IWD: ‘There’s no glass ceiling for women, competence is powerful equaliser’
Engr. Teresa Ijeoma Ihenachor, Director of Safety, Electronic and Engineering Services (DSEES), Nigerian Airspace Management Agency (NAMA), is the first woman to attain the position in the long history of Nigeria’s aviation industry. In this interview with WOLE SHADARE to celebrate International Women’s Day (IWD), a day to honour the achievements of women and promotions of gender equality, empowerment and women’s right speaks on her 30 year marathon that began in 1994 as Signal Officer 11 and rose to become a director in a male dominated sector, moments that shaped her leadership and how women can shatter the glass ceiling
You are the first female Director of Engineering in NAMA. When that appointment became official, what did that moment represent for you — beyond the title?
When I was appointed Director of Safety Electronics and Engineering Services in December 2023, it was more than a promotion. It was the culmination of a 30-year marathon that began in 1994 as a Signal Officer II. I did not arrive here overnight. I grew through the system — Principal Engineer, Chief Engineer, Assistant General Manager, Deputy General Manager, General Manager — and now Director. Personally, the moment represented resilience. Institutionally, it represented a possibility. It meant that somewhere in Nigeria, a young female engineer could now see that the top seat is not symbolic — it is attainable. It was never about the chair. It was about the door being held open.
Did you always see yourself at the executive level?
Not at all. I started as a Graduate Engineer at Cement Company of Northern Nigeria and later worked at NTA Sokoto. My focus was never on titles. My focus was on mastering my craft. Leadership found me because I kept saying yes to growth and responsibility. I often say, I didn’t chase titles; I chased competence. And competence, when consistent, will eventually demand visibility.
What were the unspoken barriers you had to confront?
The greatest barrier was not technical — it was perception. In the 1990s, being a woman in engineering meant you sometimes had to repeatedly prove your technical depth. There were meetings where you had to speak twice to be heard once. But aviation has one advantage; systems do not respond to bias. They respond to precision. When your work consistently delivers results, resistance begins to lose its voice. Competence is a powerful equaliser.
In a highly technical and male-dominated aviation environment, how did you establish credibility early in your career?
In aviation, precision is the only currency. The equipment does not care about your gender. It only responds to accuracy, knowledge, and skill. I invested heavily in continuous learning — earning my Air Traffic Safety Electronics Personnel (ATSEP) license, attending ICAO workshops and ITU conferences, and serving as an APIRG Subject Matter Expert on CNS Facilities. When aircraft safety depends on your systems, performance becomes your voice. Credibility followed consistency.
Was there a defining professional moment that shaped your leadership style?
Becoming General Manager of Workshop Planning and Logistics in 2018 was transformative. It shifted me from purely technical execution to strategic oversight — equipment lifecycle planning, procurement strategy, national coordination, and long-term sustainability. That role taught me that technical expertise earns respect, but strategic thinking earns influence. Leadership is less about knowing everything and more about building systems that outlast you.
How do you handle resistance — especially when it’s subtle or systemic?
It is with patience and performance. Not every bias requires confrontation. Some require structure. I address resistance through results, policy alignment, and team empowerment. When your output remains consistent and measurable, even sceptics begin to align. Performance is difficult to argue with.
How did motherhood influence the way you lead engineering teams?
Motherhood refined my empathy. Engineering requires precision; motherhood requires patience. Leading both at home and at work taught me that behind every engineer is a human being — someone balancing pressures you may not see. I lead firmly, but I lead with understanding. That balance has strengthened my teams.
Were there seasons where you felt you had to choose between career advancement and family?
There were demanding seasons — international conferences, executive programs like NIPSS, and high-stakes operational responsibilities. But I learned something important: balance is not 50/50 every day. It is seasonal. Some seasons demand career intensity. Others require deeper family presence. What matters most is intentional presence wherever you are.
What practical systems helped you manage both roles effectively?
Structured scheduling, delegation — at work and at home, a strong support system and spiritual grounding. One key lesson for me is that you cannot do everything alone. Sustainable excellence requires support.
What should young female engineers start doing early if they aspire to executive leadership?
Master your technical foundation, invest in certifications and continuous learning, and join professional bodies early, such as the Nigerian Society of Engineers and the Association of Professional Women Engineers of Nigeria. Volunteer for responsibility, build credibility before visibility. Leadership rests on competence.
What habits separate women who rise into leadership from those who remain technically competent but unseen?
Visibility with value. Some engineers work excellently in silence. But leadership requires strategic visibility — presenting ideas, serving on committees, contributing to policy, and accepting responsibility beyond your job description. I served on accreditation panels, executive councils, and international committees. That exposure stretched me and positioned me. Technical skill gets you noticed. Strategic contribution gets you promoted.
If you could mentor your younger self in one sentence, what would you say?
Do not shrink to make others comfortable — your competence is not a threat.
What legacy do you hope your appointment as the first female Director of Engineering at NAMA will leave?
I hope my appointment normalises female technical leadership in aviation — not as an exception, not as a headline, but as a standard. If, in ten years, several women occupy executive engineering roles within the Nigerian Airspace Management Agency and beyond, then this milestone would have fulfilled its purpose. Because being the first is significant. But ensuring you are not the last — that is legacy.
Google+