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Women's History Month
In Conversation with
CHANELLE COLEMAN
A Techronicler interview with Chanelle Coleman, Director of Service Delivery Operations, Caylent
Welcome to our Women’s History Month edition of Techronicler. Today, our guest is Chanelle Coleman, the Director of Service Delivery Operations at Caylent. Chanelle brings a profoundly intentional approach to tech leadership, drawing on a diverse background that spans non-profit work, music entertainment, and IT, underpinned by degrees in Biblical Studies and Organizational Leadership.
Rather than viewing operations as purely mechanical, Chanelle designs systems that enable organizations to scale efficiently while empowering teams to thrive. In this interview, she discusses why true leadership requires a combination of authority and humility, how AI is accelerating operational skill development, and why she relies on transparency and mentorship to help junior women overcome the “broken rung.”
Techronicler: Thank you for joining us, Chanelle! Well, a lot of careers look like straight lines on LinkedIn. How was yours different? Was there a pivotal moment or ‘happy accident’ that actually steered you toward your current role or niche?
Chanelle Coleman:
I wouldn’t call my career path a straight line as much as I would call it an intentional one. Early roles may not always look connected on paper, but purpose has a way of keeping things aligned. As women, many of us have played multiple roles throughout our careers, assistant, entrepreneurs, mentors, mentees, managers, directions etc. I hold degrees in Biblical Studies and Organizational Leadership and have worked across non-profit, music entertainment, and IT. Each experience shaped how I lead today and prepared me to operate at the intersection of people, process and business growth.
Techronicler:What leadership principle guides your work in technology today?
Chanelle Coleman:
My leadership philosophy is simple: build people and build businesses with purpose. Sustainable growth does not come from systems alone but it comes from developing strong teams, creating clarity around how work gets done, and ensuring that people feel valued and equipped to succeed. When you focus on both the human and operation side of leadership, organizations do not just grow, they thrive.
Techronicler: Many women still find themselves as the ‘Only’ (only woman, only WOC) in the room. When that happens now, how do you use that visibility to your advantage rather than letting it be a weight?
Chanelle Coleman:
I do not operate any differently when I am the only woman in the room than I would if there were many. I recently returned from a business trip where I was the only woman in the group, and I carried myself the same way I do in any setting. When you’ve proven yourself and consistently let your actions speak as loudly as your words, a certain level of respect is both earned and given. The men I work with value my perspective and leadership. That mutual respect has allowed the work to stay the focus.
Techronicler: Are women in leadership still penalized for being too direct or ‘sharp-elbowed’? Have you ever had to consciously unlearn the habit of being ‘too nice’ or ‘accommodating’ to get a project across the line?
Chanelle Coleman:
Some women are still penalized for being direct. I have found that confidence can sometimes be mislabeled as aggression. I have never been told that I am “too nice”, but I have been told that I am nice and I lead with both strength and clarity. One of the best compliments I have received came after delivering a presentation where I had to address some tough issues in the room. Someone told me, “You speak with so much authority and humility.” That combination stuck with me. Authority and humility create space for honest leadership without losing respect for the people you are leading.
Techronicler: From your seat, how do you see the rise of AI tools changing the trajectory for women entering engineering today?
Chanelle Coleman:
From an operational perspective, AI is accelerating how teams work, learn and solve problems. For women entering today, it lowers some traditional barriers to entry by giving faster access to knowledge and skill development. But technology alone is not the differentiator. You must also be curious, adaptable and have strong collaboration skills. AI will change the tools we use, but the leaders who succeed will be the ones who can think critically, ask the right questions and build operations systems and teams that scale.
Techronicler: What is the single best piece of advice you’ve ever received about negotiating—whether for salary, headcount, or project timelines?
Chanelle Coleman:
The best thing you can do before negotiating is prepare. Seek wisdom from mentors or people who have navigated similar conversations before you, do your homework, be honest, and focus on the value you bring, not just the need that you have. One of the best pieces of advice I’ve received is that once you’ve done that preparation, you have to be willing to walk away if necessary. Sometimes that willingness is what gives your position strength.
Techronicler: What is the one book every woman in tech should read this year?
Chanelle Coleman:
“The Leadership Challenge” by James Kouzes and Barry Posner. It is a great reminder that leadership is not about titles but it is about behaviors. The book focuses on modeling the way, inspiring others, and building cultures where people can do their best work. Those principles apply where you are leading a team, a project or an entire organization.
Techronicler: The ‘broken rung’ (the first step up to manager) is a bigger obstacle than the glass ceiling. How are you personally helping junior women make that specific leap from individual contributor to lead?
Chanelle Coleman:
I help junior women through transparency and mentorship. I am honest about the challenges I face and what it took to overcome them. When I see potential in someone, I do my best to pour into them and encourage them to stretch, take on new responsibility, and pursue opportunities they may not yet see for themselves. I also advocate within leadership circles for recognizing and promoting emerging talent.
“Authority and humility create space for honest leadership without losing respect for the people you are leading.”
That insight from Chanelle Coleman perfectly encapsulates what it means to build sustainable, human-centered operations. Her philosophy that leaders must “build people and build businesses with purpose” is a vital reminder that scale cannot happen through systems alone—it requires teams that feel valued, clear on their objectives, and equipped to succeed.
A huge thank you to Chanelle for sharing her expertise and proving that the most successful technology environments are those where the human element is prioritized just as highly as the operational output.
Chanelle Coleman is the Director of Service Delivery Operations at Caylent, where she leads and drives operational strategy for global cloud consulting delivery. Her work sits at the intersection of sales, delivery, and operations where she designs systems that enable organizations to scale efficiently while empowering teams to do their best work. Chanelle is passionate about building both people and businesses with purpose, and focuses on transforming complex operational challenges into structured, data-driven solutions that help organizations deliver exceptional outcomes for customers while creating environments where teams can thrive and grow.