Caitlin Steele, Gates Corp. | Women Breaking the Mold 2023

Sometimes it's not who you know, but what you know—and how hard you are willing to work to fill in the gaps.

Such is the case for Caitlin Steele, who has been on an upward trajectory at Gates Corp. since she was hired there five years ago.

Steele serves as the senior director of global marketing, Gates Corp.

She has about 40 employees under her direct charge at Gates, a leading manufacturer of application-specific fluid power and power transmission solutions.

"My initial role prior to becoming senior director of global marketing was as a product line manager for industrial hose," Steele told Rubber News. "Then, for a time, I was pulled into some interesting technology projects on the hydraulic side, which included the development of an IoT crimper, the GC20"

After that, she went back to industrial hose as global product line director.

"We call it 'the wild world of industrial hose' because it can be anything and everything ... from air and water filtration to fuel and oil transfer and food and beverage," Steele said.

Steele wears a number of hats at any given time.

"There really is no day-to-day routine for me," she said. "Things are definitely different every day."

Steele is responsible for package engineering, product labeling, the in-house global creative studio that builds global marketing content, public relations and communications, social media and branding, and other duties.

"I am responsible for the techs and processes around how Gates brings its marketing capital (to be invested)," she said.

She also partners with regional presidents to share best practices.

"I guess you could say I am kind of the glue in some sense," she said. "I want to harmonize where it makes sense to do so."

With a background in marketing and finance, Steele's career began in aerospace and defense.

"I wanted more global experience, and defense contracting is very fixed," she said.

So Steele went to Eaton Corp., but still found it "a little sleepy."

"Everything was already decided and there wasn’t a desire to drive change," she said. "I needed something more."
She landed at Gates after her husband found his dream job in Denver, but she initially was skeptical of the industry.

"I was a little nervous at first," she said. "I thought, rubber hoses? Is that going to be exciting and challenging? And I was blown away by the complexity of the material science and manufacturing. And I have come to find the rubber industry just as challenging and exciting as what comes from the so-called top tier technology companies."

Steele quickly learned the ins and outs of the fluid power side at Gates through a major project she spearheaded, adapting a "workhorse" crimper known as the PC-707 into an IoT-connected crimper in a technology that could be used by the masses.

"A connected crimper is really quite complex," Steele said. "No one had done this before with an entry level crimper that operates at a factory-level threshold.

"This might be something the guy behind the desk at Napa might use, someone who does four or five hose crimpings a year. How do they get that quality crimp? How do we make it so easy that anyone can do it?"
The project was a challenge from a cost perspective, as well as from a software development angle.

"We were seeking a digitized crimper, with a hydraulic portion, machine development needs and software," she said.

Steele characterized her leadership style during this project as "transformational."

"I like to set the vision and then inspire the team. I used to get satisfaction in seeing success for myself," she said.

"Now I get satisfaction in watching others grow and blossom—almost like your children."

When Steele was seven months pregnant with her second child and preparing for her current role at Gates, Tom Pitstick, senior vice president and chief marketing officer at Gates Corp., was instrumental in advising her.
Pitstick connected Steele with several other ladies at the executive level.

"And this was such an enlightening conversation," Steele said. "They made me feel reassured and supported. It was almost like a safety net."

A secondary benefit from the connections may have cast a wider net.

"One other thing I did not realize is that other women in the company are seeing this, that I am building both a career and a family," Steele said. "And that is so touching to me. It is an honor to have other women come up to me and say 'thank you for having the courage to try.'

"I've always worked in male-dominated industries. Women need more spots at the table and we need to create the space for that to happen. And to do that requires persistence. I am going to make my voice heard because I am going to come back three, four and five more times."

Years with company: 5
Years in rubber industry: 5

As a large global manufacturer, we have diverse employee and customer bases—each with unique needs that vary by region. Finding ways to improve the support of our global audience and engagement of our end markets makes for exciting opportunities and challenges.

My team and I have big dreams! We built a strategy and road map that aren't for the weary. It's hard work and a lot of it. I was recently in a leadership development course that included the concept of "are you laying a brick or building a cathedral?" For us, it's certainly the latter. We are building a culture of curiosity, not judgment, and the path to success won't be simple or straight. I'm challenging myself and my co-workers to persevere despite the setbacks, despite the obstacles, and despite the uncertainty. Know what? It's working. We are truly driven by possibility.

My personal leadership style is grounded in authenticity and tenacity. Authenticity is about being transparent and consistent, and creating an atmosphere of trust. I practice honesty in my communication and acknowledge my mistakes. Authenticity also means respecting and valuing the individuality of others.

To help my teammates grow and flourish, I make a concerted effort to understand their strengths, areas for continued development and career goals.

Tenacity is about unrelenting determination: staying committed to goals even in the face of difficulty. Demonstrating tenacity means not being swayed by roadblocks or setbacks. Hurdles are inevitable, but I motivate my team to press on by encouraging problem solving, reframing challenges as opportunities, and affirming perfection can't stand in the way of progress. Mistakes are OK.

One of the most intriguing aspects is that our products are used in all kinds of applications all over the world. There is an intense amount of engineering and technology that goes into Gates products and factories. Our vision is to continually push the boundaries of materials science to advance the way the world moves. Gates really is everywhere, from V-belts in wind turbines and thermal management solutions for electric vehicles to belt-powered bicycles and even in the rocking bassinet I used with both of my babies. Our innovative products are a critical component in making the world run better, and I love being a part of that.

I see having your ideas questioned as a good thing. Maybe this goes back to tenacity, turning obstacles into opportunities, and cultivating an inclusive environment. Having your ideas questioned isn't a reflection of how valuable you are to the organization. Time and time again, I've seen results from collaboration that includes input from diverse perspectives far exceed what can be accomplished alone. Be assertive in your communication, actively seek feedback, and find allies who can help you move forward.

Credibility, like trust, is something built over time. Your capabilities are not defined by the doubts of others. When your credibility is questioned, it's essential to have open, non-defensive conversations regarding any concerns. People tend to question credibility when they lack information about you and your work; there could be a gap in perception of your capabilities and abilities. This is a perfect opportunity to display your competence and commitment, building your reputation. Don't be afraid to showcase your expertise and assert your true value.

Many good ideas never see the light of day because they don't have a good pitch. To make a compelling case, know your audience and frame your ideas for maximum impact. Anticipating motivations and objections will help tailor your message. Depending on your audience, shift the focus from the why to the how. And it never hurts to have evidence ready as needed to support your recommendations.

Early in my career, I failed at setting—and holding to—firm but fair boundaries around work-life balance. I averaged 16-hour workdays for nearly two years. I loved the job, and the team and I believed in what we were trying to accomplish, but it was totally unsustainable. I was burned out.

Along with damaging my health, my relationships with friends and family were negatively affected. It was a very hard way to learn an important lesson. Since then, I've found balance allows me to bring my best self to work. While I will always be a team player and do what it takes to get the job done, I now go about it differently.

This might take the form of delegating, reprioritizing, saying no, or implementing a process improvement to free up more time in the future. As leaders, we always want to tap into the potential of our team members and get the most out of them, but it's important for me not to play any part in repeating those major mistakes of mine.