Angela Lim is the Chief Growth Officer at OXIO, a Telecom-as-a-Service platform that brings telecom to the cloud as a turnkey software solution.
The company empowers any enterprise, brand or influencer to become an MVNO or embed connectivity into existing digital products and customer experiences, without the costs and constraints of legacy telecom, and with no telecom expertise required.
With over 25 years in the telecom industry, Angela started her career in engineering and worked her way up through technical, strategic, and commercial leadership roles at companies like Ericsson and AT&T. Originally from Malaysia, she earned her degree in Electrical and Electronics Engineering in the UK and later completed an intensive Executive MBA—all while raising two toddlers.
Angela is passionate about mentoring the next generation of women in tech, often pulling from her own experience navigating male-dominated spaces and nonlinear career moves. She believes in leading with purpose, building with empathy, and creating opportunities for others as she grows.
Angela leads OXIO’s global growth strategy and revenue expansion initiatives across wholesale, MVNO and enterprise verticals. Her focus lies in scaling OXIO’s TaaS solution and unlocking new monetization models that enable embedded connectivity across industries.
OXIO’s TaaS platform is the first to give companies the level of control and speed-to-market that they need to build the next generation of mobile experience that help drive long-term customer loyalty and retention. The business also uniquely unlocks powerful subscriber insights at the network level that have been previously inaccessible to companies. We deliver behavioral data and insights that enable companies to improve marketing, increase revenue and become their own source of 1st party data.
What are the key roles in your field of work, and why did you choose your current expertise?
Funnily enough, I didn’t actually plan to go into engineering. I really wanted to study architecture because I loved sketching, building, and designing things—cars, buildings, anything I could imagine. But when my pre-university counselor told me it would take six years and require double degrees, I knew we couldn’t afford that kind of time or cost for an overseas degree. The closest thing that still involved building and design was Electrical and Electronics Engineering, so that’s how I ended up in an EEE program in the UK.
Starting in engineering gave me a solid understanding of how telecom networks actually work—which now helps me translate all that technical complexity into real business opportunities. Over time, I found myself leaning more into growth strategy because I love turning ideas into outcomes. Whether it’s helping companies monetize through connectivity, finding smart partnerships, or helping platforms scale. What I enjoy most is not just shaping the vision, but getting in the weeds to bring it to life and seeing the impact. I love helping companies connect the dots and see telecom not just as infrastructure, but as a real growth engine.
And in a full-circle kind of way, I still get to express my creativity—just in a different form. Whether it’s designing growth strategies, building new business models, or imagining what’s next, that creative spark is still very much part of what I do today.
Did you (or do you) have a role model in tech or business in general?
Indra Nooyi has always stood out to me—not just for leading a global company like PepsiCo, but for how she built her career from a technical foundation and used it to drive bold, strategic decisions. I admire how she connected seemingly unrelated dots, saw around corners, and turned complex business challenges into growth opportunities. She wasn’t afraid to make courageous career pivots, often stepping into roles where the path wasn’t clear—and she did it with both conviction and humility. What resonates most with me is her fierce advocacy for team empowerment. She led with both intellect and heart, and never lost sight of the people who made the work possible.
That said, I’ve never had just one role model. I tend to pick up traits from different leaders I admire. Some earn deep respect by the way they lead—teams trust them and want to follow. I’ve also learned a lot by watching how people navigate peer and partner dynamics—moving things forward with influence, not force.
Over the years, I’ve had a few great mentors and advocates who’ve helped me through different phases—from career moves to team dynamics and big strategic shifts. Each of those experiences has shaped how I lead today—with clarity, empathy, and a focus on bringing others along for the journey.
What are you most proud of in your career, so far?
One of the things I’m most proud of is having the courage to take risks—even when the path wasn’t clear or comfortable. I’ve made several lateral moves throughout my career, not for the title, but to gain a deeper understanding of the business from different angles. Each move challenged me in new ways and broadened how I think about problems, people, and growth. Those experiences have shaped how I lead today—grounded in context, able to connect across functions, and better equipped to make thoughtful, strategic decisions.
Are there any specific skills or traits that you notice companies look for when you’re searching for roles in your field?
I’ve found that one of the biggest things companies look for is whether you actually enjoy the core of the role you’re going for. You don’t have to be amazing at it right away, but when you genuinely like what you’re doing, it shows—and people want to work with you. Hiring managers, peers, teams will all pick up on that energy. But if you’re faking it just to land the job, it eventually wears you down. Burnout comes fast when you’re not aligned with your work.
Adaptability is another big one. Especially in tech, where change is constant, being able to pivot and stay flexible makes you super valuable. People who can roll with uncertainty, shift gears when needed, and still show up with a good attitude tend to become the go-to folks on any team. It’s less about having all the answers and more about being open, versatile, and dependable when it counts.
What advice would you give other women wanting to reach their career goals in technology?
My biggest advice is to get comfortable being uncomfortable, because if you’re completely at ease in your role, you’ve probably stopped growing. Stay curious and keep learning. One of my former bosses once wrote in my year-end review that I’m a lifelong learner. She joked that while most people send memes or reels on weekends, I’m the one forwarding Economist articles. I’d also say, stay humble. The best results come when you bring others along for the journey. I’ve always believed that ten brains are better than one, and when you create space for others to contribute, the opportunities multiply. Curiosity, collaboration, and the willingness to stretch beyond your comfort zone will take you further than you think.
What’s something about your leadership approach that you think has made the biggest impact on your teams or the business?
For me, effective leadership comes down to three things: surround yourself with great people, set clear expectations, and create space for collaboration. When you trust your team and they know exactly what’s expected, you can empower them to run with it. Add in a culture where healthy competition and open collaboration thrive, and that’s when the real magic happens.
