It’s lovely to have you with us, Ms. Chopra! In a recent article, you describe “misalignment” as the hidden leadership blind spot in AI transformation. Why do you believe this issue persists even among highly sophisticated organizations?

In many sophisticated organizations, readiness is often assumed rather than examined. Leaders invest heavily in strategy, governance, and technology, and understandably expect those elements to carry transformation forward.

What AI does, however, is change how decisions are actually made. It introduces probabilistic outputs, shared accountability, and new trust dynamics. If leadership teams haven’t aligned on how judgment, escalation, and ownership work in that environment, misalignment persists quietly—even when everything else appears mature.

Having worked with Fortune 100 boards and investors for years, what are the earliest signals leaders should look for that indicate AI initiatives are drifting into what you’ve called “execution theater”?

The earliest signals are usually behavioral. Decision cycles slow instead of accelerating. Teams seek additional validation even when insights are strong. Leaders override outputs informally, without shared reflection.

Execution theater tends to emerge when organizations focus on visible progress rather than confidence in their decisions. It’s not a failure of intent—it’s a signal that trust and clarity haven’t yet caught up with capability.

As a founder building an AI-native investment intelligence platform, how has your perspective on alignment shifted from theory to operational necessity?

My perspective shifted through repetition, not theory. After years in financial services and then building AlphaU as an end-to-end decision infrastructure across sourcing, evaluation, risk, and investment decisioning, I kept encountering the same pattern. We built systems that worked, yet at the highest-stakes moments, hesitation still surfaced. Teams paused, re-ran analysis, or quietly overrode insights—not because the data was wrong, but because trust and ownership were uneven.

That experience changed how I think about alignment. It stopped being a leadership concept and became a decision requirement. When leaders aren’t ready to trust and act on the intelligence in front of them, even strong systems slow down. That’s when readiness became measurable for me—not philosophically, but operationally.

From an investor’s perspective, how does misalignment within leadership teams translate into tangible value erosion?

It usually appears first in decision velocity. Opportunities are delayed, priorities shift frequently, and execution becomes cautious rather than decisive. Over time, this creates governance drag and weakens confidence both inside the organization and in the market.

What makes this difficult is that these signals don’t immediately show up in financials. They surface as momentum loss. By the time they’re obvious, recovery is much harder.

Your book, Move First, Align Fast, also introduces measurable frameworks for Human–AI Alignment. Why was it important to turn trust and readiness, often seen as “soft” factors, into hard metrics?

Because leadership can’t govern what it can’t see. Boards and senior leaders are rightly focused on safety, ethics, and compliance—but those controls don’t tell you whether an organization is actually ready to act on AI. Readiness gaps show up elsewhere: when trust fractures under pressure, when decision velocity slows even as insight improves, or when adoption is mandated rather than earned. Without visibility into those conditions, leaders end up reacting late to problems that were predictable early.

Measurement doesn’t reduce leadership to numbers; it creates a shared operating language. Used well, readiness metrics function as both a compass and an early warning system—helping leaders stay oriented as AI reshapes decision-making, while surfacing alignment, accountability, and execution risks early, so they can be addressed deliberately before they harden into systemic failure.

AI doesn’t replace judgment. It requires leaders to be more disciplined and consistent in how judgment is applied.

Many leaders assume better models or more data will solve adoption challenges. Based on your experience, what actually needs to change in leadership behavior when AI enters the decision-making loop?

Leaders must shift from “deploying AI” to “governing decisions.” That includes clarifying decision rights, setting norms around overrides, and being explicit about how uncertainty is handled without losing credibility.

AI doesn’t replace judgment. It requires leaders to be more disciplined and consistent in how judgment is applied.

In boardrooms today, what questions about AI risk and value creation are still not being asked but should be?          

Most boards are focused on whether AI is compliant, secure, and ethically deployed. Those are necessary questions, but they address safety, not scale.

The questions that are often missing are about readiness:

• Are leadership systems prepared to absorb AI into real decision-making?
• Where do decision rights become unclear?
• Where does accountability diffuse?
• Where does speed slow despite better insight?

Boards should also be asking how AI changes operating rhythms and incentives. Are leaders aligned on when human judgment overrides AI, and who owns the outcome? Are we measuring whether AI is improving decision velocity, not just output quality? Without these questions, organizations risk doing the right things technically while failing to capture value operationally.

Women leaders are often expected to bridge gaps, build consensus, and manage complexity. How do you see women uniquely positioned to lead in this era of Human–AI collaboration?

Many women leaders have learned to operate with alignment, clarity, and shared accountability because they’ve had to. Those expectations were constraints for a long time.

In the AI era, they’ve become preparation. AI rewards leaders who can integrate perspectives, communicate uncertainty without losing credibility, and maintain momentum without relying on positional authority.

What’s changing is not women, but the leadership environment itself. AI is selecting for these capabilities, regardless of title or background

Looking ahead, what gives you the most optimism about the future of leadership as AI becomes a permanent presence at the decision table?

AI is forcing a reset. It makes misalignment visible and rewards coherence. That creates an opportunity to strengthen leadership systems rather than compensate for them.

I’m optimistic because it encourages a more deliberate, more human form of leadership—one grounded in trust, clarity, and responsibility.

Success, to me, is when humans remain confident decision-makers in an AI-rich world.

And lastly, what does success look like to you?

Success, to me, is when humans remain confident decision-makers in an AI-rich world. When leaders understand how to work with AI—trusting it where it’s strong, questioning it where it’s not, and staying accountable for outcomes—rather than feeling displaced or overridden by it.

At a broader level, success is building leadership systems where the next generation can move fast without fear, use AI without losing judgment, and make complex decisions without eroding trust. When Human–AI collaboration strengthens human agency instead of weakening it, AI stops being intimidating and becomes enabling. That’s when progress becomes sustainable.

Executive Profile

Deepika Chopra is the Founder and CEO of AlphaU and the author of Move First, Align Fast (Wiley 2025) . She works with leaders, boards, and investors on leadership readiness and decision confidence in complex, high-stakes environments, focusing on how Human–AI collaboration can be governed to strengthen judgment, accountability, and execution at scale.

Get the book: Wiley or Amazon

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By Janthana Kaenprakhamroy

Female and minority entrepreneurs face many challenges, and Janthana Kaenprakhamroy highlights the advice that can help them overcome this and make an impact. She examines the UK’s new £500m initiative to support diverse founders and fund managers, arguing that inclusive capital allocation is not charity but a strategic growth driver.

Being the founder of a business can be a challenge – especially when you come from an under-represented background. In my case, as a Thai woman from a working-class background, I have had to prove myself more in front of investors, with them questioning my credibility or assuming my business ambitions were lifestyle rather than scale-focused due to internal biases.

This is not just about fairness. It is about unlocking growth. Women and ethnic minority founders are innovating in dynamic sectors – fintech, insurtech, healthtech, green solutions and more. Ignoring these groups means overlooking vast markets and in fast-growing sectors.

However, there is a new opportunity opening up in the UK’s entrepreneurial ecosystem. In July 2025, the Chancellor announced a £500 million package for underrepresented entrepreneurs and emerging fund managers. This includes:

• £400m to support investment fund managers from diverse backgrounds.
• £100m dedicated to women-led businesses, with £50m earmarked for female-led venture capital funds via the Invest in Women Taskforce.

The £400m package spans three pillars: the Enterprise Capital Funds programmed backing more diverse fund managers; micro-funds investment around £10-15m; and backing partners, such as venture capital funds, to invest smaller amounts into those without a prior track record or personal wealth to become investors.

This is a big deal. But as with all big deals, opportunity can slip through gaps unless founders know how to navigate the terrain. Here’s what I’ve learned, what to watch out for, and how this funding can (and should) be put to work.

Advice for Female and Minority Founders in Fundraising

Fundraising isn’t easy, and as a woman or minority founder you’ll face extra hurdles – I’ve been there. What helped me was learning to cut through the noise, back myself and not settle.

