clearer paths for growth.
Operationally, we are becoming much more data driven. We are implementing AI tools, automation platforms, workflow technologies, and more proactive service systems to improve both customer experience and internal efficiency. We are also focusing on cybersecurity, cloud-based solutions, and business process optimization because clients are no longer looking for a copier vendor. They are looking for strategic partners who can help them operate smarter.
One of the biggest shifts has been moving away from reactive thinking. We are building systems and processes designed to scale intentionally instead of relying on tribal knowledge or “the way it’s always been done.”
In terms of diversifying dealership product and service mix, how are you expanding and improving profitability beyond traditional hardware?
JG: Expense control and operational discipline have become a major focus for our business at DSI. While diversification has always been part of our company’s identity, we have become much more intentional about how and where we invest. We recognize that every dollar saved directly impacts the bottom line, so profitability is not only about generating new revenue streams but also about managing the business efficiently and strategically.
Beyond imaging, our managed services and AV integration divisions are important long-term growth opportunities for us. We believe our market in New Mexico positions us extremely well to succeed in those areas because of the relationships, reputation, and customer trust we have already established over decades. Rather than trying to become everything to everyone, our focus is on identifying the areas where we can truly be the best and continue building expertise around those solutions.
Our diversification strategy is also closely tied to recurring revenue and longterm customer relationships. We focus heavily on solutions that create stability and sustainable growth over time. At the same time, we remain deeply committed to our imaging business and the local customers that built our company.
Balancing tradition with innovation must be difficult. Can you share your perspectives on the challenges faced when having to make a change to the family business and bridge generational divides?
JG: I am deeply grateful to my dad for the space he has given me to grow and make decisions without placing expectations on me to lead exactly the way he would have. I know how difficult that must be when you have spent your life building something you care so deeply about. DSI has been his ‘baby’ for decades, and I have a tremendous amount of respect for the trust and freedom he has given me to help shape the future of the company.
Family business is incredibly rewarding, but it also comes with unique challenges and high emotional stakes. You cannot simply leave things at the door at the end of the workday
because business decisions directly impact the people you love most. Conversations around leadership, accountability,
succession, ownership, and future vision are far more personal in a family business environment.
We have become much more intentional about defining excellence, measuring performance, and empowering people to lead independently. I strongly believe accountability is not about micromanagement. It is about giving people clarity, ownership, and the confidence to succeed in their roles. We have also become more disciplined strategically. Instead of saying yes to every opportunity, we spend more time evaluating whether something truly aligns with our strengths, values, and long-term vision.
There is also a constant balance between protecting the business and protecting the family. One of the most important lessons my parents instilled in us is that our love and respect for each other must always be greater than titles, ownership percentages, or money. That perspective has helped guide difficult conversations and decisions as we continue planning for the future of both our business and our family relationships.
Favorite accomplishment: What are you most proud of since assuming your lead position?
JG: My favorite accomplishment is not one specific thing or milestone. Honestly, if a leader believes they personally “did that one thing,” they are probably missing the point of leadership entirely. What I am most proud of is the mindset shift that has happened within the DSI organization from dependency to empowerment.
Over the last several years, I have seen our leaders and team members step into a completely different level of ownership, accountability, and confidence. Instead of coming to leadership only with problems, our team now comes with ideas, solutions, strategy, and execution plans already thought through. My role has shifted more toward providing guidance, alignment, and final approval instead of driving every decision or carrying every responsibility personally.
It has been incredible to watch how capable people truly are when they are given clarity, trust, accountability, and the freedom to lead in their own strengths. People consistently rise to a level higher than you even thought possible when leadership creates the right environment and then gets out of the way enough for them to thrive.
Vision for the future: Moving forward, what are your personal goals and those for the business?
JG: Moving forward, my goals for DSI are centered around steady, profitable growth and continuing to build a company that people across our state know, trust, and respect. We want to continue evolving into a forward-thinking technology company while staying grounded in the core values and relationships that built our business. I want DSI to be recognized not only as a leader in the areas we support, but also as a model company and one of the best places to work in New Mexico because of the way we care for people, develop leaders, and contribute to our communities.
A major focus for me is continuing to empower our leadership team so the business does not depend on me to drive the daily operations. I want our leaders to have the ownership, accountability, and confidence to make decisions, solve problems, and execute independently. Building a business that can weather storms that will always come.
Personally, my goals are deeply connected to my family and faith. I want to continue growing as a leader while also being fully present as a wife and mother. Success for me means never missing field trips, supporting my children’s schools, being at games and practices, prioritizing time with my husband, and continuing to invest my time into serving others and God. I do not believe leadership success should come at the expense of family, and I hope to build both a life and a business that reflect those priorities clearly. I want my children to see that leadership is ultimately about caring for people, serving selflessly, and reflecting God’s light in the way we live and lead.
