Hazel Lee, co-founder of Beatswap, approaches leadership with a clarity that cuts through much of the noise surrounding both Web3 and gender. “Leadership is much less about authority and much more about alignment,” she says. “Especially in a global team, what matters most is clarity, trust, and consistency.”
Week 36 – Hazel Lee co founder of Beatswap
Her perspective is shaped by building across borders, cultures and expectations, where coherence matters more than hierarchy. “People don’t really follow confidence alone,” Lee adds. “They follow coherence. They trust leaders who are steady, clear, and reliable over time.” It is a definition of leadership that is quietly pragmatic, and notably detached from the performative aspects often associated with both startup culture and Web3.
Lee is also measured in how she addresses the question of gender. “I sometimes feel a little conflicted about the way ‘female leadership’ is framed,” she says. “I understand why the conversation matters, but constantly separating leadership by gender can unintentionally reinforce the divide.” Her preference is direct. “In many ways, I’d rather just be seen as a good leader doing the job well.”
That pragmatism extends to her view of Web3 itself. Often described as meritocratic, the reality, she suggests, is more complex. “The honest answer is that both things are true at once,” Lee says. “Web3 has opened up new paths, and in some ways it is easier to build credibility through contribution rather than formal titles. But decentralisation doesn’t automatically erase power dynamics.” Access to capital, visibility and networks still cluster in familiar ways. What remains distinctive, however, is that the space is still fluid. “Women aren’t just entering the system — they can still help define what the system becomes.”
Interestingly, Lee does not frame her own challenges primarily through gender. “I can’t think of many moments where I clearly felt something happened because I’m a woman,” she says. Instead, her sense of being outside came from a different source. “Coming from media rather than engineering made me feel more ‘outside’ in a very technical industry.” Over time, this became less a disadvantage than a reframing of authority. “Authority in Web3 doesn’t only come from sounding the most technical. It can come from clarity, judgment, consistency, and being able to connect different perspectives.” Related: Tara Annison on why the most senior person in Web3 could be anyone.
This ability to connect perspectives becomes particularly important in a sector that operates across multiple layers, from grassroots communities to institutional frameworks. “One of the most important skills in Web3 is being able to translate between very different worlds,” Lee explains. On one side sit communities driven by experimentation and culture; on the other, institutions shaped by structure and accountability. “A lot of my role has been moving between those layers,” she says, ensuring innovation remains credible beyond crypto-native circles while helping formal audiences understand why these models matter.
Her approach to trust reflects the same grounded thinking. In a sector often described as “trustless”, Lee returns to fundamentals. Credibility is built over time, through consistency and substance rather than assertion. When challenged, her response is measured. “I stay grounded and let credibility build through substance rather than trying to prove myself emotionally,” she says.
For those entering the space, Lee is clear that the technical barrier, while real, should not be paralysing. “Don’t assume you need to become deeply technical before you can start,” she says. Web3 requires technical literacy, but not necessarily technical mastery from the outset. “If you wait until you understand everything, you’ll never begin.” The sector, she notes, requires a broader set of skills: operators, communicators, strategists and product thinkers alongside engineers.
Looking ahead, Lee sees a critical role for broader participation in shaping the intersection of AI and blockchain. “We’re no longer only talking about efficiency,” she says. “We’re talking about governance, bias, accountability and ownership.” If these systems are designed by a narrow group, they will reflect narrow assumptions. “That’s not just a social issue — it’s a design issue.” Her conclusion is unequivocal. “More women should be in the rooms where product, policy and governance decisions are being made.”
Reflecting on her own journey, Lee points not to formal programmes but to access. “What helped me most was exposure — conversations, people, and seeing how things actually worked,” she says. In fast-moving environments, proximity to decision-making accelerates understanding. Looking forward, she calls for more structured pathways. “Not just encouragement, but mentorship, operator pipelines, speaking opportunities, and access to strategic rooms,” she says. Representation, she suggests, is only part of the equation. “Access matters more.”
For those starting out, her advice is precise:
- “Don’t wait until you feel fully ready. Web3 moves too quickly for anyone to ever feel completely prepared, so confidence usually comes after participation, not before it.”
- “Don’t be intimidated by the technical layer — but don’t fake understanding either. Learn steadily, ask questions, and build real literacy over time.”
- “Develop your own point of view. Leadership doesn’t come from sounding impressive — it comes from thinking clearly, communicating consistently, and building trust over time.”