• Persistence and building strong networks have proven essential to me in the development of my business. I sought out accelerators, mentors and supportive investors who understood the value of my vision.
• Storytelling has been vital too – demonstrating not just financials but the real-world impact of your business. Transparency and traction speak louder than bias; showing growth and resilience helped overcome many preconceptions.
• Own your story, unapologetically. Investors don’t just buy business models, they buy people. Your unique journey is part of the value proposition. If you don’t tell it, someone else will tell a diminished version, or worse, ignore it.
• Show progress, however small the wins. Milestones such as first customer, pilot success, positive feedback, revenue and traction build credibility. They help counter bias: when someone sees you achieving, it’s harder to dismiss.
• Pick your investors carefully. Not all capital is equal. The right investor gives you more than money – they offer a network, advice and entry into greater avenues. The wrong one adds stress, distracts you or limits your future options.
• Know your numbers. Be able to speak revenue, burn rate, customer acquisition cost, lifetime value, runway. Strong metrics help you negotiate, set clearer, realistic expectations, and keep the discussion grounded in facts not bias.

Pitfalls to Avoid 

Many pitfalls are often caused by pressure, eagerness or misinformation. Pitfalls to avoid include:

• Talking small – If you see big potential, state it. Understating your ambition often leads others to undervalue you.
• Relying on one deal – Until the funds are in your account, don’t assume. Always have fallback options and keep talking to multiple investors.
• Taking bad terms – A deal that seems “good enough now” may have strings that hurt further down the line.
• Over-apologising or overdefending – You’ll often preempt questions or challenges. It’s fine to pause, gather your thoughts and respond with confidence. Being reactive or defensive can signal nervousness.

How the UK’s £500m Initiative Can Be the Most Impactful

With this new funding, we can drive systemic improvement, not just issue one-off cheques. Real change demands sustained, large-scale investment, continuity, and accountability. The opportunity is to rewire how capital is allocated: use multi-year, outcomes-linked funding that scales what works and sunsets what doesn’t. Keep the focus on outcomes over appearances, and judge success by where the money flows and what it delivers, not by who administers it.

Funding should target women and minority founders in high-growth arenas—AI, fintech/insurtech, healthtech, and green innovation. This isn’t charity; it’s fixing a market inefficiency.

The package’s support for first-step fund managers and micro-funds is exactly where to start. The binding constraints are access to capital and networks. Anchor commitments, first-loss guarantees, and co-investment for emerging managers will lower those barriers, diversify the investment pipeline, and surface high-potential founders who are currently invisible to mainstream capital.

Capital must be paired with capability. Build a two-track support system:

• First-time founders: mentorship, incubators/accelerators, operator clinics, legal/accounting/cloud credits, regulatory sandboxes, and curated network access to build traction.
• Experienced founders: scale capital, procurement pathways, enterprise pilot budgets, export support, and direct customer access to compress sales cycles and accelerate growth.

This requires whole-ecosystem execution.

• Government: seed/anchor funding, tax and procurement incentives, diverse supplier targets, and transparent reporting.
• Investors: capital plus structured mentorship, inclusive investment committees, feedback loops for rejected pitches.
• Corporates: ring-fenced pilot budgets and supplier-diversity commitments that convert to multi-year contracts for qualifying startups.
• Industry bodies & founders: peer networks, showcases, and playbooks that share what works.

Finally, set measurable outcomes – pilots converting to paid contracts, follow-on funding rates, revenue and jobs created, and time-to-first-enterprise deal. What gets measured gets scaled.

By targeting capital where innovation is fastest and tailoring support to a founder’s stage, we don’t just help women and minority entrepreneurs start, we enable them to scale, compete globally, and deliver outsized returns. This is smart economic policy and a durable growth strategy.

Why Diversity in Capital Allocation is Commercially Smart

Backing women and ethnic minority founders isn’t just for equity – it’s a growth strategy.

• Untapped markets – Diverse founders bring cultural fluency, trust, and ready-made distribution into communities incumbents miss, unlocking new revenues. For global businesses, these founders de-risk expansion by pinpointing real use cases, navigating local norms and procurement, and exploiting wider market gaps.
• Better innovation – Diverse teams bring different perspectives and lived experiences, all of which help spot unmet needs, biases or design flaws. This translates into more resilient and innovative problem-solving.
• Risk diversification – Homogeneous portfolios are highly correlated (and brittle). Diversity across founders, sectors, and markets reduces concentration risk and improves risk-adjusted returns.
• Human-capital ROI – Investing in diverse founders activates underused talent, translating into more productivity, jobs, and tax revenue. By combining lived-experience with deep insight into the communities and emerging markets they serve, they build and adapt products with tighter product–market fit – resulting in leaner builds, cleaner unit economics, and faster monetisation.

Conclusion

Female and minority founders should lean into the new funding schemes that are available and build momentum through networking, persistence and showing impact. Use every small win, connection and support to build your case.

Backing women and under-represented founders isn’t a gesture of fairness – it’s a growth strategy for the UK. The £500m initiative will only deliver if capital is paired with capability and access by the government, investors, corporates and industry bodies. Measure what matters and we’ll enable women and under-represented founders to start, scale, and lead – driving innovation, resilience, and long-term UK competitiveness.

About the Author

Janthana Kaenprakhamroy is the CEO of Tapoly, an award-winning insurtech serving SMEs and freelancers. Recognised by Forbes as one of the Top 6 Women Founders to Watch, she has been named Insurance Leader of the Year (Women in Finance Awards 2021), Innovator of the Year (UK FinTech Awards 2023), and one of TechRound’s Top 50 Women in Tech (2025). She was a former chartered accountant and internal audit director at investment banks, having previously worked at UBS, Deutsche Bank, JPMorgan, and BNP Paribas.

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By Beatriz (Béa) Victoria Albina

Perfectionism among women leaders often looks like competence and control, but underneath lies stress physiology that erodes health, creativity, and connection. This piece explores how the nervous system under patriarchy wires women toward relentless self-monitoring, and how emotional intelligence paired with nervous system regulation offers a way to break the cycle.

Perfectionism has long been praised as the secret engine of women’s success in leadership. This is the leader who never misses a deadline, who manages every detail, who absorbs the late-night texts from colleagues without complaint, who sleeps with her phone under her pillow with the ringer turned all the way up.This is often who gets promoted, who is deemed “reliable,” who is praised for putting the company first – always. But what looks like strength on the outside often comes at great hidden cost. Behind the glossy mask of “having it all together” is often a nervous system in chronic overdrive, and a body paying for that vigilance.

The Biological Weight of Perfectionism

From a biological standpoint, perfectionism isn’t just a personality quirk. It is a survival strategy etched into the nervous system. Under patriarchy and late-stage capitalism, women are taught – implicitly and explicitly – that their worth is contingent on flawless performance. The nervous system adapts accordingly, shifting into chronic sympathetic activation: heart rate elevated, cortisol coursing, the body bracing as if failure were a threat to safety.

This isn’t a metaphor. Research shows that prolonged perfectionistic striving correlates with higher cortisol levels, impaired sleep, increased cardiovascular strain, and burnout syndromes. The prefrontal cortex – seat of executive function – gets hijacked by amygdala-driven stress responses, impairing creativity and flexibility. Leaders who outwardly appear calm may inwardly be locked in survival physiology.

The Emotional Intelligence Gap

While many leadership programs herald emotional intelligence as the essential remedy, this approach – however valuable – often remains incomplete. Self-awareness, empathy, and relational acuity matter profoundly, yet without addressing the nervous system’s deeper currents, emotional intelligence risks becoming a purely cognitive exercise, confined to the neocortex or executive function part of the brain, rather than supporting more presence overall. Leaders may possess intellectual clarity about their stress responses yet find themselves defaulting to perfectionist behaviors, their nervous systems convinced that hypervigilance remains the guardian of safety.

