Meet Mariana Marques: breaking barriers and navigating technical leadership at ArcelorMittal

In this interview, Mariana Marques, General Manager at ArcelorMittal Pecem, shares her inspiring journey in the steel industry and offers valuable insights on navigating technical leadership as a woman. With a career spanning over 25 years, Mariana discusses the challenges and opportunities she’s encountered, the importance of empowering others, and how ArcelorMittal fosters an environment of growth and innovation. She also delves into her personal approach to leadership, providing advice for women looking to build confidence and advance in their careers, while reflecting on the company’s commitment to diversity, inclusion, and work-life balance.

Can you tell us about your career journey?

I began my career in the steel industry right after graduating in chemical engineering in Brazil. In 2004, the company was acquired by Arcelor, and in 2006, it became ArcelorMittal. My entire career has been with ArcelorMittal. In 2008, I had the opportunity to work in the USA at Burns Harbour until 2014, when I moved to Luxembourg as a technical expert for the Group Chief Technology Office (CTO). In 2023, I returned to Brazil to join ArcelorMittal Pecem. I’ve had the privilege of spending 25 years – all my career – at ArcelorMittal.

What personal factors have contributed to your growth over the last 25 years?
Over the past 25 years, being in the steel industry often meant being the only woman working in that environment. When I started, I was the only female engineer in the production area, despite this, I worked hard and proved myself, growing to lead some of the biggest projects in Brazil. This recognition opened opportunities for international mobility, which I seized without hesitation. The key to my growth has been hard work, seeking opportunities, and not being afraid to take on challenges, even when it meant starting over and proving myself again.

Today, the company has grown, and so have the discussions around bias. Bias, which affects both men and women, has long shaped the workplace dynamics, with women often facing unconscious bias in terms of opportunities and leadership expectations. Despite this, women at ArcelorMittal are committed to their development, with many consistently going above and beyond to stand out and be recognised. In my team of 580 employees, there are 36 women and all of them are high performers, Success here is about the effort and willingness to prove oneself, regardless of gender.

What advice would you give women who are not confident about themselves?

One important aspect is talking about issues, and we do this in several meetings with just women, where we discuss topics like confidence, qualifications, and challenges they face with their peers and managers. My advice is to not be too hard on yourself. Instead of focusing on what you think you lack, observe your peers and ask if they are truly better or if it’s just in your mind. Stay focused on the facts and observe behaviours without trying to put others down. Recognise when a lack of confidence is holding you back and understand that you have the expertise. Even if you don’t say anything, realise that you have the expertise. It’s about changing the mindset, as many of these doubts are in their minds. While younger women tend to handle this better, the world and opportunities are changing for everyone.

As a woman, what has been your most memorable experience in these last 25 years?

I’ve had an amazing career, and I still do. It’s been filled with both laughter and tears, but every moment has been a pleasure. As a young engineer, I led major projects even though I was the only woman in the team, and over time, I became a reference for everyone. This empowered me to keep pushing forward, no matter the challenges, and being a woman and a Latina only added to the experience. When I left, I was the go-to person for big projects, and I became a technical expert in my field, in Luxembourg. Throughout my career, I traveled a lot, worked with global teams, and the differences that once existed no longer matter. What we really need is more diversity and awareness so we can identify when a bias behaviour is present, educating people towards a sustainable change.

How did international mobility impact your career?

To succeed in an international career, you need to be someone who enjoys challenges and new experiences. It’s not always easy – no matter how established you are in your home country, once you move, you have to prove yourself all over again. If you don’t like challenges or new things, this might not be for you. But if you do, it’s amazing. You get to meet new people, learn new ways of doing things, and transform as a person. Moving internationally makes you more flexible, adaptable, and understanding of different cultures. It’s a truly priceless experience, and it makes you a better person, both personally and professionally. You get the chance to expand your network globally and show your capabilities across different areas of the company. However, a downside is that with constant moving, you may not have time to settle into a position and be considered for long-term succession plans. But despite this, I was able to return to a high leadership role. It’s important to be aware of this, but it didn’t stop me. Even if it means returning to a similar position years later, the experience gained is invaluable.

How do you foster development of people, whether they're in your team or outside of your team?

Although it wasn’t formal at the time, the approach I learned was empowering others. My approach is to give them opportunities, even when they don't feel ready, such as taking on a new task or a lateral move. I push them out of their comfort zones by encouraging participation in meetings and offering feedback. It’s about making them aware of development opportunities and preparing them to take them when they come. Many have gone back to school, and some who initially doubted their leadership potential were promoted with guidance. I always maintain open communication, offering both group and one-on-one discussions. If they’re unsure, I’m there to support them, and if they don’t like the new role, they can always return to their previous position. The key is to provide the attention and coaching they need. Over time, this helps them grow and require less support, and seeing their development is more rewarding than the results themselves.

How do you think the company supports a woman when it comes to career growth?

I don't believe there's a difference in the way we support our people in the workplace. However, we do need to be mindful of certain factors, like maternity leave or personal situations. For example, if someone is a single parent, whether a woman or a man, the work-life balance needs to be well-structured to respect their time. We need to ensure that work hours are flexible, allowing for doctor’s appointments, sick children, or family emergencies. The leader has the responsibility to make exceptions when necessary. In roles that require operational or maintenance work, emergencies will come up, so trust and communication within the team are crucial to finding the right balance between work and life. It’s about making sure no one is overloaded while fostering a supportive work environment. Leaders must invest in their people and organise their teams to achieve a healthy work-life balance.

What makes ArcelorMittal a great place to work?

ArcelorMittal is a great place to work because the company has a heart. We've seen this in challenging situations like Ukraine, where the company demonstrated compassion and care. While we strive for business success, we can see how deeply leaders care. ArcelorMittal is committed to doing business right, but it stands out from other companies because of its genuine concern for people, which is not something you often see in other organisations.

What excites you about your future at ArcelorMittal?

What excites me about the future of the company is our constant drive for change and innovation. Our leaders are always focused on the future, thinking about how we can adapt and create it, rather than waiting for it to happen. This proactive mindset is especially exciting in technology, where we are making great strides. Young professionals can have a bright future here where they will be cared for, given opportunities, and supported to grow. Through diversity, we will become better leaders and create an environment where young people are excited to join and grow with us.