Andrea Breen is the Global Vice President of Government Solutions at Objective Corporation, overseeing sales and customer success in complex public-sector environments. With over twenty years of experience in enterprise and technology sales, she has built and led high-performing teams across government, defence, and regulated industries. Andrea actively supports sustainable careers and leadership opportunities for women in technology sales.
She has the best career advice for all the women in sales leadership.
The limits I hit early in my career were the ones I set myself
For years, I believed I was being realistic.
With young children and a part-time schedule after maternity leave, I assumed leadership was not an option. No one told me this; it was my own assumption.
This became clear while I was still on leave, when the regional VP informed me that my future manager had left. My initial response was practical; I considered who I could recommend for the role.
But he stopped me and clarified that they wanted me to consider taking up this position.
I declined immediately. Assuming leadership required a full-time commitment, which I could not make. He assured me they would support a part-time arrangement.
At that moment, I realized the limitation was mine, not the organisation’s.
The stories we tell ourselves matter more than we realise
I treated a temporary life stage as a permanent barrier.
I had the necessary capability and experience. What I lacked was permission, and I was waiting for someone else to provide it.
The role was challenging and pushed me further than any previous experience, but it proved to be exactly what I needed.
Part-time leadership only works with clear boundaries
Accepting a part-time leadership role was among the most valuable and challenging experiences. Long hours and constant availability are not options. You must manage your time intentionally and set clear priorities. My team understood my availability and knew how decisions would be made in my absence. when I wasn’t there.
Boundaries require active protection. If you do not block time, others will use it. For example, stating you do not work Fridays but leaving your calendar open is not a boundary; it is wishful thinking.
Communicating the reasons for boundaries is important. While details are unnecessary, providing context helps teams understand and respect expectations.
If the role doesn’t exist, make the case for it
Most of the senior roles I’ve held didn’t exist before I stepped into them. This was not due to luck. I demonstrated the need for each role before it was created.
I did not begin with my own ambitions, but with identifying business problems that were not being addressed effectively.
From there, the discussion shifts to business impact: how the role drives results, how success is measured, and under what conditions it is effective.
In technology sales, you do not wait for opportunities; you present a compelling case for them.
At this level, careers are not linear. Progression is defined less by titles and more by shaping roles that are engaging and valuable.
Long careers are built on values, not just compensation
I have spent over a decade at two technology companies, which is uncommon in this industry.
The common factor was not compensation but the alignment of values.
Compensation may attract talent, but culture determines retention. I have seen individuals pursue higher salaries, only to leave roles with poor leadership and ongoing conflict. They often change positions frequently.
Before accepting a position, consider leadership quality, product maturity, innovation, support, and values. If these do not align, the role will become unsustainable, regardless of compensation.
Sometimes, remaining and addressing challenges is the more difficult and courageous choice. Ultimately, we are the business.
Balance doesn’t happen without pushback
I am direct about this with the women I mentor.
Balance is intentional and must be enforced, which can initially make others uncomfortable.
Burnout develops gradually through small compromises, such as an unprotected calendar, excessive commitments, and eroding boundaries.
Technology sales is demanding, with travel, pressure, and constant change. Without active attention to your well-being, the role can become unsustainable.
The strongest careers are owned
You are solely responsible for your career.
The women who progress most consistently are those who take ownership of their professional and personal development.
One mentee shared a development plan that included well-being alongside career goals, which was highly impactful.
Effective mentoring requires structure, clear actions, measurable progress, and an understanding of when to move on. Passing this forward is essential.
Final thoughts
Confidence, boundaries, and boldness reinforce each other over time.
Most limitations are not imposed; they are assumed.
I encourage women in technology sales to ask for what they need and to support themselves, even when the path is unclear.
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