This reveals the need for a more integrated approach: emotional intelligence anchored in somatic wisdom. The leader who can not only recognize her stress but also attune to the constricted breath, the tension held in her jaw, the subtle electric current of anxiety coursing beneath her skin—and then consciously regulate these embodied signals—possesses access to profound resilience. She can remain present within difficult conversations, neither collapsing into self-recrimination nor spiraling into compulsive or default over-functioning.

How Perfectionism Shows Up in Women Leaders

Consider how perfectionism manifests in the everyday life of women leaders. The executive who maintains relentless control over every detail appears competent and thorough, yet her nervous system remains locked in sympathetic overdrive – fight-or-flight physiology that may express as hypertension, insomnia, or a reputation for micromanaging that undermines her team’s confidence. Her reluctance to delegate, born from hypervigilance and the fear of losing safety, leads to exhaustion and stalled team growth while inadvertently communicating that others cannot be trusted with important work.

The leader who over-prepares for every meeting, spending hours crafting perfect presentations, may actually be experiencing a freeze response disguised as thoroughness. This survival state reduces creativity, creates rigidity, and can make her appear unapproachable to colleagues who sense her underlying tension. Similarly, the woman who avoids feedback unless she feels perfectly prepared is often in dorsal vagal shutdown – a collapsed state triggered by perceived shame that leads to isolation, stalled professional development, and a reputation for being defensive.

Working late becomes normalized, praised even, yet represents chronic stress activation that depletes the adrenal system while modeling unhealthy boundaries for her entire team. The inability to say no to requests – appearing as dedication – actually signals a collapse into compliance mode that erodes personal boundaries and can paradoxically damage her reputation as others begin to see her as a pushover rather than a leader.

Even conflict avoidance, which may look like diplomacy, often stems from nervous system shutdown designed to prevent perceived threats. This creates team dysfunction and builds a reputation for being conflict-avoidant precisely when decisive leadership is needed. The compulsion to be the smartest person in every room – driven by competitive stress responses – feeds imposter syndrome while alienating both peers and direct reports who sense the underlying anxiety.

What appears as professional competence often masks somatic survival strategies. Without addressing these nervous system roots, even the most sophisticated leadership interventions remain surface-level, leaving the underlying physiology unchanged.

The Gendered Landscape of Perfectionism

It matters that this perfectionism is not equally distributed. Patriarchal systems reward women who suppress needs, who manage their teams like invisible mothers – anticipating, soothing, fixing. The cultural script tells women leaders: your safety lies in being beyond reproach. That script is especially acute for women of color, queer women, and women with disabilities, whose every misstep is even more heavily scrutinized.

What looks like an “individual failing” is really the body’s adaptation to systemic threat. Recognizing this shifts the narrative from self-blame – “I should relax, I should be more confident” – to an understanding that the nervous system is doing its best to protect under unequal conditions. This reframing is essential for sustainable leadership.

Breaking the Cycle: From Overdrive to Regulation

So how do women leaders step out of the perfectionism loop? Not by just thinking their way out. The nervous system does not relax just because the mind instructs it to. The path forward is through practices that bring the body into safety, paired with the self-awareness of emotional intelligence. The path forward starts with presence.

Some starting points include:

• Interoceptive awareness: Noticing early signals of stress physiology – tight shoulders, shallow breath – before they spiral.
• Micro-regulation breaks: Briefly orienting to the room, lengthening the exhale, standing to shake out tension. Small interventions shift state more effectively than occasional vacations.
• Boundaried leadership: Naming when a request exceeds capacity, and staying regulated through the discomfort of holding that line.
• Relational co-regulation: Seeking supportive peers who can offer grounding presence, instead of isolating in hyper-independence.
• Contextual reframing: Recognizing when perfectionism is a survival habit shaped by systemic inequities, not a personal flaw.

These are not abstract strategies. They reshape physiology over time, widening the “window of tolerance” in which leaders can respond flexibly instead of reactively. Neuroscience shows that vagal tone improves with repeated practice, increasing the body’s ability to downshift from threat states into connection.

The Future of Leadership

The leaders who will thrive in the decades ahead are not those who sacrifice health at the altar of perfection. They are those who integrate emotional and nervous system intelligence, who model resilience not as endless stamina but as the ability to recover, recalibrate, and stay present in relationship to others and most importantly, themselves.

When women leaders free themselves from the nervous system cycle of perfectionism, they reclaim energy not only for themselves but for their organizations. Creativity flourishes. Teams are trusted to grow. Decisions emerge from clarity rather than fear. And perhaps most importantly, leadership becomes sustainable – not another site of bodily depletion, but a place where women’s intelligence, authority, and vitality can flourish.

About the Author

Beatriz (Béa) Victoria Albina, NP, MPH, SEP is a Family Nurse Practitioner trained in integrative and holistic medicine, a Master Certified Somatic Life Coach, and a certified Somatic Experiencing Practitioner. She writes and teaches about perfectionism, people-pleasing, codependent habits, and nervous system science through a feminist lens and coined the term End Emotional Outsourcing. She is the host of the acclaimed Feminist Wellness Podcast and author of End Emotional Outsourcing: How to Overcome Your Codependent, Perfectionist & People-Pleasing Habits (Hachette Balance NYC). You can learn more at BeatrizAlbina.com

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Fear has been and is being used by governments, religions, and businesses to divide us. But if we listen to it, we have the opportunity to reframe it—rather than react to fear, we can respond with choice, letting fear become a tool for our individual and collective growth.

Throughout history, governments, religions, and businesses have used fear to divide and control women in particular, shaping not only their opportunities but also their sense of worth. Today, those dynamics still show up in more subtle ways, like imposter syndrome—where fear keeps women from going after a promotion, sharing an idea, or stepping into leadership because they don’t feel “good enough.” We have the opportunity to rethink what success really means by adopting new, simple practices to help us move from reacting in fear to responding with choice—so that fear becomes a tool for growth rather than a barrier to it.

Fear is free. Fear can be monetized. And it can be used to target one’s lack of worth. It’s one of the most abused powers throughout history. People in fear give away their power, moving out of choice and into conformity with a narrative that may not be true for them or in their or humanity’s best interest.

A way this fear manifests in the professional world is the very common imposter syndrome. In psychology, the imposter syndrome is defined as a psychological pattern in which people doubt their accomplishments and have a persistent, often internalized fear of being exposed as a fraud. Generally, imposter syndrome means we find ourselves in a new circumstance, one that might be inviting us out of our comfort zone: a definite playground for fear and a perfect example of what is calling for our attention.

The truth is, imposter syndrome in the workplace is a lot more common than people realize–probably because we’re too scared to talk about it. And it’s not evenly experienced by populations. In fact, one 2025 study found that: More than half of women (54%) feel they have experienced imposter syndrome, compared with just 38% of men.

Without understanding why imposter syndrome is showing up, we can make the assumption it’s about our being found out, exposed, discovered, that we are less than what we presented ourselves to be or what we are capable of.

What if there’s a different reason imposter syndrome is showing up? What if fear is actually showing up to guide us in the right direction and to look at things we aren’t currently looking at? To pose questions we’re too scared to ask because we’re scared we don’t already have it figured out (with the assumption we should).

What if fear isn’t to be feared at all? What if it’s actually pointing us towards exactly where we would benefit from looking at? Fear has more information for us than anything – and if we can begin to understand the insights it’s connecting us to, we can use fear to our advantage rather than allow it to stifle our success.

So, if fear isn’t the enemy, if it’s actually working for us, when you sense its presence, what can you do about it?

First, notice it. Naming it is really important. When you’re experiencing imposter syndrome. Pause. Turn towards it.  Get curious… What’s the growth opportunity? For instance, if you’re running the imposter syndrome of “I’m out of my league, I’m not smart enough,” get curious as to what’s beneath that story? Is it an invitation to conduct more research on the product specifications, or connect with a teammate and run through a few scenarios? Or, maybe it’s asking you to stand in your confidence.

Whenever a client tells me they have a fear or they feel the imposter syndrome, I ask them to share with me the language their fear is using. What exact verbiage and stories are fear telling you? That’s important information to help us decode the truth. What’s beneath the (generally) cruel story is information wanting to guide you to your growth.

