Tonya Walley Interview on Climbing From Field Technician to Executive Leader

Tonya Walley’s career journey defies convention. Rising from frontline field technician to Senior Vice President of Operations in a traditionally male-dominated industry, she has built a reputation for transformational leadership, operational excellence, and empowering others to find their voice.

In this interview, Tonya discusses the inspiration behind her book, Built to Climb, and reflects on the lessons learned throughout her climb to executive leadership. She shares insights on resilience, workforce transformation, self-advocacy, and the leadership principles that helped her turn challenges into opportunities for growth and impact.

Tonya Walley, SVP Field Operations and Vendor Management

Your book is called Built to Climb; what first inspired that idea?

The title Built to Climb emerged from both my personal journey and the realization that growth is rarely a straight line. Throughout my career, I literally climbed poles and ladders as a field technician in the telecommunications industry long before I climbed the corporate ladder to become a Senior Vice President. That physical climb became a powerful metaphor for life and leadership.

What inspired the book most was recognizing how many talented people are waiting for permission to pursue bigger opportunities. They believe they need the perfect plan, the perfect credentials, or someone else’s approval before they move forward. My own experience taught me that growth often begins before you feel ready.

The book is also deeply personal. It reflects lessons learned through grief, setbacks, career pivots, self-doubt, and resilience. Losing my mother during my first year of college changed the trajectory of my life, but it also taught me that adversity can become a catalyst for growth.

Ultimately, Built to Climb is a reminder that leadership is not reserved for a select few. We are all capable of climbing beyond the circumstances we start with when we choose to trust our voice, own our path, and keep moving forward.

How did your experience as a field technician shape the leader you became?

My years as a field technician shaped virtually every aspect of my leadership philosophy. Working in the field taught me humility, resilience, accountability, and the importance of understanding the customer experience firsthand.

When you’re climbing poles in difficult weather, troubleshooting service issues, and facing customers whose connectivity is down, you quickly learn that leadership is ultimately about service. You learn to solve problems in real time, adapt under pressure, and take ownership of outcomes.

Being one of the few women in a heavily male-dominated environment also taught me perseverance. There were moments when I had to prove I belonged before I was fully accepted. Those experiences strengthened my confidence and taught me how to navigate challenging environments without losing myself.

Today, as a Senior Vice President, I still draw on those lessons. Having started on the frontline gives me credibility with employees because I’ve done the work. I understand the realities they face because I’ve lived them.

The field taught me that the best leaders never lose connection to the people closest to the customer. Titles may change, but leadership remains rooted in understanding, empathy, and a willingness to roll up your sleeves when needed.

What leadership qualities helped you advance from frontline roles to Senior Vice President?

If I had to identify the qualities that contributed most to my advancement, I would say resilience, curiosity, adaptability, and a commitment to continuous learning.

Resilience was essential because every career includes setbacks, disappointments, and moments of uncertainty. There were opportunities I didn’t get, challenges I didn’t anticipate, and times when I questioned myself. What mattered was continuing to move forward.

Curiosity allowed me to see opportunities beyond my current role. I consistently sought to understand how the business operated beyond my immediate responsibilities. I wanted to learn finance, operations, customer experience, workforce management, and strategy. That broader perspective prepared me for larger leadership responsibilities.

Adaptability became increasingly important as industries evolved and organizations transformed. The leaders who thrive are often the ones who remain open to change and willing to reinvent themselves.

Most importantly, I never stopped learning. I returned to complete my degree after leaving college, later earned dual master’s degrees, and continue to invest in my development today. Growth is not an event; it’s a lifelong practice.

The combination of resilience, learning, and a willingness to embrace discomfort created opportunities I could never have predicted when I first started my career.

What do organizations often get wrong when trying to lead through transformation?

Organizations often focus heavily on process, technology, and structure while underestimating the human side of transformation.

Most leaders understand how to develop a strategy. Fewer understand how to bring people along on the journey. Transformation succeeds when employees understand not only what is changing, but why it matters and how they fit into the future state.

Another common mistake is communicating once and assuming people are aligned. During transformation, communication must be continuous, transparent, and consistent. People need clarity, context, and confidence.

Organizations also underestimate the importance of trust. Employees will often tolerate uncertainty if they trust leadership. When trust is absent, even the best-designed transformation initiatives face resistance.

The most successful transformations I’ve led focused equally on people, process, and performance. We created clear goals, measurable outcomes, and accountability, but we also invested time in listening, addressing concerns, and helping teams navigate change.

Transformation isn’t just a business exercise. It’s a leadership exercise. Leaders who understand that distinction create lasting results.

