Break the Work into Manageable Chunks — Define the end goal but build in iterations. I’m a big believer in “build a little, test a little.” When teams take on too much at once, the risk of failure grows. Smaller milestones provide flexibility to adapt and minimize downstream issues. One project I led became much more successful once we reframed our timeline around smaller, testable components — it kept the team nimble and focused.

Currently, only about one in four employees in the tech industry are women. So, what does it take to create a successful career as a woman in Tech? In this interview series, ‘Lessons from Inspirational Women Leaders in Tech,’ we speak with successful women leaders in the tech industry to share their stories and insights on how they achieved successful careers. We also discuss the steps needed to create a great tech product. As part of this series, I had the distinct pleasure of interviewing Deb Alderson.

Deb Alderson is the Chief Executive Officer of ViaPath Technologies, where she leads efforts to break the cycle of incarceration through innovative technology and a strong commitment to second-chance hiring and reintegration. With over 25 years of executive leadership experience across national security, government services, and technology sectors, she has successfully guided organizations through growth, transformation, and private equity-backed transitions. Before joining ViaPath, she held senior roles at Sotera Defense Solutions and SRA International. She is passionate about fostering mission-driven cultures where employees are empowered to learn, lead, and thrive.

Thank you so much for joining us in this interview series! Before diving in, our readers would love to learn more about you. Can you tell us a story about what brought you to this specific career path?

Mycareer began in the defense and intelligence industry, where I ultimately served as CEO of a company that was later acquired. After stepping away from that role, I took time to reflect on what I wanted the next chapter of my career to look like. During that period, I supported my husband’s nonprofit work, which centered on affordable housing, homelessness, and the opioid crisis. It was eye-opening and grounding — and gave me space to reconnect with the issues I care deeply about.

Around that time, I was approached about the opportunity to lead ViaPath. It was an industry I hadn’t worked in before, but one I had a personal connection to. A family member had used the services, so I understood firsthand how critical communication is for individuals who are incarcerated — and how many barriers they face post-release.

What drew me to ViaPath was the chance to align my professional experience with my mission: to create more equitable access, support second chances, and invest in the infrastructure that helps people rebuild their lives.

It has been said that our mistakes can sometimes be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?

It’s hard for me to call any mistake “funny,” but I do see them as valuable learning opportunities — and I’ve had plenty of them. Early in my career, one of the biggest lessons I learned was the importance of creating value for all stakeholders, not just shareholders or customers.

At the time, I was so focused on delivering results and meeting goals that I didn’t fully appreciate the broader ecosystem — comprising employees, partners, and community members — and how essential their engagement and trust were to long-term success. That experience taught me to zoom out, listen more, and think holistically. It’s a lesson that’s stuck with me ever since.

What do you feel has been your ‘career-defining’ moment? We’d love to hear the lead-up, what happened, and the impact it had on your life.

One of my career-defining moments came early on, when I was advised to stay in the background, keep my head down, and not step on any toes. At the time, I was one of the few women in the room, and that kind of advice was often presented as a means to “survive” in male-dominated environments.

But I knew I couldn’t build a meaningful career by playing small. So, I chose not to follow that advice. I spoke up. I took on projects’ others weren’t raising their hands for. I asked hard questions. It earned me respect and ultimately positioned me for leadership roles that shaped the rest of my career.

That moment taught me the value of trusting my instincts, even when it meant going against conventional wisdom. It’s a decision I’ve never regretted — and one I hope other women and rising leaders feel empowered to make, too.

Can you tell us a story about the hard times that you faced when you first started your journey? Did you ever consider giving up? Where did you find the motivation to continue, even though things were so complicated?

When I first started out, I was navigating a very male-dominated industry. There were moments when it felt like my voice didn’t carry the same weight, or my ideas weren’t taken as seriously — even when I knew I was bringing something valuable to the table.

I remember calling my mother during one particularly tough stretch, questioning whether I really belonged in that space. She didn’t miss a beat — she told me to keep showing up, keep working hard, and trust that the recognition would come. She reminded me that grit, consistency, and integrity are powerful — even if they take time to be seen.

She was right. That advice became a cornerstone of how I lead and show up in my career.

Ok, super. Thank you for all that. Let’s shift to the primary focus of our interview. We’d love to learn a bit about your company. What is the pain point that your company is helping to address? How does your company help people?

At ViaPath Technologies, we’re focused on addressing a long-standing gap in our justice system: the lack of meaningful connection, opportunity, and support for incarcerated individuals and their families.

Our technology is more than just functional — it’s a lifeline. Whether it’s enabling secure communication, expanding access to education, or offering reentry and telehealth services, we’re helping people stay connected, build critical skills, and prepare for a more successful return to their communities.

We believe public safety and rehabilitation are not opposing goals — they are deeply connected. And we’re committed to being a catalyst for change by providing tools that foster accountability, dignity, and second chances.

If someone wants to lead a great company and create great products, what is the most important quality (for example, “determination” or “eye for detail”) that person should have, and what habits or behaviors would you suggest for honing that particular quality?

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If you want to lead a great company and build meaningful products, the most important quality you can have is clarity of purpose. When you’re deeply rooted in why you’re doing the work, who it’s for, what problem it solves, and how it can change lives, that clarity becomes your north star. It fuels everything else — your determination, your innovation, and your resilience.

