Can you tell us a bit about yourself and your current role?
I am Jorgie Hunt (she/her) and I have recently moved to a new role as the Manufacturing Excellence Manager for Tequila and Mezcal Category at Diageo; accountable for the success of our Continuous Improvement programme and standards across the category. I’ve worked at Diageo for the last 8 years in various roles across the business and I am very excited for this new challenge and opportunity in Tequila and Mexico. In my time with Diageo, I have also completed 3 General Certificates and 2 Diplomas (Distilling and, most recently, Packaging) with the CIBD, which has massively supported my understanding of the industry and professional growth. 

What inspired you to enter the packaging industry?
As I am sure is true for many people, this is an industry I found myself in by accident, but one that I feel well fits my personal and professional purpose. Prior to working in Diageo, I worked in the hospitality industry – bars and restaurants – and always loved the history and brand passion of the drinks industry as well as the pace, innovation, community that the industry sparked – something I’ve found mirrored within Packaging. I joined Diageo through their Graduate scheme, having completed my Batchelors in Chemistry, and really thrived in an environment that supported learning and development. As I’ve grown in my career, I’ve maintained that love of learning and try to continue to create those environments for myself and others. 

Have you had any female role models or mentors who have influenced your journey?
Yes definitely. I think in any industry, or even as a human being from an anthropological perspective, it’s important that we find our people; the people who will lift us up when we are down or support us when we are struggling. The most successful people aren’t the ones who have done everything perfectly the first time and shouted about it, but those who have built resilience through failing, trying, experimenting, and learning, challenges which often go unnoticed or unsupported. When you work in a historically male dominated industry, a lot of these challenges happen for diverse individuals, women especially, without recognition or resolution. Most women (and other underrepresented groups) will resonate with that feeling of resilience and challenge, even if at surface level their journey appears to be similar to others or even “easy”. 

For me, my role models are seldom people who hold positional power or are seen as “managers” and more people who I can see that willingness and resilience in. They tend to be my peers or even members of my own teams. The thing I admire most in those that I consider role models is that tenacity to keep trying despite adversity or failure and their kindness – two qualities which I think naturally lend themselves to the conversation on inclusion and IWD. 
Kindness for me is that recognition that we can do things to uplift or support others, even when we think we might be struggling ourselves. It’s also something we can all work harder at and becomes even more important when you are a leader in the industry. Taking the time to be kind – to ask someone how you can support them, without any worry about how it directly benefits you or the company – is so important. 
I am a firm believer that much like a house plant, people need space and nurturing to grow. Diverse individuals who have had to downplay their skills or make themselves smaller in an attempt to fit in or who haven’t been confident about what they bring to the table, will naturally try to take up less space. As a leader, I see it as my responsibility to create space for people and my teams to be able to grow. I am sure all women can think of a time when someone has taken up their growth space – whether it be talking over them in meetings, not acknowledging their hard work or downplaying their contributions or even doubting their capabilities up front “because they are a woman”. Someone will always take up our growth space, as women we need to become more confident with filling our own space and growing or else someone else will take that space. We build up our confidence internally, but the courage we need to put ourselves out there and take the risks or move out of our comfort zone comes from the strength of our relationships. 

Have you faced any challenges as a woman in the industry, and how have you navigated them?
I have definitely faced challenges, and I will definitely continue to face challenges both personally and professionally, that stem from a need for more awareness and education. Often, these events aren’t the big outspoken or controversial displays of sexism that spring to mind when we consider challenges; it can be the small actions or throw away comments that have the biggest effect. Challenging the norm is a huge part of driving progress for marginalized groups and something we must continuously work at. Recognising and speaking out is such an important way that companies and communities can learn to better support one another and to be more kind. 
The most common example that springs to mind for me was how frequently people (often visitors or contractors) would find me in the managers’ office and ask for George – the manager, wondering where he was. I had to explain that (embarrassingly for both of us), here, the manager is Jorgie – and she is me. Just the outward presentation of my gender had caused someone to doubt that I could possibly be the senior manager on a packaging site. 

One thing I have found from talking to other women in the industry is that we often get accused of “taking things personally”. I don’t think this is a negative. I put so much of myself, my experiences, and hard graft into my work that I consider the success of it to be a personal reflection of myself. This can often be  seen as an overreaction or getting emotional, but when you compare the systemic and industrial adversity that women have had to and continue to face, I would consider it an underreaction. 

More than half of women, compared to just 38% of men, feel that they regularly experience imposter syndrome. When you spend most of your life learning how not to doubt yourself, it can be crushing when a seemingly throw away comment brings all of that doubt to the surface. 

For me, I navigate these events in a few ways: firstly, laugh at the absurdity of it all – often in recognition of the fact that this isn’t someone’s personal views, but  a product of societal ones. 
Next, I never miss an opportunity to educate someone. As someone with a personal love for learning, I’m always open to learning more from others every day and hope that others are too. Recognising and explaining how this could impact someone from a diverse background is a really good way of building advocacy through education and mutual understanding. 
Finally, I always go back to my people – the people I surround myself with who are supportive and believe in me can help me to rebuild the belief in myself that these “small” events can quickly take down. I know for a fact that when I believe in myself, I deliver my best work and I can be the best leader, so this support network is so important for me to be able to bring my best self to work. 

Have you seen any positive changes in gender diversity in the industry during your career?
I have seen improvements within the industry and especially within Diageo. I have also noted that the quality of the conversations around inclusion are much stronger are more open-minded, with far more male allies making themselves known. This is a shift I would love to continue to develop, with inclusion at the forefront of Diversity and Inclusion conversations. 

What advice would you give to other women considering a career in the drinks industry?

Think of the house plant – you will be watering yourself, offering yourself lots of nutrients and working hard (maybe doing lots of qualifications and good work), but unless you take up the space you deserve you will only grow so big. Surround yourself with people who will give you space to grow. Surround yourself with people who are big plants and rather than focussing on making themselves bigger, they focus on growing others. And if you are a leader of any gender – create that space.