What is the biggest challenge facing office technology dealers heading into 2027?
JG: There are many challenges facing dealers, and I do think some are unique depending on geography and market conditions, but an overall theme has remained fairly consistent: technology adoption and the willingness to evolve.
I think one of the biggest challenges facing office technology dealers heading into 2027 will be finding the right balance with automation, AI, and emerging technologies. Automation and AI are no longer future concepts. They are actively reshaping how businesses operate, communicate, analyze data, support customers, and create efficiencies. The challenge for dealerships is determining how to embrace and implement these technologies strategically without becoming distracted by every new tool or trend that enters the market.
Many organizations are still hesitant to adopt automation and AI because change can feel uncomfortable or threatening. At the same time, there is also a risk of moving too quickly without fully understanding how these technologies impact operations, customer experience, and company culture. Businesses have to learn how to leverage automation and AI to improve efficiency, decision making, and scalability while still protecting the human relationships and service experience that built this industry.
The evolving role for women in the office technology industry: Any overall observations and advice for young women in the channel?
JG: The role of women in the office technology industry continues to evolve in a positive way but, if I am being honest, it’s not fast enough! I see more women at industry conferences and speaking on the main stages, but I think our industry would be well served with all different perspectives in the mix.
One of the things I hope young women entering the industry understand is that they do not have to sacrifice family to have a successful career. If a company expects you to choose between being successful professionally and showing up for your family, you may be at the wrong company. Strong organizations should create opportunities for people to grow personally and professionally at the same time. I would also encourage young women to advocate for themselves and their careers. Do not expect others to automatically recognize your goals or create opportunities for you. If you want to grow, communicate that clearly and ask what it will take to get where you want to be. Be willing to learn, stay humble, and continue developing your skills and confidence over time.
There are incredible people in this industry who are willing to teach and support the next generation if you are willing to listen and learn from those who have walked the path before you. You do not need to spend your energy trying to prove yourself. Focus on learning, growing, and building strong relationships. And honestly, most people are figuring it out as they go more than they would probably admit.
Lauren Hanna
President of Blue Technologies Smart Solutions
Cleveland, Ohio
What is the history of your dealership?
LH: Blue Technologies was founded in Cleveland, Ohio, by four partners, including my father, who shared a vision of building a company rooted in relationships, integrity, and customer service. They believed businesses deserved more than transactional vendors; that they deserved trusted advisors who would stand behind the solutions they delivered.
What began as a regional office technology dealership steadily expanded through strong customer relationships, a commitment to service excellence, and a willingness to evolve with the market. After establishing a strong presence in Cleveland, the company expanded into Canton and later Columbus, continuing to grow our footprint throughout Ohio.
In 2021, we accelerated our growth even further through expansion into Toledo, Mansfield, and Youngstown, strengthening our ability to serve organizations across the state while maintaining the responsiveness and culture of a locally owned business.
What are some of the ways you are modernizing business practices: new policies, technologies, and processes?
LH: One of the biggest shifts Blue Technologies has made is moving from a reactive service mindset to a proactive business outcomes mindset. Our customers no longer want separate vendors for print, IT, cybersecurity, communications, and workflow automation. They want strategic partners who can simplify technology and reduce operational risk. We have modernized by integrating automation, cybersecurity, compliance, and managed services into the core of our business model. Internally, we are investing heavily in process standardization, data visibility, operational accountability, and scalable service delivery models.
We are also embracing technologies like AI-assisted workflows, security monitoring, cloud-based collaboration, automation platforms, and advanced analytics to help both our customers and our internal teams operate more efficiently. However, one thing we feel strongly about is that AI should enhance people, not replace them. We believe the future belongs to organizations that use AI to remove repetitive tasks, improve visibility, accelerate response times, and empower employees to focus on higher-value work that requires creativity, strategy, empathy, and relationship-building.
Equally important, we are modernizing leadership itself. We are building a culture where adaptability is valued more than “the way we have always done it.” Innovation is not a department at our company. It is an expectation across every role.
In terms of diversifying your dealership’s product/service mix, how are you expanding and improving profitability beyond traditional hardware?
LH: The traditional dealership model is evolving rapidly, and diversification is no longer optional. Hardware alone cannot sustain long-term growth in today’s environment. The biggest transformation has been shifting from selling devices to solving business challenges. That change impacts profitability, retention, and long-term value for both us and our customers.
Our strategy at Blue Technologies has been to expand into recurring revenue services that position us deeper inside the customer relationship. That includes managed IT services, cybersecurity, compliance services, cloud faxing, print management, VoIP communications, workflow automation, ECM solutions, and production print technologies.
