Elevating First-Time Female Voices on Stage

Elevating First-Time Female Voices on Stage

Speakers: Poorna Rajaraman, Security Engineering Technical Leader, Cisco, Software Security; Deepika Gupta, Senior Leader, Cisco's Security and Trust Organization CTO team

Conference: BSides SF

YouTube: https://www.youtube.com/watch?v=XYG_9dfVH_w

Overview

In a compelling presentation at BSides SF, Deepika Gupta and Poorna Rajaraman from Cisco addressed a critical issue within the cybersecurity community: the significant underrepresentation of first-time female speakers on conference stages. Their talk, "Elevating First-Time Female Voices on Stage," unveiled a meticulously designed and tested mentorship program aimed at dismantling the barriers that prevent technically proficient women from sharing their expertise with a broader audience. The Deanna Initiative, a non-profit supporting first-time speakers, also sponsored this talk, highlighting the broader industry relevance of the problem.

The core of their discussion centered on a "visibility problem" rather than a talent deficit, arguing that abundant expertise exists among women in cybersecurity, but it often remains unseen due to self-doubt, lack of confidence in presentation skills, and the intimidating environment of professional conferences. Gupta and Rajaraman detailed their three-year journey in developing an internal Cisco program that cultivates a supportive, competition-free environment, enabling novice speakers to develop their presentation skills under the guidance of seasoned mentors. This initiative not only empowers individual women but also enriches the entire cybersecurity landscape by bringing diverse perspectives and novel insights to the forefront.

This article delves into the challenges identified by Gupta and Rajaraman, explores the innovative solutions implemented through their mentorship program, and outlines the tangible results and broader implications for fostering a more inclusive and robust cybersecurity community. By providing a replicable framework, their work offers a powerful model for organizations and conferences seeking to amplify new voices and bridge the persistent gender gap in public speaking within the tech sector.

Background

▶ Watch: Cybersecurity visibility problem for new speakers (2:00)

The journey to developing the "Elevating First-Time Female Voices" program began with a stark observation: despite a growing demand from conferences for more diverse speakers, the pipeline of first-time female submissions remained consistently small, often even nonexistent. Deepika Gupta recounted a personal anecdote that mirrored the common hesitation many women experience. Early in her career as an individual contributor, developing security monitoring tools and conducting secure development training, her mentor suggested she submit a talk to a conference. Her immediate reaction was one of profound self-doubt: "Oh no, I don't think I'm expert enough." This sentiment, as her mentor wisely pointed out, highlighted that the issue was not a "talent problem" but a "visibility problem" within cybersecurity.

The speakers identified three primary challenges contributing to this visibility gap:

1. Self-Opting Out: The most significant barrier is that women often self-opt out before even entering the submission pipeline. Unlike some experienced speakers who might submit a Call for Papers (CFP) when their ideas are only 50% ready, many women feel they must be 100% prepared and unequivocally an "expert" before considering a submission. This internal hurdle prevents valuable technical contributions from ever being considered.
2. Gap Between Technical Expertise and Presentation Confidence: Many women are highly skilled cybersecurity professionals, deeply involved in complex work such as developing secure systems, responding to incidents, or securing critical infrastructure. However, their technical prowess often does not translate into confidence in public speaking or presenting their ideas on a stage. This disparity creates a bottleneck where expertise remains confined to internal teams rather than being shared broadly.
3. Intimidation by "Pros": First-time speakers, particularly women, often feel intimidated by the prospect of competing with seasoned professionals who have a long history of presenting at major conferences. This perceived competition can be a significant deterrent, leading individuals to believe they are "not strong enough" or "not expert enough" to stand alongside established figures in the field.

Recognizing these challenges, Cisco embarked on a mission to test a critical hypothesis: could an environment be created where first-time speakers did not feel the pressure of competition, thereby encouraging more women to step forward? Drawing inspiration from Gupta's own experience of co-presenting with a mentor, which provided a crucial "launching pad" and the security of having someone "have her back," the team envisioned a structured mentorship program. This program would aim to mitigate fear and intimidation, fostering the confidence necessary for women to transition from technical experts to confident public speakers.

Key Findings

▶ Watch: Key challenges for first-time female speakers (3:20)

The internal mentorship program, rigorously tested over three years at Cisco, yielded compelling results that validated the initial hypothesis: a supportive, competition-free environment significantly elevates first-time female voices. The program's growth and impact were clearly demonstrable through participation metrics and qualitative feedback.

In its nascent first year, participation was modest, primarily due to limited awareness. However, as the program matured and word spread, engagement soared. By the third year, 50 speakers raised their hands to participate, marking a substantial increase. Out of these, 38 speakers were successfully paired with mentors, carefully matched based on their technical domain and time zone to facilitate effective collaboration. While the program aimed to provide a platform for all participants, logistical constraints meant that 24 speakers were ultimately selected to present at the internal conference, a testament to the high volume of qualified submissions rather than a lack of readiness. This success underscored that the primary barrier was indeed confidence, which the mentorship program effectively addressed.

