Green Light mentoring program: a mentor’s perspective

ElevateHER team member Madhu Chakraborty sat down with Daniel Malpass to talk about his mentoring experience.

Tell us about your role in the Green Light program

I mentored Ashea Sherman during the six-month Green Light program. It was such a rewarding experience that we’ve continued our mentoring relationship even after the formal program ended.

Was this your first time mentoring in Green Light, and how did it compare to your past experiences?

Yes, it was although I’ve mentored others in the past. This program felt more structured, which I appreciated. The mentor-mentee matching process was thoughtful and intentional, which really helped.

Ashea and I already had a working relationship, so we had a strong foundation. I also liked that the mentee took the lead in scheduling and providing updates. It fostered accountability and showed real commitment.

  "Programs like Green Light remind us that leadership growth is a shared journey,” Daniel said. “When one person grows, it creates space for others to do the same."   

What inspired you to take part?

I’ve been with Custom Fleet for 17 years in various leadership roles, and I’ve always enjoyed mentoring. It’s fulfilling to share what I’ve learned and engage in meaningful, two-way conversations that create value for both people.

What makes a successful mentoring relationship?

The relationship itself is central. Both mentor and mentee need to invest time in understanding each other—backgrounds, goals, and priorities. Accountability on both sides is also crucial to ensure progress is made.

Do you adapt your mentoring style depending on the mentee?

Every mentoring relationship is unique. I tailor my approach based on their personality, role, and aspirations. Setting clear, shared objectives at the beginning is essential.

Can you share a success story from your time in the program?

One of Ashea’s goals was to create more space for strategic thinking. I encouraged her to delegate more. She handed over some operational meetings to her account managers, which freed her up to focus on long-term strategy. It was a win for her and a great development opportunity for her team.

Did you notice any personal growth for Ashea?

Absolutely. She became more intentional about protecting time for strategic work. Previously, she’d book time for it but let other meetings take over. We worked on making that time non-negotiable, and she stuck with it.

Did this shift have any wider impact?

It made me reflect on my own habits—sometimes I wasn’t great at blocking out strategic time myself. So I started doing it too. That change inspired both our teams to make time for strategic thinking.

If you could enhance the program in any way, what would you suggest?

I think we could have been clearer about our goals from the outset. We had objectives, but they weren’t very measurable. That would have helped us track progress more effectively.

What makes the Green Light Program effective for supporting women in leadership?

It creates a safe space for open, honest conversations that don’t always happen in a typical reporting line. It encourages vulnerability and growth. For women in leadership, it formalises an opportunity that might not otherwise exist, helping to increase representation and support career progression.

What advice would you give to someone considering becoming a mentor?

Make sure you’re genuinely invested and doing it for the right reasons. It’s not just about giving advice, it’s about listening, learning, and growing together.

And what would you say to future mentees?

Come in with passion and a clear sense of what you want to achieve. Be open, engaged, and willing to be vulnerable. That’s where the real growth happens.

It’s been an absolute privilege to be part of the program.