Second, make an honest assessment of what is happening. I often see clients who tell me they have imposter syndrome while simultaneously taking risks and leading teams. Or, they tell me they’re scared to have an honest conversation when they just shared the three most recent examples of how they practiced their vulnerability. The previous story they had about being an imposter or scared to expose themselves isn’t congruent with their current identity. We’ve run the stories in our heads so many times, we have to replace those stories with new ones that reflect the current version of ourselves.

Third, notice if your fear is using humility to keep you small. Fear is trying to protect us. And it has an ironic sense of humor. Even though it’s showing us exactly where we want to grow – the whole reason it’s making us scared is because when we do grow into the next version of ourselves, it has to do work to figure out who we are then so it can protect the newest form. And fear doesn’t like to do extra work. So notice… is fear using a value of yours to keep you from stepping into your confidence? The worst thing for a humble person to practice is humility – as it may be fear using your value to keep you safe (the current version of yourself). Try to find the irony. Own your strengths and see how the situation might benefit from them. Take the emphasis off of yourself and in service of what you’re trying to accomplish or inspire or create.

Once we make room for our fear, even welcome it, then we begin to be in conversation with it. What if when we felt our fear, instead of turning away from it, we stared right at it, asked, “What are you here to show me?” and engaged it in a conversation? It’s a little uncomfortable at first, but the more we understand the process, the less uncomfortable it becomes. Your fear knows more about you than anyone. It knows what you really want (what you’re scared of), what you desire (where you want to grow), and what steps you need to take to get there (the very place where you may feel like an imposter). If we grow curious about fear’s language, there’s rich meaning to be had for our own self-discovery.

About the Author

Guryan Tighe is an experienced leadership coach, workshop facilitator, and communications strategist whose clients describe her as a “Fear Technician.” She is the founder of FOURAGE, built on the belief that understanding and working with our fears, rather than trying to conquer them, yields more professional success and personal fulfillment. She is also the author of Unmasking Fear: How Fears Are Our Gateways to Freedom.

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Compliance is no longer a checkbox. It is a catalyst for ethical innovation andstrategic growth. Asha Palmer, SVP of Compliance Solutions at Skillsoft, shares howtoday’s leaders can stay ahead of regulation, shape company culture, and build AI-ready organizations rooted in trust, transparency, and real-world accountability 

What originally drew you to the field of compliance, and how has your personal mission evolved alongside the changing landscape of regulation and ethics? 

I’m a lawyer & litigator by background, so my role was to help people and companies after they were in trouble. But I always felt there was an opportunity to help people before they got into trouble and deter and prevent problems from arising. That is the core of ethics and compliance – the opportunity to empower individuals and companies to protect themselves and their organisation against risk and harm before things go wrong.  

As for my personal mission, that has never changed. The profession of ethics and compliance has an extreme opportunity to impact the lives of individuals and the cultures of companies by positively influencing behaviour and empowering people to take the right actions that keep themselves and their companies safe. Regardless of how regulations shift, my mission remains the same: to empower individuals to understand and comply with these changes and to meaningfully act in accordance with them.  

As a leader in compliance, how do you personally stay inspired and resilient when navigating complex, high-stakes regulatory environments?  

I stay inspired and resilient by embracing the fact that truly effective and efficient compliance is hard. There is a powerful concept called “relentless incrementalism” that keeps me motivated to make small changes and small improvements every day in my job, profession and the people and cultures I impact through my work. 

When we empower people to apply the insight they learn and put it into practice in safe environments, they’re better equipped to navigate the complex, high-stakes regulatory environment around them.

Getting a little bit better, a little bit more empowered and a little bit more confident to make the right decisions in the right way is all we can do. When we empower people to apply the insight they learn and put it into practice in safe environments, they’re better equipped to navigate the complex, high-stakes regulatory environment around them. They understand the risks, what’s at stake and how to mitigate and manage those risks. 

In your role at Skillsoft, how have you seen the compliance function shift from a back-office obligation to a strategic driver of organisational culture?  

This shift occurs once a company sees compliance as a necessity to drive business strategy and culture. It involves understanding the nature of the business, its operations, markets and stakeholders, alongside the potential risks it may encounter or generate. Managing these risks effectively becomes essential to conducting business responsibly. The integration of compliance into areas like AI development demonstrates how it can play a strategic role in guiding organisational decisions while also protecting against potential risks. 

Can you share a career-defining moment where you realised the true power of aligning compliance with business purpose? 

During my time as an Assistant U.S. Attorney (AUSA), albeit brief, I quickly and truly saw the impact of failing to align compliance with business purpose, and the impact it can have on people, culture, and organisations. When ethics and compliance are disconnected from business purpose, objectives and performance or outcomes, it will lead to failure. It will fail to manifest itself in the actions of the individuals who act on behalf of the organisation, in its leadership and in its organisational culture. Compliance can only succeed when it is aligned with business purpose, objectives, and outcomes. 

With the EU moving toward regulatory simplification, why is internal engagement and upskilling more critical than ever—even when the rules are ‘simplified’? 

As the EU AI Act seeks to simplify regulatory requirements, internal engagement and upskilling are more important than ever. While simplification may streamline external reporting, it doesn’t reduce the complexity of applying these rules in real-world contexts. In fact, in many cases, it shifts the burden inward, placing greater responsibility on employees to understand and apply evolving standards. 

That’s why compliance must be woven into the fabric of the organisation through tailored, risk-based training that reflects the realities of different roles, regions and generations. AI literacy should be treated as a foundational skill, with training that goes beyond theory – using simulations, scenario-based learning and knowledge checks to help employees build confidence and real-world capabilities. 

Equally important is organisations investing in their employees and building a culture where compliance is a shared responsibility, understood and embraced across the business. Ultimately, simplified laws don’t eliminate complexity – they just shift the focus inward. 

How can compliance leaders help ensure ethical innovation, especially in emerging technologies like AI, without slowing down progress? 

Compliance leaders can drive ethical innovation by integrating governance directly into the innovation process rather than treating it as a barrier. This begins with asking the right questions early, particularly around data privacy, algorithmic bias and transparency. 

Rather than slowing progress, this integrated approach builds trust, reduces risk and accelerates the safe and responsible deployment of emerging technologies. 

It also means developing agile, adaptable policies that evolve alongside technology. When legal, IT, product and compliance teams work together from the outset, they build a shared understanding of both the risks and the opportunities AI presents. Open dialogue, establishing ethics boards and creating a culture of continuous learning help ensure innovation stays aligned with organisational values.

Rather than slowing progress, this integrated approach builds trust, reduces risk and accelerates the safe and responsible deployment of emerging technologies. 

What should the next generation of compliance leaders focus on to build transparent, AI-ready frameworks that work both locally and globally? 

The next generation of compliance leaders must focus on building frameworks that are transparent, resilient and globally adaptable. This means aligning compliance with innovation, ensuring AI systems are explainable, fair and ethically designed throughout every stage of development. 

It also calls for targeted investment in role-specific training and fostering a culture of continuous learning, so teams are equipped with the skills to navigate emerging risks and shifting regulations with confidence.  

Transparency should be reinforced through regular audits and open communication with stakeholders. At the same time, collaboration with internal and external experts ensures governance models remain responsive to diverse regulatory demands and scalable across global operations.  

Executive Profile

Bringing more than 15 years of experience in Compliance, Asha joined Skillsoft as Senior Vice President of Compliance Solutions in July of 2022.  

Asha is an experienced ethics & compliance professional and attorney with a demonstrated history of success at multinational corporations, in private practice, and in government.  She creates practical ethics & compliance solutions with her unique approach to improving culture and implementing business-friendly controls that create sustainable ethics and responsible compliance.

The post Empowering Organisations Through Strategic and Transparent Compliance Leadership appeared first on The European Business Review.

A leading figure in strategic finance and AI-driven forecasting, Valeriia is part of a growing wave of women who are not only participating in data-informed leadership, but reshaping its very foundations. With over a decade of executive experience in retail finance, academic contributions in financial AI, and a global vision that bridges East and West, she is a formidable example of how women are setting new standards in financial decision-making.

