With International Women’s Day just past — and recognizing that a single day is never enough to celebrate the contributions of women — we are dedicating the entire month of March to spotlighting voices from across the industry as part of our IWD Voices series. Leaders will share their journeys, experiences, insights, and the lessons that have shaped them.
Next up, we speak with Fe Husaint, Managing Director, APAC at Greenpark.
In our conversation, Fe reflects on what this year’s IWD theme means to her personally as an Asian woman navigating global spaces, and professionally as a call to move past performative diversity.
She also shares what drew her to the industry and the realization that opportunities aren’t given — they have to be created.
Fe also reflects on how her understanding of fairness has evolved over two decades, and the responsibility she believes senior leaders carry in actively sponsoring the next generation of talent.
The theme for International Women’s Day 2026 is “Rights. Justice. Action. For ALL Women and Girls.” What does this mean to you professionally and personally?
Personally, it is a refusal to remain a “second-class citizen.” For 20 years, navigating a global setting as an Asian woman has meant constantly pushing against the assumption that Western perspectives are the “gold standard.”
To me, this theme means taking action to ensure our voices aren’t just translated, but truly heard as the authority they are. Professionally, it’s about moving past performative diversity.
For 20 years, navigating a global setting as an Asian woman has meant constantly pushing against the assumption that Western perspectives are the ‘gold standard.’
Action means building a workplace where our leadership isn’t a “diversity win,” but a recognized powerhouse of strategic value.
What first drew you to your industry, and was there a defining moment that set your career in motion? Was there a role model who influenced you early on?
I was drawn to the power of storytelling. Early in my career, I was so laser-focused that I didn’t let my “disadvantages” get to me—I just put my head down and worked. The defining moment was realizing that no one gives you an opportunity; you have to create it.
I learned early that in a global room that thinks it’s better than you, your results must be undeniable to even get you through the entrance.
I reached my position today because I stopped waiting for an invitation and started building my own doors. I learned early that in a global room that thinks it’s better than you, your results must be undeniable to even get you through the entrance.
How has your understanding of fairness changed as you’ve gained experience and seniority?
I used to think fairness was about resilience—that if I was tough enough to “prove them wrong,” the world would eventually be fair. But 20 years of being “resilient” takes a toll.
I’ve realized that assertiveness doesn’t need to be loud; there are many empathetic ways to lead that carry more weight than volume.
It eventually gets to you. I’m also unlearning the “aggression” we were taught was mandatory. For years, I felt I had to be the loudest person in the room, because in a room full of men, if you aren’t loud, no one listens. I’ve realized that assertiveness doesn’t need to be loud; there are many empathetic ways to lead that carry more weight than volume.
As conversations around women and work have evolved, what do you think has genuinely improved—and where do you think more attention and action are still needed?
We’ve improved at identifying the “glass ceiling,” but we haven’t done enough to address the double burden of being a woman and an ethnic minority in a global role.
It is an added layer of exhaustion to constantly prove your competence while also proving your cultural perspective is as valid as the Western “standard.” We need to move toward a workplace where “global” truly includes Asian talent and leadership styles.
Is there a project or initiative you’ve worked on related to women’s empowerment that you’re particularly proud of? What made it meaningful to you?
My proudest work is the intentional coaching and mentoring I do daily. I love seeing potential in someone before they see it in themselves, but I don’t stop at “seeing” it.
I love seeing potential in someone before they see it in themselves, but I don’t stop at ‘seeing’ it.
I’m proud of giving them the specific tools, the opportunities they are not seeing yet, and the necessary push they need to take that next step and level up. I make it a point to “shine a light” on talent at a global scale, ensuring they aren’t just doing the work, but getting the recognition and the titles they’ve earned.
What responsibility do senior leaders have in shaping more equitable workplaces, beyond statements or policies?
Our responsibility is to pave the road. I want to equip the younger generation with all my learnings so they don’t have to go through the same “second-class” treatment I did. Beyond policies, we must be active sponsors.
I want to equip the younger generation with all my learnings so they don’t have to go through the same “second-class” treatment I did.
This means identifying the “quiet potential” and giving them the backing to step up. We need to show the next generation that they belong in the boardroom exactly as they are—and that they don’t have to sacrifice their identity to lead.
What is one change you would like to see in workplaces for the next generation of women?
I want the next generation of Asian women to walk into global boardrooms with the inherent belief that they belong there. I want them to enter an environment where they don’t have to spend half their energy “proving people wrong” or being “loud” just to be noticed.
I want to see a world where their confidence is a natural state, not a battle-hardened defense mechanism. My goal is to pave the way so thoroughly that their only job is to be brilliant.