A pivotal finding was the program's ability to foster a 360-degree view of mentorship. Participants from the first and second cohorts, having successfully completed the program and often gone on to speak at external conferences (including BSides SF), returned to become mentors themselves. This organic growth and reciprocity not only accelerated the expansion of the speaker pipeline in the third year but also created a sustainable model where experience gained was reinvested into nurturing new talent. This demonstrated that the program wasn't just a one-off initiative but a self-perpetuating ecosystem for speaker development.

The program also successfully bridged the gap between internal development and external opportunities. After building a robust internal pipeline, the initiative began actively sharing CFPs from external conferences with its participants. This strategic move directly addresses the common complaint from conference organizers about the scarcity of submissions from diverse candidates. By preparing speakers internally and then guiding them towards external platforms, the program effectively created a pathway for these newly confident voices to reach a broader industry audience. Testimonials reinforced this success, with many participants expressing increased confidence and a strong desire to submit to external conferences. One notable success story involved a mentee who, after gaining confidence, even co-presented with her mentor at an external event, further illustrating the lasting impact of these relationships.

Moreover, the program encountered surprisingly little difficulty in recruiting mentors. Senior leaders, including VPs, directors, principal engineers, and senior engineers, enthusiastically volunteered their time. This demonstrated a strong internal appetite for supporting diversity and talent development. In some instances, senior mentors even delegated mentoring responsibilities to capable team members, effectively multiplying the program's reach and impact across the organization. The program's evolution also led to critical refinements, such as prioritizing time zone matching for mentors and mentees and establishing a speaker advisor committee to provide continuous support and mitigate the impact of mentor attrition, ensuring consistent progress for all participants.

Technical Deep Dive

▶ Watch: Origin of the mentorship program idea (5:50)

The "Elevating First-Time Female Voices" program at Cisco is structured around a sophisticated, multi-faceted approach designed to systematically address the identified barriers to public speaking. Its core methodology rests on a two-pronged approach: a "Call for Mentors" and a "Call for Speakers."

The Call for Novice Speakers is intentionally stringent, targeting individuals who have never spoken to an audience larger than 200 people. This strict criterion ensures that the program genuinely serves its purpose of empowering true first-timers. The ideal candidate is a technically expert individual—someone who might be the go-to person for complex problems within their team—but who lacks the confidence to put their name forward for public speaking. A robust vetting process, conducted by a dedicated volunteer team, ensures adherence to this "novice-only" guardrail. Interestingly, some women who have spoken once or twice might still self-identify as novices. In such cases, the program encourages them to consider transitioning into a mentorship role, leveraging their recent experience to guide others who are just starting out. This approach not only expands the mentor pool but also reinforces the program's ethos of giving back.

Concurrently, the Call for Mentors targets experienced speakers from Cisco's established speaker bureau—individuals who regularly present at high-profile conferences like RSA or Cisco Live. These seasoned professionals provide invaluable guidance, drawing on their extensive experience to shape budding speakers.

The heart of the program is its six-month mentorship pipeline, a carefully phased journey designed for comprehensive development:

1. Month 1: Matching and Onboarding: This critical initial phase involves meticulously matching speakers with mentors. The matching process considers not only the technical domain expertise of both parties but also their time zones. This pragmatic approach ensures that mentors and mentees can collaborate effectively without the burden of inconvenient schedules, fostering a stronger and more productive working relationship.
2. Months 2-4: Ideation and Content Development: During this period, mentors engage in one-on-one discussions with their mentees. They delve into the mentee's career history, exploring their projects, achievements, and challenges to identify compelling technical topics with a "strong story." This phase focuses on transforming complex technical work—such as developing secure systems, incident response, or infrastructure security—into a structured narrative suitable for a conference presentation. The emphasis is on uncovering novel insights, architectural diagrams, Proof of Concepts (PoCs), testing methodologies, or small models developed by the speaker.
3. Last 2 Months: Refinement, Dry Runs, and Preparation: The final stage is dedicated to iteratively refining the presentation. Mentees receive continuous feedback from their mentors and peers, adjusting their content, slides, and delivery. Multiple dry runs are conducted to hone their speaking style, timing, and ability to engage an audience. This rigorous preparation culminates in the mentee being ready to present at the internal conference.

Despite its focus on novice speakers, the internal conference maintains an exceptionally high technical standard. Abstracts are rigorously reviewed by a Technical Advisory Committee (TAC), composed of senior technical women and male allies who volunteer their time. The TAC employs a double-blind review process, ensuring that evaluations are based purely on the technical merit and novelty of the content, free from any personal biases. Abstracts are expected to demonstrate:

• Clear architecture diagrams
• Evidence of PoCs or practical implementations
• Detailed testing methodologies and results
• Development of small models or prototypes
• Validation of a clear hypothesis
• Demonstrable novelty, relevance, and timeliness for the target audience.

Crucially, the TAC does not simply reject submissions. Instead, they provide actionable feedback, guiding speakers and mentors on how to strengthen their titles, abstracts, and overall presentations. This constructive approach ensures that even if a talk isn't selected for the current internal conference, the speaker gains valuable insights that can be applied to future submissions, both internally and externally. The entire program is designed to mirror the rigor of external conferences, ensuring that participants are not only confident but also well-prepared to meet the demanding standards of the broader cybersecurity speaking circuit. The program's success has also led to the development of detailed playbooks, which have matured over three years and are available for sharing with other organizations interested in replicating this effective model.