From Finance to Forecasting: A Career Rooted in Transformation

Valeriia’s journey began in the fast-paced world of retail sales and procurement, where she quickly made a name for herself at Eldorado, one of Ukraine’s largest retail chains. There, she played a pivotal role in the growth of the company’s private label portfolio and later transitioned to managing national procurement and B2B strategies.

She played a pivotal role in the growth of the company’s private label portfolio and later transitioned to managing national procurement and B2B strategies.

But it was her move into strategic finance that revealed her distinctive approach—combining real-time data analytics, market intuition, and predictive models to guide multimillion-dollar decisions. At Whirlpool and Beko Europe, she has led key account relationships with major retailers like Foxtrot and Epicenter, integrating AI forecasting tools to optimize turnover, margins, and accounts receivable in highly volatile environments.

Her philosophy is clear: finance should not be reactive. It should lead the business—through foresight, not hindsight.

A Global Voice in Financial AI and Retail Strategy

What sets Valeriia apart is not just her corporate acumen, but her thought leadership. She is the author of multiple academic articles on financial forecasting, AI integration in retail, and adaptive financial controlling—published in reputable peer-reviewed journals such as JEECAR and Global Journal of Management and Business Research.

Her work explores how machine learning algorithms can enhance the accuracy of financial KPIs, reduce bad debt, and align strategic marketing decisions with profitability goals. One of her recent studies compares the adoption of financial AI in the U.S., Korea, and Central Europe, making a compelling case for global frameworks in AI-enabled retail finance.

She has also served as a peer reviewer for journals across Europe., specializing in financial innovation, marketing analytics, and retail intelligence.

Recognition, Visibility, and Public Impact

Valeriia’s contributions have not gone unnoticed. In 2016, she was awarded the Dell Regional Partner Award, recognizing her potential as a transformative leader in financial innovation. She is a frequent guest speaker at industry events such as  CEE Ukraine, and a member of the Ukrainian  Society of Financial Analysts (USFA), the European Business Association and the American Marketing Association (AMA) where she is often invited to lecture and mentor.

Articles about Valeriia have also appeared in business and finance media, including Finance.ua and Focus.ua, California Business Journal, where she brings attention to emerging trends in digital finance, algorithmic ethics, and the importance of female leadership in data governance.

Driving Innovation During Crisis: Leadership in Uncertainty

Valeriia’s ability to lead through disruption was tested most vividly during the financial volatility triggered by the COVID-19 pandemic and the full-scale invasion of Ukraine. Amid geopolitical instability, broken supply chains, and a collapsing consumer credit environment, she became a key player in stabilizing revenue flows and redesigning go-to-market strategies across retail networks in Ukraine and neighboring countries.

Leveraging AI-powered simulations, she created adaptive cash flow models that allowed retail partners and brand owners to project real-time liquidity needs, restructure debt exposure, and protect profitability—despite unprecedented forecasting uncertainty. Her models helped align financial and operational data, ensuring decision-makers had scenario-based recommendations at their fingertips.

In parallel, she began to advocate for what she calls “resilient finance”—a model of strategic financial leadership that combines digital tools, human adaptability, and ethical foresight. She has spoken about this framework in closed executive roundtables and academic webinars, making the case that finance must evolve not just technologically, but philosophically.

Her models helped align financial and operational data, ensuring decision-makers had scenario-based recommendations at their fingertips.

Her crisis leadership earned her not only internal recognition  in Whirlpool team but invitations to contribute to international discussions about financial resilience in emerging markets. Her perspective is especially relevant for U.S. institutions and enterprises seeking to understand how to navigate uncertainty with agility and responsibility.

By proving that financial strategy can be both analytically rigorous and human-centered, Valeriia Medvetska exemplifies a new generation of leaders—bold, data-informed, and globally minded. She is not just responding to change. She is helping define what strategic finance will look like in the decade ahead.

The Female Factor in Data-Informed Leadership

What makes Valeriia’s approach distinctive is her ability to bridge analytics with empathy. She champions financial leadership that is not only data-driven but also ethically grounded and inclusive. In a world where financial algorithms are often trained on biased data, her voice is crucial in advocating for transparency, fairness, and long-term stakeholder value.

Valeriia is also vocal about closing the gender gap in AI leadership. She actively supports female professionals entering strategic finance and often mentors young women pursuing careers in business analytics and corporate decision-making.

Looking Ahead: U.S. Impact and Global Ambition

Although based in USA, Valeriia’s work for Beko Europe has global resonance. Her methodologies and AI models are applicable to U.S. retail strategy, especially as American companies increasingly look for scalable financial forecasting tools that combine operational insight with AI-enabled precision.

With a strong portfolio of academic publications, international industry participation, and recognized thought leadership, Valeriia Medvetska is well-positioned to contribute at the highest levels of financial innovation, not just in Europe—but globally.

As the intersection of finance and artificial intelligence continues to evolve, leaders like Valeriia will shape not just company balance sheets—but the future of how decisions are made in an increasingly data-defined world.

“Finance is not just numbers on a spreadsheet,” she often says. “It’s a language that, when used responsibly, can help organizations make smarter, more ethical, and more sustainable decisions.”

Executive Profile

Valeriia Medvetska is a strategic finance and retail expert with over a decade of experience across multinational companies including Whirlpool, Beko Europe, and Eldorado. She specializes in financial controlling, sales forecasting, and private label growth. Valeriia is also an active academic contributor and a peer reviewer in economic and management journals.

The post Valeriia Medvetska: Redefining Strategic Finance through Data, Vision, and Female Leadership appeared first on The European Business Review.

We all know women are underrepresented in the tech workforce. We all know that leaving half of humanity out of the decisions that are shaping our world, our children and our lives lead to worse outcomes for everyone. The solutions are available. We know why and it’s very possible to do something about it.  

Routes into tech  

Most people think the way to get into tech is to choose to study Computer Science at school, and then as a university degree. In fact, only about 10% of the tech workforce have a Computer Science or IT related degree. The way school timetables are structured, particularly in the UK, means children often only get to make one or two real ‘choices’ about the subjects they study outside of the core curriculum. They think NOT selecting Computer Science rules them out of the only career pathway into tech.   

Getting more girls to engage with the idea of Computer Science is often the approach that gets the most focus, but is not the only way to increase the number of women in tech. We need to place more emphasis on telling young women about all the roles in tech that don’t require coding skills and are open to people from a wide range of educational backgrounds. 

Not every job in tech is technical 

This is entirely obvious to everyone who works in tech, but a well-kept secret to everyone outside the tech sector.  Most people think every tech job involves writing code, and that most people in tech are software developers. They have never heard of many of the common tech-focussed roles, such as business analyst, QA engineer, data analyst, delivery manager, product owner… If you have no visibility of a role, how can you aim for it? How can young people learn about the wide range of careers in tech, data and digital? If teachers, careers advisors and parents are not aware of these jobs, how can they help people to consider these options? 

It comes down to tech professionals, with the full support of their organisations, getting out to schools, colleges and universities, discussing their jobs and career pathways. No one else can do it. We need to stop keeping this secret.  

The focus on Tech Bros 

The media spotlight on the behaviour of a small number of tech-billionaires reinforces the idea that this is not a world that women would enjoy being part of. In film and television, the stereotypes of ‘techies’ as hackers in hoodies is not representative of the modern tech workforce.  

The people who work in tech are just regular people, many of whom did not plan to work in tech; They have a wide range of interests and don’t all love gadgets and gaming.  

If you want to save the world – work in tech 

We know young people care about purpose-driven roles. Women are overrepresented in the charity sector, and health and social care sector. They want to do meaningful work that helps people and aligns to the causes they care about.   

Working in tech allows significant career mobility, as every sector and organisation needs tech professionals. There are tech roles which support a wide range of social challenges to be addressed. Tech has a massive part to play in addressing sustainability, global inequities and disaster response. Whatever you care about – there is a tech job that is working towards the solution to those issues. We need to more clearly articulate that tech can be a force for good, and something worth dedicating your career to.  

