Diversity isn’t just a checkbox. It’s a competitive advantage.
Despite years of conversations about the value of diverse teams, tech companies continue to struggle with building inclusive pipelines—especially for Black tech talent. The excuses are familiar: “We can’t find qualified candidates.” But is that really the truth?
In this insightful conversation, Rahul Sharma, Principal at BayOne Solutions, explores the real reason why tech’s diversity problem persists—and what it will take to fix it. From confronting middle management bias to reframing how we define “qualified,” Rahul breaks down the steps needed to build a robust Black tech talent pipeline.
Backed by demographic trends, workforce projections, and decades of industry experience, this talk is a call to action:
Diversity is not a risk. It’s a return.
➼ Watch to uncover the barriers, challenge the status quo, and learn how to be part of the solution.
0:10
Let’s talk about this challenge. When you mention it, it makes so much sense.
0:14
One thing we know about tech companies is that they’re always ahead of trends. They often look to the future, then come back to the present. And they love data. If we layer these things together—look at the data, and it’s clear: the minority population in the United States is growing at a much faster rate than the white population.
0:32
By 2044, America is projected to become a majority-minority country. And by 2033, we’ll likely see the majority of the workforce come from minority groups. Yet, there’s still a persistent issue with diversity in the tech industry.
0:58
It’s hard for people like you and me to understand why that is. Companies say they want to do more, but they’re quick to act in many areas, yet slow when it comes to diversity.
1:14
So, what’s it going to take? A lot of companies claim they can’t find the right talent. What’s your take on that?
1:22
Let me give you some context on why this is happening. At the leadership level, C-suite executives understand the importance of diversity. As you often say, “Diversity, Equity, and Inclusion (DEI) is ROI.” They get it. They know they need diverse teams to build better, more global products. This isn’t just a “nice to have.” It’s a business necessity.
1:53
But when it comes to middle management, things change. Middle managers are focused on delivering projects and are often hesitant to take risks. There’s a bias that people from minority backgrounds may not be as qualified as those from more privileged backgrounds—such as people who went to top universities.
2:28
I understand where they’re coming from, but they’re missing the point. Yes, people from minority backgrounds may not always have the same educational advantages, but technology skills can be taught. What can’t be taught is attitude. People from minority communities often come with a hunger to prove themselves. They tend to be more driven, more determined to excel, and they often become some of the best workers.
3:05
Once companies start bringing in diverse talent and see early successes, it becomes easier. But the key challenge is coaching middle management. Executives get it, but middle management hasn’t been educated on how they can benefit from a more diverse workforce. They’re the ones executing projects and don’t want to take risks.