We have also focused heavily on building partnerships that allow us to deliver complete solutions rather than isolated products. Customers want integration, simplicity, and accountability. They want one partner who understands how all the pieces work together. Another major focus has been vertical alignment. Industries like healthcare, education, legal, manufacturing, and local government all face unique operational and compliance challenges. By understanding those environments deeply, we can create much more meaningful and
profitable customer relationships.
We constantly test and vet emerging technologies. Our customers rely on us to stay ahead of change, yet we never want them to feel like guinea pigs. We take an intentional approach to innovation. Before introducing new solutions broadly, we invest significant time into understanding the technology, validating the value, building internal expertise, and ensuring we can properly support it long-term.
Balancing tradition with innovation must be difficult. Can you share your perspectives on the challenges faced when having to make a change to the family business and bridge generational divides?
LH: I actually do not believe in balance. I believe in presence. There are seasons when the business of Blue Technologies needs more from me, and there are seasons when my family needs more from me. Sometimes
multiple seasons can be experienced within the same week, day, month, or year. Life and leadership are constantly evolving, and trying to perfectly balance everything all the time can leave you feeling like you are failing everywhere. For me, presence means fully showing up wherever you are in that moment and giving your best to what matters most right then.
I am a proud wife of a business owner and a proud mom to two little girls: ages five and six. My family is what makes me the best version of myself. They keep me grounded, remind me what truly matters, and constantly challenge me to grow both personally and professionally. Being surrounded by ambitious, supportive people at home has shaped the way I lead at work.
In a family business, change can be emotional because legacy is involved. Previous generations built incredible foundations through hard work, resilience, and relationships. There has to be deep respect for that. But honoring tradition does not mean protecting old systems that no longer serve the future.
We are fortunate to embrace and bridge so many generations represented within our workforce. Different generations bring different perspectives, experiences, communication styles, and approaches to problem-solving. The more we can combine experience, adaptability, innovation, and fresh thinking, the better partner we become for our customers.
Favorite accomplishment: What are you most proud of since assuming your lead position?
LH: The moments that matter most are almost all tied directly to the people around me. The biggest successes are never individual accomplishments. They are the result of teams coming together, pushing through challenges, evolving, and building something meaningful together.
One of the most defining challenges of my career was transitioning into leadership over the MSP, ECM, and DX portions of Blue Technologies’ business. At the time, those areas represented a major shift from the traditional dealership model, and with that came a significant amount of skepticism. We were asking people to think differently, operate differently, and evolve alongside a rapidly changing technology landscape. There were moments when we had to completely rebuild parts of the team, reshape the culture, redefine expectations, and establish a new vision for what success looks like. That process was not easy. Growth rarely is. But I believed strongly in the opportunity we had to help customers navigate the future of business technology.
What I am most proud of is that we did not just build new offerings. We built teams that care deeply about delivering them the right way. We worked tirelessly to create service standards, operational processes, accountability, and customer experiences that could truly live up to the Blue Technologies name and reputation. Watching those teams evolve into trusted advisors for our customers has been incredibly rewarding. Seeing individuals grow into leadership positions, overcome challenges, embrace change, and help drive innovation throughout the organization has probably been the most meaningful accomplishment of all.
Vision for the future: Moving forward, what are your personal goals and those for the business?
LH: My personal goal is to continue building leaders. Sustainable growth does not happen because of one person. It happens when you create teams that can think strategically, adapt quickly, and lead confidently.
If I have learned anything over the past 15 years, it is that technology will never stop evolving. The pace of change is accelerating constantly. One of the most important things we can do as leaders is build teams that are capable of evolving alongside it. Technical knowledge matters, but adaptability, curiosity, communication, and a willingness to continuously learn are just as critical.
The organizations that will thrive in the future are not necessarily the ones with the most resources. They are the ones with teams that can pivot, innovate, embrace change, and continue growing through uncertainty. We have worked very hard to create a culture where our people are encouraged to challenge themselves, expand their skillsets, and evolve with the industry rather than fear it.
I also strongly believe the future belongs to companies that can combine high tech with high touch. Technology is becoming more automated, more intelligent, and more efficient, but relationships are becoming more valuable, not less. Customers still want trusted partners who understand their business, communicate clearly, respond quickly, and genuinely care about their success. Long term, I want our organization to be known not only for innovation and growth, but for building a culture where people genuinely care about each other, our customers, and the communities we serve.
What is the biggest challenge facing office technology dealers in 2027?
LH: The biggest challenge is identity. Dealers that still define themselves primarily by hardware will struggle. The industry is being forced to answer a difficult question: ‘What business are we really in?’
Customers are looking for strategic partners who can help them manage cybersecurity risks, hybrid work environments, automation, AI adoption, cloud infrastructure, communications, compliance, and operational efficiency. The dealership channel has a massive opportunity because we already have trusted relationships, but those relationships must evolve alongside our customers’ businesses and changing needs.