The messages we are giving girls 

We often try to persuade girls to consider a career in tech because there are not enough women in tech. This is not a good argument. It makes them think there must be a reason for this, and it’s not their responsibility to put it right. Instead, we need to focus on all the great things about a tech career! The higher salaries, the flexibility, the opportunity to contribute to tackling global challenges and the wide range of interesting roles that need people who are creative, curious and good at communicating and collaborating.  

Side of the desk job 

Women often take these issues into their own hands. They form internal women’s networks, they celebrate International Women’s Day, they lobby their executive teams. This is often tolerated rather than encouraged by the organisation. There is no specific time granted to these internal change agents, they have to do this on top of the day job. There is no budget to invite external speakers or order a few sandwiches. This often leads to these inspiring and energetic women becoming frustrated and burned out.  

Many organisations find it difficult to stay focused on the goal of getting more women into tech. This is often swept into a more general conversation about diversity and representation of all kinds. And those conversations are important, but any initiative which has constantly expanding scope, no specific funding and little leadership attention is doomed to fail. Of course, more diverse teams make better decisions. Organisations need to recognise that different underrepresented groups face different challenges and barriers and it’s OK to take specific actions aimed at encouraging more women into tech, such as dedicated career returner programmes.   

It’s not that complicated 

The solutions are known. But it’s going to take an investment of both effort and money, at a time when many organisations are cutting back on spending.  

• Reach out early: encourage and enable employees, especially women, to engage with young people. Make sure this is part of the job, not on top of the job. 
• Set up for success: Run initiatives to attract and retain women as we would any other project (with a sponsor, a budget, goals and a plan!)  
• Create more entry level roles: developing talent internally helps to move the needle on diversity and increases the talent pool that is suitable for more experienced tech roles. 
• Experiment: sponsor different events, advertise in different places, use different recruiting specialists. Innovate and listen to women.   
• Create flexible roles: Tech is able to offer many jobs as remote first, part-time and flexible. This will help attract and retain top talent.  
• Monitor progress: Check efforts to attract more female candidates are translating to more female hires. Track whether having more women in junior roles is, over time, leading to more progression to senior roles. And in each case, ask: if not, why not? 

About the Author 

Christina Lovelock is the author of the book Careers in Tech, Data and Digital. She is a digital leader, coach and writer. She is active in the professional community, regularly speaking at events and conferences and champions entry level roles.  

The post Why Don’t More Women Work in Tech and What Can We Do About it?  appeared first on The European Business Review.

Video content is rapidly evolving into a direct sales channel. Sarah’s career in adtech showcases a consistent drive to explore what’s next, from the foundational days of ad software to pioneering user-centric personalization. Now leading EMEA at Vudoo, she’s at the forefront of shaping the future of shoppable video. In our exclusive interview with Vudoo EMEA Managing Director Sarah Lawson Johnston, discover how your brand can capitalize on this significant opportunity in 2025. 

Hi Sarah. Could you share your journey to becoming a leader in the adtech industry?  

I’ve been immersed in advertising from the start of my career and still get excited by how dynamic and innovative it continues to be. For me, it began in client services for a business developing software serving the advertising industry. I spent 20 years there, seeing the company emerge through acquisition to become Mediaocean, an ad tech platform powering ad campaigns from planning, buying, selling and analysis, through to payments. For the last four years, I led the EMEA business as Managing Director for Europe.

Maintaining my keen interest in advertising and technology, I was EVP, Managing Director of Agency Partnerships in EMEA for Hudson MX, which offered an ad agency media buying and accounting platform. Most recently, I was part of the team at Covatic that helped launch the first user-centric personalisation solution, allowing media companies to deliver relevant, targeted ads while maintaining consumer privacy and protecting people’s identities. And since the end of last year, I’ve been Managing Director, EMEA at Vudoo.   

What are you most excited about in your new role?

I love having the opportunity to bring my advertising, technology and leadership experience into an untapped area that has enormous growth potential.

In every role I’ve had, I’ve sought to drive growth while continuously learning, and evolving myself. Vudoo represents a new area of advertising to me and a fresh challenge, which is exactly what excites me and motivates me to be here. I’m getting to educate the market on why turning content into shoppable moments is the future, build a business and grow revenue: what’s not to love?! And it’s a privilege to work with a sharp, nimble, dedicated team of experts who support and inspire me every day.

How can brands effectively leverage shoppable video in 2025?

It all comes down to recognising that content and commerce are not distinct. There are enormous benefits of integrating commerce into their content for businesses and buyers. It’s a natural fit to create native shopping experiences – where products promoted via video are integrated naturally into the content – so consumers can discover, engage with and ultimately buy within one platform.

We constantly hear how complex purchase paths are, that buying decisions are taking longer, and digital advertising is bringing friction into customer journeys. Well, shoppable, interactive video ads address all these issues.

The wave of social commerce available today on platforms like TikTok is setting an expectation with consumers of how an online purchase experience should be and this is now extending to the open web.

First-party data, including purchasing history and loyalty programme information, enables personalised experiences that improve the consumer experience. And by allowing consumers to select the content they want, they are receiving a more immersive experience that compresses the purchase path and delivers immediate opportunities to buy via a seamless checkout and payment approach. Brands also have the metrics they need to learn and adapt their strategies, so their content is continually optimised.  

The wave of social commerce available today on platforms like TikTok is setting an expectation with consumers of how an online purchase experience should be and this is now extending to the open web. It’s now time to do the same with brand and agency C-suite and their sales teams so they recognise the value shoppable media can deliver.  

What e-commerce trends can we expect to see happening throughout the rest of this year? And how should retailers and brands respond?

As has always been the case, we’ll see tech innovations continue to deliver new capabilities — eCommerce is being shaped by the convergence of retail media, AI-driven personalisation and the growing demand for more seamless experiences across every digital touchpoint. While I know it can be challenging, retailers and brands must adapt to a landscape where commerce is no longer confined to traditional retail sites but extends across the open web, social platforms and even streaming environments. They should prioritise developments that allow them to offer their consumers better experiences because delivering this enormously affects their willingness to buy. Get this right, and the money will follow.

Of course, they should constantly pay close attention to consumer feedback — both solicited and observed via signals of interaction. It helps them improve people’s experiences and ensures they can adapt to changes in behaviour and needs so they remain relevant. Commerce media is evolving into a full-funnel strategy and is no longer just about conversion at the bottom of the funnel. Brands and retailers must consider how commerce media can drive upper-and-mid funnel engagement, using immersive storytelling and interactive ad formats to build brand affinity and awareness. 

What’s the biggest lesson you’ve learnt in your career to date?

Always be honest, authentic, and straightforward. In doing so, you build trust and confidence with people, which is critical in business and your personal life.   

So many issues stem from a lack of trust, which manifests itself in poor communication. But if you approach every interaction with these in mind, then everything becomes easier, and people appreciate it. The whole notion of communicating correctly is also a good lesson for our industry, where a fixation with jargon and trying to sound smart often alienates employees, clients and consumers. 

As someone who works in technology, I always think it’s essential to be curious. Understanding how things work and what they do or can do is vital if you’re trying to sell it and build business. Then, it’s a case of translating these insights into easy-to-understand terms so you can sell the benefits simply.

What can workplaces do to support women better in the workplace?  

Right now, they must double down on the relationship between the work environment and employees and be committed to equality. This is critical at a time when global businesses are responding to Donald Trump’s anti-DE&I agenda and backtracking on their diversity initiatives.

Culture is important because if it is strong and central to a business, it should be capable of weathering any short-term political storms.

Companies need to reassure women that hard-won progress will not be lost, and the leadership will continue to strive for equality across their organisations. This means culture is important because if it is strong and central to a business, it should be capable of weathering any short-term political storms.

So, if you’re a business, make sure you celebrate contributions from all your staff, cultivate open dialogue and education between employees, and create clear frameworks that ensure all negative behaviour is always recognised, called out, and corrected.  

