# Glynis E. Devine

Glynis E. Devine works with IT and cybersecurity organizations to develop women leaders, including through leadership programs and work focused on sustainable performance and retention.

- Profile: https://b2binfluencer.marketing/creators/glynis-e-devine/
- LinkedIn: https://www.linkedin.com/in/glynisedevinespeaker
- LinkedIn followers: 6,504
- YouTube: https://www.youtube.com/channel/UCYNd1eLhFsplectPwQthVyA
- Topics: leadership, cybersecurity, community-building
- Based on 10 dated posts, latest 2026-10-06

## Summary

Glynis E. Devine is most useful for women's leadership development in IT and cybersecurity.

- Best for: A cybersecurity company proposing a women's leadership program to improve retention and customer-facing leadership.
- Not for: A product vendor seeking technical comparisons, benchmarks, SOC tool demos, or trial signups.
- Check first: Confirm audience demographics, recent post results, and partnership terms before contacting.

### Takeaways

- Sustained performance is designed, not willed.
- Retention is a misalignment problem, not a pay problem.
- Customer insight breaks when people closest to customers are not in the room.

## Main ideas

- **The claim that women juggle too much to lead well is backwards**: Devine argues that the broad skill set women candidates bring is an advantage in high-stakes technical leadership, not a distraction from it. They make the case by pairing a leadership framework with outside research: a Fortinet finding that women candidates cited more soft skills and mentioned analytical skills far more often than men, and Cloverpop research that gender-diverse teams made better decisions more often than all-male teams. They tie that advantage specifically to incident response and security strategy, rather than leaving it as a general point about diversity.
- **Sustained performance is designed, not willed**: The Women-Coded Leadership Blueprint sets out three practices for carrying a heavy load: decide deliberately what to say yes to, protect energy with real boundaries and micro-recovery, and build a network of mentors, sponsors, advocates and peer communities. The premise is that capacity is a design problem, not a test of personal endurance, making it teachable and checkable. Devine points to a specific peer community, mywitcommunity.com, as the third practice in action.
- **Retention is a misalignment problem, not a pay problem**: For MSP owners in Eastern Canada, Devine argues that a talent crisis cannot be solved with salary alone. People cite money when they leave, but misalignment is the real reason — and revenue leaves with them. The claim that makes it an owner's problem is that misalignment can be spotted and corrected before it costs a client. Ask for attendance and measured retention results; the post announces the session and its premise but does not report them.
- **Customer insight breaks when the people closest to customers are not in the room**: Devine argues that when women with the sharpest view of customers doubt their right to speak or are absent from the room, the feedback loop that keeps a company aligned to its customers breaks down. That connects leadership development to commercial outcomes: feedback taken without defensiveness and translated into decisions that protect and grow revenue. The guest views belong to Teresa Anania, Chief Customer Officer at Sophos, who describes embracing feedback, challenging imposter stories and building teams that reflect the customers they serve.
- **Community is infrastructure, not follow-up**: Devine treats a talk or conference as the beginning and a standing peer space as what keeps its value alive. They cite shared values and motive as the reason to take part in events and organizations, and describe community as crucial to sustainable success — making the ongoing space part of the work, not a courtesy afterward.

## Work to read

- [The Women-Coded Leadership Blueprint](https://www.linkedin.com/posts/glynisedevinespeaker_shesuiteleaders-sustainabilityblueprint-womencyberleaders-activity-7464672884997640192-hF3j)
- [Women in Tech interview with Teresa Anania on customer-facing leadership](https://www.linkedin.com/posts/glynisedevinespeaker_women-in-tech-interview-series-teresa-anania-activity-7440392892734435328-avMM)
- [A retention tool for MSP owners at ChannelNext Events26 East](https://www.linkedin.com/posts/glynisedevinespeaker_shesuiteleaders-attractionandretentionsolutions-activity-7449441736176791553-NWKA)
- [CanITCon community and where the conversation continues](https://www.linkedin.com/posts/glynisedevinespeaker_join-the-canit-collab-discord-server-activity-7501738511067328514-RMCf)

## Brand relationships

- **She-Suite Leaders** (owned_business)
- **ESET** (mention)
- **ChannelNext Events** (mention)
- **eChannelNEWS (published by TechnoPlanet)** (mention)
- **CanIT Collective** (mention)

## Partnerships

Glynis E. Devine’s posts show event and program involvement: leading a talent-retention session and a Women in Tech Think Tank at ChannelNext Events26 East, taking part in an eChannelNews Women in Tech conversation, promoting the CanIT Collective Discord community, and inviting participants to an online mastermind intensive. Ask for a sponsorship package, rate card, formal partnership terms, and the official inquiry route.

## Alternatives

- Patrícia Souza: Choose Patrícia Souza when the program is about widening the pipeline rather than developing managers already inside the company: a cohort for women entering or returning to cybersecurity through vocational training, education and career-guidance routes. Their published work focuses on that stage. Souza contributed as Pillar Lead to two Women in Digital working groups: one on vocational education and work-based learning as routes from skills to sustainable digital careers, covering recruitment, onboarding, retention and progression, and where women still fall through the gaps; the other on early signals that determine whether girls see STEM and digital work as options at all. The material is framed for policymakers, employers, education and training providers, researchers and civil society, and the tools are presented as drafts to be tested in different national contexts — Digital Talent EU Days 2026 in Dublin, the Women in Digital Summit, and a contribution to the Women in Digital Index 2026. A buyer seeking European policy framing, an institutional audience, or a session linking a company program to national digital-skills work will get more from Souza than from Devine.
- Angela Hodgson: Choose Angela Hodgson when the retention problem sits inside a male-dominated industrial or engineering business and the buyer wants a founder who has worked through the credibility problem, not just a framework. Hodgson’s published account describes leaving a large engineering employer, starting Ignite Improvement and learning to back your own expertise: stop over-explaining, charge for the value created rather than the hours spent, challenge a chief executive when something is not working, and stop trying to be everything to everyone. The retention argument is current and explicit. Hodgson joins a Women in Manufacturing UK panel on 21 October 2026 about keeping women in the industry as they move through career stages, and says businesses risk losing experienced talent when they do not adapt, drawing on their own work with manufacturing businesses. For a manufacturer or engineering firm whose experienced women managers are leaving mid-career, that lived framing and those concrete credibility lessons are closer to the problem than a general leadership blueprint.
- Ellora Coupe: Choose Ellora Coupe when the deliverable is a practical cohort program with working resources and a continuing community, and participants are women-led small businesses rather than managers inside one company. Ellora Coupe runs Her Retrofit Space (CIC), which delivered a three-part Retrofit at Work series and published its content: identifying and communicating the value you offer, positioning yourself to attract the right clients and projects, building confidence and visibility, and understanding procurement, funding, frameworks and bids, including deciding which opportunities are worth pursuing. The sessions were workshops with resources and homework so participants could apply the material immediately. A member’s quoted reaction describes moving from doubting that the material applied to them to mapping next steps and pursuing opportunities they had assumed were closed. The visibility argument is explicit — young women cannot aspire to careers they never see — and the organisation asks employers to post apprenticeships, graduate schemes, placements, training and mentoring openings. For a program that needs workshop material, a community vehicle and help with confidence and self-positioning, this published format is closer than a leadership framework.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/