Demo / Proof of Concept

▶ Watch: Program design: Call for mentors and novice speakers (7:30)

While this talk does not feature a traditional technical demonstration of a tool or exploit, the entire presentation serves as a compelling proof of concept for the mentorship program itself. The "demo" is the program's successful implementation over three years, evidenced by the significant increase in first-time female speakers and their subsequent confidence to present internally and externally.

The statistics presented—showing the growth from low participation in the first year to 50 speakers in the third year, with 38 paired with mentors and 24 ultimately presenting—are the empirical demonstration of the program's efficacy. The speakers highlighted that these numbers represent individuals who, without the program's structured support, would likely not have entered the speaking pipeline. Furthermore, the qualitative feedback from participants, who expressed feeling "so confident" and "so good about this journey," underscores the profound personal impact. The program's ability to foster a 360-degree mentorship model, where former mentees return as mentors, is a powerful testament to its self-sustaining nature and long-term viability. The ultimate "demo" is the tangible creation of a new generation of confident, technically proficient speakers ready to contribute their voices to the global cybersecurity dialogue.

Defensive Implications

▶ Watch: Strict vetting and 'novice only' guardrail (8:40)

While "Elevating First-Time Female Voices on Stage" does not directly address cybersecurity vulnerabilities or defensive strategies in the traditional sense, its implications for the broader security ecosystem are profound and inherently defensive. A robust cybersecurity posture relies not only on technology but also on a diverse and skilled workforce capable of innovation, critical thinking, and effective communication. The program's success in fostering new voices contributes significantly to this long-term defensive strategy in several ways.

Firstly, by increasing the visibility of diverse technical talent, the program helps to "defend" against the pervasive talent shortage in the cybersecurity industry. When more individuals, particularly those from underrepresented groups, are empowered to share their expertise, it broadens the collective knowledge base, encourages new approaches to complex problems, and inspires others to enter or advance within the field. This expansion of the talent pool is a crucial long-term defense against ever-evolving threats.

Secondly, a more diverse set of voices brings a wider range of perspectives to problem-solving. Different backgrounds and experiences can identify blind spots, challenge established norms, and propose innovative solutions that might be overlooked in a homogenous environment. This cognitive diversity is a powerful "defense" against tunnel vision and groupthink, leading to more resilient systems and more comprehensive security strategies. For instance, new speakers might bring fresh insights from specific domains or operational contexts that senior leaders might not be aware of, thereby strengthening the overall security posture of an organization or the industry.

Finally, the program's emphasis on mentorship and community building strengthens the human firewall within organizations and the wider industry. By creating a supportive environment where knowledge is shared and individuals are empowered, it fosters a culture of continuous learning and collaboration. This internal resilience, where experienced professionals actively uplift emerging talent, ensures that the industry is better equipped to adapt to future threats. Organizations can apply similar mentorship models to bolster internal expertise, cultivate thought leadership, and ultimately enhance their collective ability to "defend" against both technical attacks and the challenges of a rapidly changing threat landscape.

Key Takeaways

• Self-doubt is a primary barrier: Many highly skilled women in cybersecurity hesitate to submit conference talks, not due to lack of technical expertise, but due to self-doubt and a perceived lack of readiness, contrasting with more confident peers.
• Structured mentorship is a powerful enabler: A dedicated, six-month mentorship program designed to remove competition and provide guided development can significantly boost confidence and participation among first-time speakers.
• High technical standards are crucial for external readiness: Even programs for novice speakers must maintain rigorous technical review processes, like the double-blind review by a Technical Advisory Committee, to prepare participants for the demands of external conferences.
• A "360-degree" model fosters sustainability: Encouraging former mentees to return as mentors creates a self-perpetuating pipeline, accelerating growth and building a strong, supportive community within the organization and beyond.
• Actionable feedback and continuous support are vital: Providing constructive, actionable feedback rather than outright rejection, coupled with consistent check-ins and advisor support, ensures continuous improvement and prevents attrition.
• Replicable playbooks exist for community impact: The program's matured playbooks offer a proven framework for other organizations and communities to implement similar initiatives, addressing the "visibility problem" and fostering a more diverse and inclusive speaking landscape.

About the Speaker(s)

Deepika Gupta is a Senior Leader within Cisco's Security and Trust Organization CTO team. Passionate about fostering diverse talent and elevating new voices, Deepika shared her personal journey of overcoming initial hesitation to speak at conferences thanks to a supportive mentor. Her experience was a foundational inspiration for the program she co-presented, underscoring her commitment to creating opportunities for others.

Poorna Rajaraman serves as a Security Engineering Technical Leader for Cisco, specializing in software security. Poorna is a dedicated advocate for the "Elevating First-Time Female Voices" initiative, which she helped spearhead. This presentation at BSides SF marked her first time speaking at a major conference, making her a living testament to the program's success and the power of mentorship in empowering new speakers.