What would your advice be to women starting out in ad tech? 

The ad tech industry is fast-moving, complex, and full of opportunities—but stepping into it can feel overwhelming at first. My advice, which applies to anyone starting out, is to embrace curiosity and never let a lack of knowledge hold you back. No one knows everything, and the key to success is being open to learning. Understanding the jargon in ad tech is important, but don’t let it dominate how you communicate. 

Most importantly, don’t wait to be invited to the table: take your own seat. Speak up, share ideas, and ask questions. Every voice matters, and confidence grows with experience. Finding a mentor can provide invaluable guidance and accelerate your career. Likewise, building strong relationships across the industry isn’t just beneficial; it’s essential. Networking opens doors, sparks collaborations, and makes your journey more rewarding. 

And as you progress, remember that where you work matters. Early in your career, it’s about gaining experience, but as you grow, ensure your values align with the company you choose. The right environment will not only make you more successful but also make the experience far more enjoyable. 

Executive Profile

Sarah Lawson Johnston is the Managing Director of EMEA at Vudoo and has over 30 years of expertise in advertising technology. Excited by the immense potential of commerce media, Sarah’s vision is to accelerate Vudoo’s impact across key markets by enhancing content and ad strategies for publishers, agencies, and brands.  

The post Shaping the Future of Shoppable Video: Leadership, Innovation, and Opportunity appeared first on The European Business Review.

By Leanne Maskell

Neurodivergent women face unique challenges in the workplace, often masking their differences to fit in. This article explores how allyship, support, and a neuro-affirmative approach can empower female colleagues, harnessing the strengths of diverse thinking. By fostering adaptability, recognising impact over impairment, and embracing vulnerability, employers can create inclusive environments where neurodivergent women thrive – along with everybody else.  

We are all neurodiverse, as we all think differently from one another. To be neurodivergent means to have brain wiring that diverges from the ‘norm’, such as ADHD or autism, where our symptoms meet certain criteria of difference.  

However, if you’ve met 1 neurodivergent person, you have met 1 neurodivergent person. This is especially important given the significantly different experiences of neurodivergent women to the little boys whom the diagnostic criteria is so commonly based on.  

Boys are far more likely to be diagnosed as neurodivergent than girls, but these numbers tend to even out later on in life. The reason for this is often due to the fact that symptoms of difference within boys, such as hyperactivity and impulsivity, may become ‘disruptive’ externally to others, whilst girls are conditioned to be ‘good’ and ‘quiet’.   

Females may develop the skills to mask their symptoms, disrupting only themselves. Masking, such as forcing themselves not to share their ideas or creating scripts for conversations, uses a huge amount of energy, in addition to stifling their ability to reach their full potential. 

This can make it harder for women to access a diagnosis, who may be ‘impacted, but not impaired’, meaning that they do not meet diagnostic criteria for a ‘disorder’. They may have developed subconscious strategies to silence themselves, avoid asking for help, and dedicate their best efforts to ‘fitting in’.  

However, this comes at a huge cost. For example, 1 in 4 women with ADHD have attempted to take their own life. 9 in 10 autistic women have been victims of sexual violence.  

Neurodivergence is also strongly impacted by hormonal factors, such as pregnancy, menstruation, and menopause. These can cause fluctuations of symptoms for women that may be very confusing and lonely to experience.  

These factors can become even more complex within the workplace environment. If leaders don’t know that female colleagues are neurodivergent, they can’t help – they’re not mind readers! 

Taking a neuro-affirmative approach, going beyond ring-fenced inclusion with adaptability and flexibility for everybody, regardless of diagnosis or disclosure, empowers everybody within a workplace.  

Here’s how to support and empower female colleagues to harness the power of thinking differently:   

1. Recognise impact – not impairment

Someone shouldn’t have to be struggling in order to access support. Becoming aware of the differences in how colleagues may perform at work – whether positive or negative – can help to signpost potential neurodivergence.  

Rather than focusing on ‘labels’, take a compassionate and curious approach, asking non-judgemental questions to learn more about their experiences. For example, if someone seems to perform exceptionally in a certain area of work, you could enquire about how they are able to do this.   

This can help to champion and celebrate different ways of thinking, empowering a culture of shared learning and innovation.  

2. Take a holistic approach  

Neurodivergence may often accompany ‘spiky’ profiles, where we may have extraordinary strengths, but also extreme challenges in other areas. Instead of putting women on a pedestal of being ‘perfect’, recognise that they may impose this pressure on themselves, reluctant to seek support.  

It’s important to recognise that tasks traditionally considered ‘easy’, such as administration or time-recording, may be very difficult for neurodivergent people. This may be exacerbated for women, who are stereotypically expected to be ‘good’ at tasks such as cleaning and cooking.   

Actively acknowledging that nobody is perfect at everything can help to create safety to discuss challenges without feeling stigmatised for doing so.   

3. Embrace vulnerability  

Being open about our experiences and challenges empowers others to do the same. This is especially so in the workplace, where the ‘professional’ mask may feel precariously difficult to maintain, especially for neurodivergent women who are using a lot of energy in masking their symptoms.  

Creating a culture of safety and openness, where everybody is encouraged to ask for help and adapt their working environments to work for them, enables neurodivergent women to do the same without shame. Simple adjustments, such as working from home or flexible working hours, can be extremely effective and boost performance considerably.  

4. Continue conversations 

Neurodivergence isn’t a check-box to complete – it’s simply part of who somebody is. Each neurodivergent person will be unique, with highly individual and situational symptoms.  

This is particularly relevant for women, who may experience significant fluctuations in symptoms as they experience different stages of life, such as menopause. It’s important to remember to keep neurodivergence in mind, whether it’s explicitly discussed or not, in all conversations throughout an employee life-cycle.   

This means considering the impact that neurodivergence may have on opportunities such as promotions and performance, working collaboratively with the individual to harness their unique ‘zone of genius’ and reach their full potential.  

With compassion, collaboration, and curiosity, neurodivergent women can be empowered at work within a neuro-affirmative community that champions the differences within us all.

About the Author 

Leanne Maskell is the founder and director of ADHD coaching company ADHD Works, and the author of AuDHD: Blooming Differently and ADHD Works at Work. 

The post Leading Neurodivergence at Work appeared first on The European Business Review.

By Eugenia Mykuliak

Global efforts to promote diversity and inclusion are growing, but when it comes to finance, leadership, in many ways, still remains very male-oriented. Take the UK, for example: as of 2024, women hold 42% of directorship positions among FTSE 250 firms. Doesn’t seem too bad at first glance, but when we look further, the number of women in executive roles has dropped by 11% between 2022 and 2024. This shows that the progress of female career advancement has slowed down. 

Whether it’s unconscious bias or a deeply ingrained corporate culture that’s getting in the way, the financial industry must take more deliberate action to foster inclusive leadership. Why? Because diversity isn’t just a social initiative; it is important for business advancement as well. 

Here is what I’m talking about.  

The Business Case for Gender Inclusivity 

Market research consistently demonstrates that companies with women in leadership roles perform better than those without. Increased gender diversity fosters a wider range of perspectives, leading to better decision-making. It’s not just about women; it’s about delivering better services and getting better results. 

This is true for any industry, but even more so for finance, where client trust is paramount. Diverse leadership can help companies better understand and serve a broad customer base, leading to stronger client relationships. 

And yet, despite clear evidence in favor of further inclusion, women still keep running into obstacles along their career paths. So, what can be done about it? 

The Nature of Barriers to Women’s Advancement  

The long-standing reputation of finance as a male-dominated field means women often face biases, whether conscious or not. The stereotype that women lack the ability to run large organizations still lingers, which means women are often expected to work twice as hard to achieve the same level of recognition as their male counterparts.  

Not only that, but given the fact that child-caring responsibilities still fall primarily on women, it often clashed with the demanding nature of their jobs. Working in finance often means long hours and high-pressure decision-making, and a lack of support networks in maintaining a healthy work-life balance can discourage women from pursuing top roles. 

