In late March this year, Hope McGarry became managing director of Ingram Micro Australia after less than three years at the company, having joined the company as director of its Advanced Solutions and Specialty Group in late 2022.
Having been mentored through her career, Hope has clear views on how to build a pipeline of talent for women in leadership roles.
A few months into her new role, she told techpartner.news that she saw encouragement of greater gender diversity in the Australian IT industry “as a responsibility, not just an opportunity”. We asked her about this and her other priorities.
techpartner.news: In a few years you’ve risen to the top of Ingram Micro’s leadership. What is it about this company that’s been a good fit for your skills and leadership style?
Hope McGarry, Ingram Micro: At Ingram Micro, I’ve found an environment that genuinely values bold thinking, collaboration and inclusion. The scale and diversity of the business means there’s constant opportunity to challenge the status quo, build new capability and deliver measurable outcomes – all of which energise me as a leader. My style is strategic but people-first. I believe in aligning vision with execution and investing in the people who will make it happen. Ingram Micro’s trust in its leaders to drive innovation, while also enabling us to mentor and elevate others, has made it a deeply fulfilling place for me to grow and contribute.
techpartner.news: Do you see opportunity in your new role to encourage greater gender diversity in the Australian IT industry?
Hope McGarry: Absolutely – and I see it as a responsibility, not just an opportunity. I’ve been fortunate to have had strong female sponsors and mentors early in my career, and it’s important to me to pay that forward. At Ingram Micro, I’ve worked to elevate women within our business, mentor emerging talent, and create platforms for visibility – such as our International Women’s Day panel. I’ll continue to use my role to champion diverse pipelines, equitable progression, and a culture where women feel seen, heard and supported.
I’ve been fortunate to have had strong female sponsors and mentors early in my career, and it’s important to me to pay that forward.
techpartner.news: Do you have any comments on how to build a pipeline of talent for women in leadership roles?
Hope McGarry: You have to start early and build intentionally. That means structured mentorship, succession planning that includes women, and visible role models at the executive level. It also means breaking down bias – conscious and unconscious – in how we assess leadership potential. At Ingram Micro we have robust talent and succession planning strategies in place. We also invest heavily in learning and development. One example is our Vendor Management Learning and Development Framework that gives people the tools to step up strategically. That’s one way we’ve ensured more women are ready when leadership opportunities come.
You have to start early and build intentionally. That means structured mentorship, succession planning that includes women, and visible role models at the executive level.
techpartner.news: You’ve previously mentioned the importance of having a mentor in a career. Can you name a mentor that was important in your career and why were they important? Can you share a story that brings that to life?
Hope McGarry: At Compaq, I was fortunate to be selected for the Women in Leadership Mentorship Program. I was also sponsored by the company to study at Macquarie Graduate School of Management. That level of belief in me, so early on, shaped my entire career. Every woman around me is someone I can learn and grow from irrespective of level, title or tenure. Mentorship is something I have sought my entire career both formally and informally and there is something to be learned from everyone.
techpartner.news: Can you elaborate on any specific leadership goals or priorities you have going into your new role?
Hope McGarry: My leadership focus is to build a culture that is always customer and people obsessed. This means being easy to deal with and delivering consistent, frictionless experiences. This is an exciting time at Ingram Micro as we transform ourselves into a true platform company courtesy of Xvantage, our global digital experience platform. We’re removing friction, reducing manual overhead, and helping our partners scale with less complexity. But digital transformation isn’t just about technology, it’s about people and we’ve invested in local experts to help our partners maximise the benefits. In terms of market segments, I’m also doubling down on resourcing the areas where we see momentum and scale.
As a leader, my style is hands-on with a bias for action. I’ve just toured the country with my team for our Executive Connect luncheon series with more than 250 of our key partners. This has been a valuable opportunity to share our market view and present current or emerging areas of hypergrowth for our partners. But it’s also about us listening and facilitating growth through connection and relationships, which is another big focus for us.
techpartner.news: You spoke recently at the Women in Technology (WIT) Network's inaugural Australian webinar. What was your message to that audience?
Hope McGarry: My message was based on observations and reflections on my own career journey in this industry that has given me so much. I believe that staying curious and open to change are critically important to development and progression, as is being deliberate in how you manage your career. Becoming complacent or losing my curiosity are my biggest fears as these would impact my ability to drive change and stay relevant to my customers, peers and my teams. Along with this I am a believer in listening and seeking out diverse perspectives because no one has all the answers.
A key point that I feel a responsibility to share is that hard work alone does not guarantee success. It’s important to communicate your ambitions clearly and build a network of advocates to help you get to where you want to go. I have had amazing mentors that have helped me, including in times of self-doubt, and have been instrumental in my development and progression. This has helped shape my leadership style, which is centred on creating supportive environments where team members can thrive and achieve their individual aspirations.
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