I believe one of the biggest differentiators moving into 2027 will not simply be technology offerings. It will be building the right team and culture behind those offerings. Organizations built around strong core values, adaptability, accountability, collaboration, and customer-first thinking will be the ones positioned to succeed long term.
Over the years, I have realized that you cannot build a future-focused company with people who are unwilling to evolve. The strongest teams are made up of individuals who are curious, growth-oriented, resilient, and willing to continuously learn. Skills can be developed, but mindset and values matter tremendously. We focus heavily on building teams that align culturally and are committed to growing together. That alignment creates trust internally, which ultimately translates into a better experience for customers. When you have teams that communicate well, embrace change, support each other, and genuinely care about solving customer challenges, you can evolve much faster as an organization.
Another major challenge is talent development. Technology is changing faster than ever, and companies must invest in people just as aggressively as they invest in technology. The organizations that win will be the ones that create environments where employees can continue learning, adapting, and expanding their capabilities as the industry changes around them. I also believe AI will dramatically reshape operational expectations. Dealers who leverage AI to improve service delivery, automation, analytics, and customer experience will create significant competitive advantages. But even with all of the advances in technology, people and relationships will remain the true differentiator.
The evolving role of women in the office technology industry: Any observations and advice for young women in the channel?
LH: The role of women in this industry has evolved tremendously, but there is still more progress to make. What excites me most is seeing more women stepping into operational leadership, sales leadership, technical leadership, and executive decision-making roles. The industry is becoming more diverse in thought, leadership style, and perspective, and I believe that ultimately makes organizations stronger.
I feel incredibly fortunate that this industry has so many strong female leaders to learn from and model ourselves after. There are women throughout this channel who have broken barriers, led through change, built incredible organizations, and paved the way for future generations. I hope to continue carrying forward that legacy of progress by helping create opportunities, developing future leaders, and showing other women that there is absolutely a place for them.
Women uniquely understand how to operate through constant competing priorities. Many women are simultaneously leading teams, building careers, supporting families, raising children, managing households, and carrying responsibilities both professionally and personally. Those challenges are very real, but I do not believe they limit us. In many ways, they sharpen us. The ability to adapt quickly, lead through chaos, communicate effectively, multitask, empathize, problem-solve, and remain resilient under pressure are strengths that translate directly into leadership.
I also think it is incredibly important to recognize the men in this industry who actively support, mentor, and develop talented women. Some of the most impactful leaders I have worked alongside have been men who recognized capability, work ethic, leadership potential, and results regardless of gender. That kind of leadership matters tremendously because strong organizations are built when people champion talent objectively and create opportunities for others to grow.
Personally, a tremendous amount of my success has come from the influence of strong women and men who never treated me differently because I was female or because I represented the next generation. They challenged me, supported me, pushed me to grow, and expected excellence from me. That shaped the way I lead today, and it reinforced the importance of building environments where people are respected for their work ethic, character, and contributions.
My advice to young women in the channel is to stop waiting until you feel fully ready. Growth happens through action, not certainty. Some of the biggest opportunities in my career came from stepping into situations where I did not have every answer yet, but I was willing to learn, work hard, and figure it out.
I strongly encourage young professionals to network with industry leaders they admire and be a sponge. Listen, ask questions, stay curious, and learn from people who have experience and perspectives different from your own. I would also encourage women to own their leadership style instead of trying to fit into someone else’s version of leadership. Strong leadership is not about being the loudest person in the room. It is about creating trust, building teams, solving problems, and driving progress.
Most importantly, surround yourself with people who challenge you, support you, and push you to grow. No meaningful success happens alone. The strongest leaders build strong teams around them and never lose sight of the people who helped them along the way.
Our 2026 Women Influencers:
Jocelyn Gorman (from left), Lauren Hanna, and Janene Aul.
Continuing the Conversation with Legacy Women Influencers Online
Following our profiles of the 2026 Women Influencers, The Cannata Report will continue celebrating the impact of women leaders in the office technology channel with a special Legacy Women Influencers Spotlight.
Women Influencers Jennifer Amatucci (2021), Laura Blackmer (2014), Chelsey Bode (2023), Erica Calise (2019), and Kay Fernandez (2014) will be featured in an in-depth Q&A panel debuting online in August. Drawing on their years of leadership and industry experience, these accomplished office technology leaders will share their perspectives on the trends shaping the channel, the challenges and opportunities facing today’s dealers, and the lessons they’ve learned throughout their careers.
The Legacy Women Influencers Q&A builds on the success of last year’s virtual panel. Through this series, we continue the conversation by spotlighting accomplished women executives whose leadership, insight, and experience are helping shape the future of the office technology channel.
