One moment that's stuck with me was when I was part of a group interview early in my career. There were several of us waiting to be called in, including a candidate who was overweight and dressed more casually than the rest of us. Despite having great qualifications on paper, I noticed the interviewer barely made eye contact with them, rushed through their answers and didn't ask follow up questions with the same interest or tone as they did with others. After the interview I heard someone say, "We need someone who looks the part." It was subtle but clear—an assumption based solely on appearance not ability. That stuck with me because the candidate had great insights and spoke confidently despite the cold shoulder. They clearly had potential. The situation wasn't addressed in the moment and I regret not speaking up then. But it did shape how I do interviews now. I make a conscious effort to strip away bias—whether it's weight, clothing, skin, age or any other surface level factor—and focus on what people say and bring to the table. I've also advocated for structured interviews with standardized questions to remove subjectivity from hiring decisions. That experience taught me that discrimination isn't always loud or obvious—it often hides in tone, body language and what's left unsaid. The responsibility to challenge it isn't just about calling it out but also about building processes that don't let it in to begin with.
I once witnessed a colleague being overlooked for a client-facing role because of their tattoos, which some team members unfairly associated with unprofessionalism. The situation was addressed by leadership through a company-wide conversation about unconscious bias and updating our dress code to be more inclusive. We also held workshops to raise awareness about diversity and encourage respect for individual expression. Over time, this shifted attitudes, and that colleague was not only included in client projects but also became a valuable advocate for a more open culture. It showed me how important it is to confront bias directly and create policies that support diversity beyond surface assumptions.
One moment that stands out happened early in my entrepreneurial journey, before Zapiy really gained traction. I was attending a networking event in a major city, and I'd brought along a team member who was incredibly sharp, but didn't "look" the part—he dressed casually, had visible tattoos, and wasn't polished in the stereotypical corporate sense. We walked into a pitch session, and I immediately noticed a few of the room's decision-makers diverting attention toward me, assuming I was the founder and he was just tagging along. When he introduced himself and began to speak about the tech we'd been building, the room's body language subtly shifted. Some tuned out, others cut him off mid-sentence or redirected questions toward me. It wasn't overt, but it was clear: they were making judgments based on his appearance, not his intellect or the quality of his work. I addressed it then and there. I stepped back and made it clear he was leading the technical side of the company and had earned that role through capability, not image. I stayed quiet deliberately so the focus had to remain on his ideas, and eventually, they listened—though not without effort. What struck me most was how normalized this kind of bias still is, especially in rooms that pride themselves on innovation. Discrimination based on appearance often flies under the radar, packaged as preference or professional "fit," but it limits creativity and drives away the very diversity businesses need to grow. At Zapiy, that experience helped solidify our internal culture. We don't just celebrate inclusion—we build systems that support it. Whether in hiring, promotions, or how we present our team externally, we focus on skill, contribution, and character over aesthetics or conventional norms. Discrimination in any form can be subtle but corrosive. Addressing it takes more than a one-off response. It takes ongoing commitment to see people fully—not just for how they look, but for what they bring.
I once witnessed a colleague being overlooked for a leadership role simply because of her physical appearance—she didn't fit the stereotypical "corporate" look. It was frustrating to watch, especially since she was more than qualified for the position. I addressed the situation by speaking up during a team meeting, pointing out her skills and the importance of choosing candidates based on merit, not appearance. I also had a one-on-one conversation with the manager to express my concerns. Thankfully, the issue was acknowledged, and the manager made a conscious effort to focus on qualifications moving forward. The colleague eventually received a promotion, and we worked together to ensure our team was more inclusive. It reinforced for me that sometimes, speaking up is the first step in breaking down unconscious biases in the workplace.