Rachel Hines

Background in SWE:

I have been actively involved in SWE through community outreach since my freshman year. I started in the middle school committee, rose to middle school director, and am now VP of CO! I’ve worked to expand access to STEM education for underrepresented students. Through this role, I’ve helped plan and lead hands-on programming that introduces engineering concepts in an engaging and accessible way, particularly for Title I middle schools.

Describe a leadership experience that challenged you. What did you learn from it and how would it influence your work on the SWE executive board?

One challenging leadership experience I’ve had was during my time on the SWE executive team, when I was suddenly asked to step in and lead a general meeting on short notice. It was a moment where I had to quickly shift from a more "supporting" exec role into a leadership position, without the usual preparation time.

From this, I learned that leadership often requires you to step up unexpectedly, stay composed under pressure, and then follow through afterward. It’s not just about handling challenges in the moment, but about how you bounce back and build. On the SWE executive board, I would bring that adaptability and focus on relationship-building. I would ensure that even when things don’t go as planned (which can happen often lol), we recover quickly and continue creating meaningful experiences for our members.

What made this particular experience particularly meaningful was what came after the GM, where we had the opportunity to reconnect with the same SWE PNW group just a few weeks later at WE Local. Being able to rebuild that momentum and continue those conversations showed me the importance of not only being adaptable, but also intentional about sustaining relationships beyond a single event.

What is one change or new initiative you would like to implement in SWE next year and why?

I would love to implement a more structured mentorship pipeline that connects members with industry members at different stages in their career, potentially focusing on people early in their career and then more established. I felt like having that connection with SWE PNW was a really valuable resource because the people I was talking to had only been in college 5ish years prior. It made it easier to connect.

While SWE members often gain industry connections and mentorship through our various events and programs, the mentorship can feel short-term or loosely structured. I would focus on creating a system with consistent touchpoints, guided conversations (career exploration, technical growth, navigating internships/future careers), and accountability on both sides.

This initiative would help members feel more supported long-term, especially those who may not already have strong networks in industry. It also strengthens SWE’s value as not just a professional organization, but a lasting resource and community.

What ideas do you have to increase member participation/retention and build stronger community within SWE?

I think retention comes from people feeling both personally connected and professionally supported. To build this, I would focus on:
- Smaller, consistent community spaces: Creating smaller group-based programs (mentorship pods, project teams, or interest groups) so members can build deeper relationships rather than just attending large events.
- Clear value pathways: Helping members understand what they can gain from SWE at each stage (first-year exploration, internship prep, leadership opportunities).
- Continuing to prioritize interactive events over passive ones: workshops and discussions tend to engage members more than lecture-style events.
- Visibility and recognition: Highlighting member achievements and contributions builds a sense of belonging and motivation to stay involved. I feel like we can emphasize a stronger personal connection through our PR team and socials vs just executive team.

Ultimately, people stay when they feel recognized, supported, and connected!

What challenges do you think women in engineering still face today, and how can SWE help address them at our university?

I think women in engineering still face a ton challenges such as: underrepresentation, imposter syndrome, limited access to networks, and bias in academic and professional settings, to name a few. However, I think one of the most important ones limiting UW students is imposter syndrome, which can really affect people's confidence in themselves, how they approach talking to others in industry, and when they put themselves out there.

SWE can help address this by building strong support systems through mentorship and peer networks. Having other women to talk to that acknowledge the struggles of being in engineering can make them feel less alone. We can also continue to provide professional development resources that acknowledge the same issues (ex: our technical workshops, interview prep, career panels, etc.) Finally, I think it's important that we connect students with role models and alumni who reflect diverse experiences that they can look up to.

The SWE executive board works as a team to plan events and initiatives. How would you contribute to creating a positive and productive team environment?

Having been on the SWE executive team, I’ve seen firsthand what strong leadership looks like through Gabi’s example! Especially in how she balances organization, energy, and support for the team. That experience has shaped how I think about leading not just managing tasks, but in setting the tone for how the team operates. I think one of the most important aspects of this role is the ability to hit the ground running and having a strong direction from even before the start of the school year. A strong leader rallies people around a shared vision, especially during busy or high-pressure times, and ensures that everyone feels motivated and aligned.

I also want to emphasize the importance of delegating tasks. A positive team is one where people don't feel swamped with too many tasks at once. I want to be a leader who understands each team member’s individual strengths and creates opportunities for them to thrive in those areas. When people feel that their skills are recognized, they’re more engaged and produce stronger work.

Overall, I would combine structure with enthusiasm! I'd keep the team organized and accountable, while also fostering a supportive environment where everyone feels empowered to contribute their best.

If you could plan any SWE event with unlimited resources, what would it be?

I would plan a large-scale, immersive SWE Summit/Conference! It would brings together younger students (high schoolers), current UW students, alumni, and industry leaders for a full day (or weekend) experience. I can imagine it would include mentorship across all levels, as well as opportunities such as technical workshops across different fields, career panels, small-group networking sessions, mentorship matching opportunities, and keynote speakers. I imagine something similar to WeLocal, but much smaller scale and instead of a focus on early-industry, it would be more UW geared and with a focus on high school students. I also think it would be cool to include some sort of competition such as a mini hackathon or collaborative project space. With unlimited resources, I would also prioritize accessibility by ensuring all students can attend regardless of financial constraints.