At DISTRIBUTECH, we had the pleasure of meeting two remarkable leaders who are helping to shape the future of clean technology and energy systems.
Anna Demeo, Managing Partner at Clean Tech Strategy Advisors, brings a deep well of experience and a sharp strategic lens to the table—advising corporations, startups, and investors as they navigate the ever-evolving clean tech landscape. We also connected with Monika Murugesan, Founder of Apex Specialist, whose firm is known for delivering thoughtful, high-impact product and strategy services for climate and energy tech companies pushing the boundaries of innovation.
Both Anna and Monika shared valuable insights and a clear passion for building a more sustainable energy future. Their leadership and vision are exactly what the industry needs as it moves forward.
Interviewer: Considering the goal of increasing women’s representation, particularly in leadership roles within clean tech and power systems, are there any specific initiatives or programs you’ve supported or implemented to address this?
Anna Demeo: That’s a bit tricky for both of us, since we’ve each founded small startups. But in my previous roles, especially after my company was acquired by a larger one, I was very focused on diversity—particularly women in STEM. I’ve led engineering teams across hardware, software, and data science—areas where women are still very underrepresented. So, a big part of my work has been ensuring not only inclusive hiring, but also mentorship and equal pay.
In one role, I discovered women on the software team were being underpaid compared to their male peers. When I pushed to raise their salaries, HR was hesitant—not because they disagreed, but because they feared that sudden raises might imply prior discrimination and open the company to legal issues. I pushed back: you can’t expect women to keep working for less just to avoid a lawsuit risk. So yes, that’s an example of a battle we’re still fighting.
Monika Murugesan : To build on that, when I first started my career—I spent 17 years at one company—there were very few women, especially in leadership. I was often the only woman at that level. Because there weren’t many women to mentor internally, I focused on outreach in the community. Our company was near a university, so I got involved with local high schools and colleges to encourage young girls to pursue engineering. I spent time explaining what a technical career could look like, hoping to inspire them before they opted out of STEM paths too early.
Interviewer: As the industry continues to grow, are you seeing more women entering the field and stepping into significant roles? How does today compare to when you started your careers? And what are your hopes for the future?
Anna Demeo: Definitely. I’ve been in the industry for 30 years, starting as one of only two women in my electrical engineering class. We’ve made progress in some areas—but not all.
Monika Murugesan : I love that perspective. When I began, there were very few women in leadership, and it sometimes felt like we were competing for limited spots.
What’s different now—and it makes me hopeful—is that women are really supporting each other. I see this especially in clean tech VC, product leadership, and some program management roles. There’s still a lack in software and hardware engineering, and women remain underrepresented in executive positions, but the collaboration is stronger. At conferences like DTECH, where I’ve been coming for over a decade, I now see more women—not just in marketing or support roles, but as technical experts. That’s a big change from years ago.
I even used to joke that people remembered me at booths because I was the only woman there. It’s funny—but it also highlights how few we were. I’ve also had moments where I was clearly the expert in the room, but others would direct their questions to a younger male colleague, assuming he was in charge.
Anna Demeo: Oh yes, that happens all the time. I had an electrician working for me on-site once, and the other men kept directing their questions to him. He finally said, “I’m not the one you should be talking to—she is.” Those are the moments that matter—when men step up and redirect that bias.
Interviewer: Let’s talk about mentorship. Looking back, how did mentorship shape your early career, and how has it evolved over time? Do you notice any differences in mentoring women versus men?
Monika Murugesan : I don’t treat it differently whether a man or a woman reaches out for mentorship. I think anyone can benefit from experience and guidance. But I’ve noticed that when I mentor young women—especially women of color—they often express how meaningful it is to see someone like them in a leadership role. At Northwestern, where I teach, several students have told me they feel more encouraged just by seeing a guest speaker who shares their background. That representation makes a big difference.
Anna Demeo: I’ve had great mentors, mostly white men, and I really appreciate them. They supported me and helped me grow. But even with the best intentions, there are some things they just didn’t understand. That’s why I spend a lot of time mentoring women now. Not because I won’t help men—I’ve taught at universities and stayed in touch with students—but women often need a different kind of support. For example, men tend to apply for jobs they think they can do. Women apply only when they believe they fully meet the criteria. So I often find myself encouraging women to go after roles they’re absolutely qualified for, even if they don’t meet 100% of the checklist.
Also, women rarely negotiate their salaries—either not at all or far less than men. That’s something I’ve had to learn myself, and now I help others navigate it. There are cultural and societal messages we’ve internalized—whether from family, school, or work—that tell women to stay quiet, be agreeable, and not rock the boat. And that carries into the workplace. Helping women unlearn that is part of mentorship, too. I especially enjoy mentoring women who are mid-career—those looking to pivot, grow, or break through that barrier from individual contributor to leader.
