Eileen Gengan did not set out to build a career in automotive. What began as a temporary marketing opportunity at a local dealership during a university break grew into an 18-year career spanning public relations, communications, events and brand experience.
Eileen Gengan | image supplied
Having worked across high-pressure environments and major automotive launches, Gengan has seen the industry evolve and has developed a leadership philosophy centred on authenticity, empathy and continuous learning.
For Women’s Month, she reflects on the unexpected career path that brought her back to automotive, the challenges of finding her voice in a traditionally male-dominated industry, and why women should not have to change who they are to succeed.
What inspired you to pursue a career in the automotive industry?
The honest answer is that I didn’t set out to build a career in automotive. My journey started more than 18 years ago, during a university break, when I took a temporary opportunity to assist with marketing at a local dealership. Four years later, I had built a career in the industry.
I eventually left automotive to explore other opportunities, but I found my way back – this time into PR and events. Looking back, I think what drew me back was the pace and the variety. Automotive is an industry where communication, people, business and experiences all intersect.
I’ve always enjoyed work where no two days look the same, and automotive certainly delivers that. A career that started almost by accident has given me the opportunity to work on everything from major vehicle launches and national events to media relations, corporate communications, campaigns and stakeholder engagement.
Sometimes the career you end up building isn’t the one you originally planned. That doesn’t make it any less intentional or successful.
What have been the biggest milestones in your career?
There have been professional milestones that I’m incredibly proud of, including being recognised in the Philanthropy category at the Motoring Women of the Year Awards, as well as being named PR of the Year by the South African Guild of Mobility Journalists and, more recently, by Top Gear.
For someone working in PR, those acknowledgements mean a great deal because so much of what we do happens behind the scenes. You can spend months building relationships, managing a crisis, launching a product or creating a campaign, and the work is often only noticed when something goes wrong. Being recognised by the industry made those moments particularly special.
I’ve also had the opportunity to lead major product launches, national dealer conferences, media events and integrated campaigns. Those experiences have taught me how to operate under pressure, bring different stakeholders together and turn a strategy into something people can actually experience.
But if I had to choose one milestone, it would probably be the point at which I stopped measuring my career only by titles and achievements and started measuring it by the influence I could have. The people I’ve mentored, the relationships I’ve built and the teams I’ve helped develop are achievements I value just as much as the awards.
What has your career taught you about leadership?
That leadership isn’t a performance.
The longer I’ve been in my career, the more I’ve realised that you don’t need to have the loudest voice, the biggest personality or all the answers to lead effectively. You need to be clear about what you’re trying to achieve, comfortable making difficult decisions and accountable when things don’t go according to plan.
I’ve also learnt that leadership is tested most when things are messy. It’s easy to lead when everything is going well. The real test is how you communicate when there is pressure, how you treat people when you’re frustrated and whether you take responsibility when something goes wrong.
And perhaps most importantly, I’ve learnt that people remember how you made them feel long after they forget what you said. You can be ambitious and demanding of high standards without losing empathy.
What challenges have you faced as a woman in the automotive industry?
I wouldn’t say I’ve faced significant barriers simply because I am a woman. In fact, I’ve been fortunate to have had many positive experiences throughout my career.
The bigger challenge, for me, has been navigating an industry that has traditionally been shaped by masculine ideas of what leadership and strength should look like.
Early in my career, there can be an unspoken pressure to adapt – to become tougher, less emotional, more guarded and sometimes even to suppress the softer, more feminine qualities that come naturally to you in order to be taken seriously.
Over time, I’ve realised that you don’t have to lose yourself to succeed. Being empathetic doesn’t make you weak. Being emotionally intelligent doesn’t mean you can’t make difficult decisions. And being feminine doesn’t make you any less capable of leading in a high-pressure environment.
For me, the real growth has been finding a balance between strength and softness, decisiveness and empathy, and knowing when each is needed.
I don’t believe women need to become more like men to succeed in traditionally male-dominated industries. We should be able to bring our own strengths and perspectives to the table.
Ultimately, I think the challenge isn’t about changing who you are to fit the industry. It’s about becoming confident enough in who you are that you no longer feel you need to.
How has the industry changed for women during your career?
The change is noticeable.
When I started my career, seeing women in senior positions within automotive was far less common. Today, women are increasingly visible across the industry.
The conversation has also evolved. Businesses are talking more seriously about diversity and the value of different perspectives, rather than treating it simply as a box to tick.
But I think the next phase of progress is more important than representation alone.
It’s not enough to have women entering the industry. We need to see more women making decisions, leading businesses, sitting on executive teams and shaping the future of the industry.
Progress is happening, but there is still a gap between having a seat at the table and having a meaningful voice at it.
What more can businesses do to support women into leadership?
I actually think we are seeing positive change. Organisations are creating more opportunities and spaces for women, and there is a much greater understanding of the value that women bring to leadership.
For me, the next step is making sure those opportunities translate into genuine progression. That means giving women visibility, trusting them with meaningful responsibility and making sure they are part of the conversations where decisions are being made.
Sometimes the most powerful support isn’t another programme or initiative. It’s someone saying, “I think you should lead this,” and then giving you the space to do it.
I also think businesses have an opportunity to broaden the definition of leadership. Leadership doesn’t have to look, sound or behave a certain way. A woman shouldn’t feel that she needs to become harder, less empathetic or less feminine to be taken seriously as a leader.
If we create environments where people can lead authentically, while still being held to high standards and being given real accountability, I think we will see even more women stepping confidently into leadership.
Ultimately, it’s about creating the opportunity – and then having the confidence to give women the room to own it.
Who have been your biggest mentors or role models?
I’ve learnt from a collection of people throughout my career – from exceptional leaders, people who believed in me and, interestingly, even people whose leadership styles showed me exactly what I didn’t want to become.
I think that’s an important part of building your own leadership identity. You don’t have to copy someone else’s version of success.
I’ve also been inspired by the women who have built careers, navigated difficult environments, raised their voices when it mattered and remained themselves while doing it.
I’ve taken something from almost every person I’ve encountered professionally. The trick is knowing what to take with you and what to leave behind.
What advice would you give young women starting their careers?
Don’t make being liked your career strategy. Be respected. Be reliable. Know your craft, keep learning and become really good at what you do.
Build genuine relationships, because your network and reputation will become some of your most valuable assets as your career progresses.
Say yes to opportunities that stretch you – especially the ones that make you wonder whether you’re ready. You don’t have to know everything before you take the next step. Sometimes you learn the most by stepping into something that is slightly outside your comfort zone and figuring it out along the way.
Keep challenging yourself. Upskill, stay curious and don’t become too comfortable with what you already know. The world of work is constantly changing, and the willingness to keep learning can be just as important as the qualifications you start your career with.
I’d also tell young women not to apologise for ambition. You can be ambitious without being ruthless. You can be confident without being arrogant. And you don’t have to change your personality, your femininity or who you are to become a successful leader.
Be authentic.
Take the opportunity when it comes. Don’t wait until you feel 100% ready, because that moment may never come. Sometimes someone else sees your potential before you see it in yourself.