To strengthen that quality, I recommend making a habit of listening — really listening — especially to the people you’re trying to serve. Invite uncomfortable conversations. Stay curious, even when it’s inconvenient. And regularly step back from the day-to-day to ask: Are we still aligned with our purpose? Are we still building toward meaningful impact?

The best leaders I’ve known aren’t just visionaries — they’re grounded, intentional, and deeply connected to the mission behind their work.

Next, let’s talk about teams. What’s a team management strategy or framework that you’ve found to be exceptionally useful for the product development process?

One of the most effective team management strategies I’ve found is ensuring that all relevant stakeholders are at the table from the beginning — while also assigning a clear lead to drive the solution and own the timeline.

Too often, critical voices are introduced too late, or no one feels a genuine sense of ownership. By creating space for cross-functional input early on and designating a strong point person, you create both alignment and accountability. It keeps the product development process focused, collaborative, and efficient — and helps prevent costly delays or missteps down the line.

When you think of the strongest team you’ve ever worked with, why do you think the team worked so well together, and can you recall an anecdote that illustrates the dynamic?

The strongest team I’ve ever worked with shared a few key traits: everyone was clear on their roles and responsibilities, they held themselves accountable, had each other’s backs, and showed up with purpose — especially during the tough moments. And just as importantly, they celebrated wins together.

If you had only one software tool in your arsenal, what would it be, why, and what other tools (software or tangible items) do you consider to be mission-critical?

If I could have only one software tool in my arsenal, it would be one that supports robust quality assurance and quality control (QA/QC) prior to release. In fast-moving product environments, it’s far too easy for a well-intentioned update to unintentionally disrupt something that was already working. A strong QA/QC tool helps catch those issues before they reach the end user — protecting both the product and the trust you’ve built with your customers.

Beyond that, mission-critical tools for me include reliable communication platforms for cross-functional teams, real-time data dashboards for decision-making, and, candidly, a good old-fashioned whiteboard — sometimes the best thinking happens when you step away from the screen and map things out visually.

Let’s talk about downtime. What’s your go-to practice or ritual for preventing burnout?

My go-to practice for preventing burnout is to step back and reflect on the progress we’ve made — not just what’s left to do. It’s easy to get caught up in the pace of execution, but taking a moment to celebrate success to date can be incredibly grounding and energizing.

I also try to identify and remove any barriers that might be slowing down the team. Sometimes, just unblocking one issue can create momentum. And when needed, I roll up my sleeves and jump in alongside the team — not just to help, but to show that we’re all in it together. That shared sense of purpose and support goes a long way in preventing burnout.

Thank you for all of that. Here is the main question of our interview. Based on your experience, what are your “5 Steps Needed to Create Great Tech Products”? If possible, please share a story or example for each.

1. Identify a Real Need — One of the most common pitfalls I’ve seen is building a great product that no one needs. Early in my career, we had incredibly talented technologists with creative ideas — but not every idea had a viable market. I’ve had to make the tough call to shut down projects when the data didn’t support the investment. It’s far better to pause early than to pour resources into a solution in search of a problem.

2. Build a Structured Development Plan — A successful product starts with a clear roadmap. This involves defining technical specifications, setting financial milestones, and incorporating exit strategies. I’ve worked on a project where that rigor wasn’t in place — and we paid for it. The lack of upfront discipline resulted in major delays, cost overruns, and ultimately, financial penalties from our customer. That experience made me a firm believer in structured planning from the very beginning.

3. Monitor Progress Relentlessly — and Use the Exit Ramp if Needed — You can’t assume things are on track just because they started that way. Get regular, detailed updates on schedule, budget, and risk. And if the data is telling you the project isn’t viable anymore, take the exit ramp. It’s not failure — it’s smart management. I’ve had to make that call, and while it’s never easy, it allows you to reallocate resources where they can have a real impact.

4. Break the Work into Manageable Chunks — Define the end goal but build in iterations. I’m a big believer in “build a little, test a little.” When teams take on too much at once, the risk of failure grows. Smaller milestones provide flexibility to adapt and minimize downstream issues. One project I led became much more successful once we reframed our timeline around smaller, testable components — it kept the team nimble and focused.

5. Measure Success and Capture Lessons Learned — After the launch, the work isn’t done. Go back and evaluate: Did the product meet its objectives? How was it adopted in the market? What competitive advantage did it create? And most importantly, what could we do better next time? That kind of reflection is how great teams become even better.

Are you currently satisfied with the current status quo of women in Tech? What specific changes do you think are needed to change the status quo?

I’m pleased to see the continued recognition of women leaders in the tech industry. Over the years, there has been real progress in highlighting the contributions women make — especially in areas such as problem-solving, collaboration, and building strong, effective teams. These are qualities that bring tremendous value to any organization.

I’d love to see continued focus on creating inclusive environments, expanding mentorship opportunities, and encouraging more women to pursue and stay in technical careers. The momentum is there — now it’s about continuing to build on it, thoughtfully and intentionally.

We are very blessed that very prominent leaders read this column. Is there a person in the world or in the US with whom you would love to have a private breakfast or lunch, and why? He or she might just see this if we tag them 🙂

I would love the opportunity to have a private breakfast or lunch with Malala Yousafzai. I’d be fascinated to hear how she turned adversity into action — risking everything to fight for the right to education and inspiring millions to use their voice for good.

Thank you so much for this. This was very inspirational, and we wish you only continued success!