This International Women’s Day, the global theme Give to Gain invites us to reflect on the power of generosity in leadership—the idea that when we invest our time, insight and support in others, we unlock collective strength and accelerate progress. At Multiply Technology, this principle isn’t abstract, it lives in the way we build, collaborate and grow.
Nowhere is this more evident than in the leadership of Clarisse, a valued member of Multiply Technology’s Advisory Board. With a career spanning digital transformation, partnership development and advisory work across global organisations and fast‑scaling startups, Clarisse embodies the impact of giving deliberately to help others rise. Her decade‑long collaboration with founder Natasha has shaped not only Multiply’s strategy and governance, but also its culture—one rooted in ambition, clarity and shared success.
I have been working closely with Multiply Technology founder Natasha for a decade and being now part of the Board has given me a strong front‑row view of the company’s ambition, culture and growth priorities. My background spans from digital transformation to partnership development, with experience in global organisations including Microsoft and France Telecom. I also work as an independent advisor – supporting startups and scaleups to grow successfully through clearer strategy, stronger partnerships and focussed execution.
On the Board, I provide guidance and support – helping shape the strategy, strengthen governance, and make disciplined choices about where to invest for sustainable, customer-led growth.
2. This year’s International Women’s Day theme is ‘Give to Gain’. What does this mean to you personally and professionally?
To me, Give to Gain is a practical leadership principle. When we give time, sponsorship and trust – especially to people who may not yet have the same access to networks – we create stronger teams and better outcomes.
Working closely with a founder, like Natasha, who leads with both ambition and generosity has reinforced that the tone at the top matter. When leaders actively invest in others, capability and confidence grow faster.
3. Why is it important to have women represented on the Board, and how does this support progress toward gender equality in leadership?
Boards shape culture, strategy and opportunity. Having women at the table strengthens decision-making by improving challenge and reducing blind spots. It also signals internally and externally that leadership is not a narrow mould.
Visible women in governance roles help build the pipeline through role modelling and sponsorship, and support policies and talent decisions that deliver practical, lasting equality.
4. In your view, how does sharing knowledge help accelerate the advancement of women in technology and leadership roles?
Knowledge is often the hidden barrier—unwritten rules, confidence gaps, and limited access to the right networks. When leaders share knowledge openly (how decisions get made, what “good” looks like, how to build influence, and how to navigate trade-offs), it accelerates readiness and reduces the time it takes for talented women to step into bigger roles.
Sharing practical insight from real delivery – what worked, what didn’t, and why – builds credibility quickly, strengthens sponsorship, and shifts the culture from “figure it out alone” to “we succeed together,” which is essential for retaining and progressing diverse talent.
5. Can you share an example of how collaboration has helped create a more supportive, interconnected business environment in your career?
One example that stands out is leading a cross‑functional launch where product, commercial, delivery, security, finance and external partners all needed to move in step. I’ve seen this work in both large organisations and startup environments, and the common success factor is creating shared clarity early.
Instead of allowing teams to engage in sequence, I brought the right stakeholders together up front to align on the customer outcome, go‑to‑market plan, commercial model, decision rights and key risks and constraints. That shift – from handoffs to joint ownership – improved speed and decision quality and created a more supportive environment where people felt informed, included and able to raise concerns early.
The relationships and trust built through that kind of collaboration often outlast a single initiative and help create a more connected, healthier organisation.