How did you get into the industry and what has been your journey so far?
I didn’t enter digital media with a master plan to build a 25-year career in ad tech. I was drawn in because the internet felt like a structural shift, not just a new channel. It was obvious even early on that this technology was going to change how businesses scaled, how information moved and how value was created.
My early roles were supportive. I was often behind the scenes, supporting senior leaders, frequently men, helping drive projects forward and deliver results. Those roles weren’t glamorous, but they were formative. I had a front-row seat to how decisions were actually made. I saw who influenced outcomes and why.
What became clear was this: influence doesn’t come from proximity to power. It comes from owning outcomes.
I grew up in a system where women weren’t expected to lead or carry financial accountability. I knew early on that I wanted a different story for myself. I didn’t want to contribute to results indefinitely, I wanted to be responsible for them. So, at a pivotal moment in my career, just before becoming UK Country Manager at PubMatic, I asked to lead. I wanted the accountability. If I succeeded, it would be because I earned it. If I failed, it would be because I got it wrong.
That decision shaped everything that followed. Since then, my journey has mirrored the evolution of the internet itself. From portals to programmatic to AI-driven infrastructure. Always grounded in commercial ownership and long-term sustainability.
What struggles, if any, have you had as a women in the industry?
I wouldn’t describe it as struggle in isolation, but there were certainly realities to navigate.
Early in my career, I was often the only woman in commercial discussions. Leadership was frequently coded in a particular style, louder, more dominant, more visibly assertive. If you didn’t fit that mould, you had to find a way to demonstrate authority differently.
There were moments when I was doing the work behind the scenes without always receiving the visible credit. But rather than allowing that to create frustration, I treated it as an education. I focused on mastering the economics of the business. Revenue credibility is difficult to challenge.
The biggest shift came when I stopped waiting to be invited forward and started raising my hand. That requires comfort with risk. Leadership isn’t built in comfort zones, it’s built in accountability.
Which women do you look up to and why?
I’m inspired by women who take risks when the outcome isn’t guaranteed.
The women I admire most are those who move toward accountability rather than away from it. They step into roles that stretch them. They choose the uncomfortable path because it expands their capability and in doing so, expand the path for others.
I look up to women who don’t just seek representation but reshape expectations. Women who build companies, carry revenue responsibility, influence policy, or enter technical spaces and elevate the standard by their presence.
What unites them is ownership. They don’t wait for permission. They build competence. They embrace discomfort as a growth strategy. Those are the leaders who change systems.
Where you would like your career to go over the next five years?
Over the next five years, I see myself continuing to operate at the intersection of commercial performance and strategic direction. Our industry is at an inflection point; AI, regulation, platform dynamics, and I’m motivated by helping ensure we scale responsibly while delivering growth.
What energises me is expanding impact rather than changing lanes. Contributing not just to regional performance, but to broader strategic thinking across the business and the ecosystem. The future will require leaders who understand both economics and accountability and I’m committed to continuing to build in that space.
What advice would you give other women in the industry?
First, understand the economics of the business. If you want influence, learn how value is created. Financial literacy is power.
Second, don’t wait for perfect readiness. Raise your hand earlier than feels comfortable. Growth rarely happens when you feel fully prepared.
Third, separate disagreement from identity. You can challenge ideas without diminishing yourself. Composure is a competitive advantage.
And finally, build your own board of directors. Leadership can be isolating. Surround yourself with people who tell you the truth and challenge your thinking.
Most importantly, don’t shrink your ambition to fit someone else’s expectations of leadership. The industry doesn’t need more conformity, it needs more accountability, more perspective and more women willing to step forward and own outcomes.
The path is wider than it was. And it continues to widen when more women choose not just to participate, but to lead.
Emma Newman, CRO, EMEA at PubMatic