How has workforce modernization changed the way leaders need to support their teams today?

Workforce modernization has fundamentally changed leadership expectations. Today’s employees want more than direction; they want development, purpose, flexibility, and opportunities to contribute.

Technology has accelerated the pace of work, but it has also increased the need for human connection. Leaders must balance digital transformation with genuine engagement.

Employees today are constantly adapting to new tools, automation, artificial intelligence, and evolving business models. As leaders, our role is not simply to drive performance. It’s to help people build confidence and capability in an environment that changes rapidly.

I also believe workforce modernization requires leaders to move from command-and-control management to coaching and empowerment. The best leaders create conditions where people can grow, experiment, and contribute ideas.

Another critical shift is recognizing that career paths are no longer linear. Employees want opportunities to learn across functions, gain new experiences, and develop transferable skills.

The future belongs to organizations that invest in both technology and talent. Modernization is not just about upgrading systems; it’s about helping people evolve alongside those systems and creating workplaces where they can thrive.

What is one habit that helps people build leadership skills before they have a leadership title?

One of the most powerful habits is taking ownership before you’re asked to.

Leadership begins long before a title appears on your business card. It starts when you become someone who solves problems, contributes ideas, and creates value regardless of your position.

Early in my career, I learned that leaders are often recognized before they are formally promoted. People notice those who volunteer for difficult assignments, step into ambiguity, support teammates, and consistently deliver results.

Ownership also means being accountable. Instead of asking, “Who is responsible for this?” ask, “How can I help move this forward?” That mindset shifts you from participant to leader.

Another benefit of ownership is that it builds trust. Colleagues and executives begin to view you as someone who can handle greater responsibility because you’ve already demonstrated leadership behaviors.

You don’t need authority to influence outcomes. Some of the most influential people in organizations are individuals who lead through initiative, credibility, and service.

Leadership isn’t something you wait to receive. It’s something you practice every day.

When someone struggles to speak up or advocate for themselves, where should they start?

Many people believe confidence comes before action. In my experience, confidence is often the result of action.

I encourage people to start small. Speak up once in a meeting. Share an idea. Ask a question. Volunteer for an opportunity. Every time you use your voice, you strengthen it.

I also encourage people to focus on preparation rather than perfection. Often, we stay silent because we’re worried about saying the wrong thing. But leadership is not about having perfect answers. It’s about contributing your perspective.

For years, I sometimes questioned whether I belonged in certain rooms. Eventually, I realized that if I had earned a seat at the table, my perspective had value. The same is true for many professionals who underestimate what they bring to the conversation.

Advocating for yourself is not arrogance. It’s clarity. It’s being able to communicate your contributions, aspirations, and strengths without apology.

Your voice grows stronger every time you use it. The goal is not to eliminate fear. The goal is to speak anyway.

What does claiming your voice mean to you today compared to earlier in your career?

Earlier in my career, claiming my voice meant proving I belonged. Today, it means helping others recognize that they belong too.

When I first entered the telecommunications field, I spent a lot of energy trying to earn credibility. As one of the few women climbing poles and working in field operations, I often felt pressure to prove myself. My voice was tied to performance and validation.

Over time, that changed. Experience taught me that leadership is not about convincing people of your worth. It’s about understanding your worth and leading from that place.

Today, claiming my voice means speaking with authenticity, even when my perspective is different. It means advocating for inclusion, mentoring future leaders, and creating opportunities for others to be heard.

It also means sharing my story openly. For many years, I focused primarily on professional accomplishments. Through writing Built to Climb, I realized that our struggles, pivots, and setbacks often create the deepest connection with others.

My voice today is less about proving and more about purpose. It’s about using my experiences to help others recognize what’s possible for themselves.

If readers take away one lesson from your journey, what do you hope it is?

If readers remember one thing, I hope it’s this: your starting point does not determine your destination.

Too many people allow circumstances, setbacks, or self-doubt to define what’s possible. My journey taught me that growth happens one decision at a time. One risk. One opportunity. One act of courage.

I did not have a blueprint for becoming a Senior Vice President. I didn’t know anyone who had followed the path I would eventually take. What I did have was a willingness to keep learning, keep growing, and keep saying yes to opportunities that stretched me.

The climb isn’t about perfection. It’s about movement. It’s about continuing forward when the next step isn’t entirely clear.

Every person has obstacles to overcome. Every person has moments when they question themselves. The difference is often found in whether we stop or continue climbing.

My hope is that readers walk away believing that their voice matters, their experiences matter, and their potential is far greater than they may realize. The path may not be easy, but they are capable of more than they think. And they are already built to climb.

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