Women are often forced to choose between career progression and household commitments. Many of them turn down promotions or step back from their careers altogether in order to prioritize caring for their families. In an industry dominated by male leadership, this choice is often looked upon with a lack of understanding. When a woman’s commitment to her work is questioned due to family obligations, it can feel isolating and emotionally draining. 

So, to summarize, it’s this whole mindset that needs to change in order for women to be able to stand firmly in the financial sector. Many financial institutions still lack clear pathways and supportive environments for women to advance in their careers.  

Strategies for Improving the Diversity Situation 

To close the gender gap in financial leadership, organizations must consciously implement strategies to support and retain talented women.  

In recent years, policymakers and regulators have come to play a growing role in advancing diversity. In Germany, for example, they’ve introduced the Leadership Positions Act in 2021, according to which public companies are required to fill at least 30% of board seats with women.  

However, as we already covered above, it’s a matter of changing the entire mindset of this industry. Legislation alone is not enough. Proactive internal efforts among businesses themselves are critical. Without strong mentorship programs or proactive support from senior leaders, women will continue to struggle to access the same opportunities and networks as their male peers.  

Flexible work policies, such as remote work with adjustable hours, can also play a big part in helping women balance career and personal responsibilities. Equitable parental leave policies are also a good idea — if the task of childcare is shared more equally between men and women, it would remove a significant obstacle to women’s career advancement.  

By integrating and normalizing such practices, companies can create an environment where women have a real opportunity to grow in their careers. Some of the Nordic countries have good examples in this area, with work models that promote shared parental leave and strong support systems that benefit both women and overall business outcomes. Financial institutions worldwide could take a page from these. 

The Path Forward 

To sum up, progress is happening, but we can’t allow its pace to slow down. Greater action is needed — financial organizations must commit to sustained efforts in gender diversity. And it falls to the leadership of such companies to pave the way and set the tone for others to follow. 

The field of finance is very harsh and is not kind to companies that fall behind the competition. Firms that embrace diversity and allow women the same professional opportunities as men will be better equipped to boost their workforce and productivity. This will be a key element for such companies to find success in the long term.

About the Author 

Eugenia Mykuliak is the Founder and Executive Director of B2PRIME Group, a global financial services provider for institutional and professional clients. Eugenia is a seasoned entrepreneur with over 10 years of experience in the fintech industry, with an extensive background in financial markets and a proven track record in building successful operations.

The post The Business Case for Gender Diversity: Why Finance Needs More Women at the Top   appeared first on The European Business Review.

By Moran Goldwein

As we celebrate International Women’s Day, we recognize the extraordinary contributions of women in shaping industries and driving innovation. AI and financial compliance are among the most transformative sectors of our time, reshaping economies, businesses, and lives.

While progress has been made, there remains an incredible opportunity to further elevate women’s leadership in these fields. If AI is to fulfil its promise of fairness and objectivity, and if compliance is to uphold the highest standards of integrity, then women must play a central role in shaping their development. The growing momentum toward diversity is a sign of positive change, and with continued commitment, the future of AI and compliance can be more inclusive, effective, and forward-thinking.

The numbers reveal both progress and the work still ahead. Women make up 28% of the AI workforce globally, according to the World Economic Forum, and in compliance, while 46% of the workforce is female, only 29% hold senior leadership positions. Encouragingly, more women are entering these industries than ever before, but the challenge now is ensuring that they are supported in advancing into leadership roles. Their expertise and insights are crucial – not just for diversity’s sake, but because they drive better decision-making, innovation, and fairness. In AI research, where only 12% of researchers worldwide are women, increasing representation will directly contribute to more ethical and unbiased technological advancements.

Real progress happens when organizations create environments where women can thrive, innovate, and lead. This means investing in mentorship, leadership development, and career progression pathways that empower women to take on decision-making roles in AI and compliance. The industry is at a turning point, and there is a growing recognition that diverse leadership leads to stronger businesses and more effective compliance solutions.

Diversity in AI-driven compliance is ultimately essential for success. AI, when designed with diverse input, has been proven to reduce biases and increase fairness. Studies confirm that AI models developed by diverse teams demonstrate improved accuracy and effectiveness – an especially critical factor in compliance, where flawed decision-making can have serious consequences. The business case is equally compelling: companies with diverse leadership teams are 33% more likely to outperform their competitors in profitability, according to McKinsey. The success of AI-driven compliance solutions depends on inclusive innovation, and ensuring that women help shape these technologies will only make them stronger.

Despite this positive momentum, there are still challenges to overcome. Women in AI and compliance are breaking barriers every day – navigating biases, advocating for leadership opportunities, and reshaping these industries with their expertise. While the road to equality is not without obstacles, the resilience and determination of women in these fields are already transforming the landscape. Organizations that prioritize inclusion, invest in talent development, and foster cultures of empowerment are seeing tangible benefits: stronger teams, enhanced innovation, and greater adaptability. In industries where progress and disruption go hand in hand, those that champion diversity will be the ones leading the way.

The responsibility to close the gender gap belongs to all of us. Men in leadership positions play a crucial role as allies, advocates, and mentors. A truly inclusive workplace means that everyone benefits from diverse ideas, perspectives, and expertise. This is not just about achieving equity – it is about fostering stronger, more innovative industries where talent is recognized and rewarded, regardless of gender.

This International Women’s Day, we have the opportunity to move from conversations to action. Financial institutions, fintech firms, as well as AI companies must continue to invest in building diverse leadership teams and talent pipelines. Addressing the gender gap is not just a social responsibility; it is a strategic advantage that directly enhances innovation, ethical AI development, and financial integrity. The future of AI-driven compliance depends on harnessing the full spectrum of talent available. Women are already leading the transformation of AI and compliance. It’s time to amplify their voices, elevate their impact, and ensure that this revolution is unstoppable.

By breaking barriers, fostering diversity, and ensuring that women are empowered to lead in AI and compliance, we can strengthen the very foundations of our industries. Now is the time to build a future where women are not just participants but leading in shaping AI-driven compliance transformation.

About the Author

Moran Goldwein is SVP of Human Resources at ThetaRay.

The post Why Women’s Leadership Matters in AI and Compliance appeared first on The European Business Review.

By Sarah Hewitt

They have the confidence, they have the ability, but research shows that women entrepreneurs around the world face systemic barriers to growing their businesses. Sarah Hewitt, Director of the Strive Women program, details some specific issues and discusses how systems should be changed in order to break down those barriers.

Women entrepreneurs are deeply confident in their own abilities and goals, as we have revealed through new research from CARE’s Strive Women program. They are strategically expanding their client bases, building supplier networks, and making critical business decisions. In fact, 96 per cent of women entrepreneurs surveyed across Peru, Pakistan, and Vietnam described being confident in their ability to manage and run their operations, while 87 per cent expressed ambitions to grow their businesses.

Research indicates that confidence directly improves business outcomes and profitability.

These high levels of confidence reported by women entrepreneurs point to significant economic potential. Research indicates that confidence directly improves business outcomes and profitability. Yet, without the systems and market actors to support them, women entrepreneurs remain blocked from their full potential. And this gap is costly; by some estimates, providing equal business opportunities to women could add $6 trillion to the global economy.

“Women entrepreneurs have long been self-assured and know how they want to make decisions for their businesses,” said Maria José Huamani, a business owner from Lima, Peru. “Who can do that? Only someone with self-confidence,” she adds. Maria José created her brand, Murats Bags, out of necessity during the pandemic when she and her husband, Cristian, were looking for productive ways to generate income while at home. Seeing the increasing use of bicycles as people avoided public transportation, Cristian created a bike-friendly leather fanny pack which immediately became popular. Maria José saw the potential in expanding their offerings and decided to pivot their business interests towards producing leather handbags for women – and so Murats Bags was born.

Yet Maria José has faced significant barriers as a woman entrepreneur, in both professional and social settings. She recalls people questioning her ability to run a business that required substantial investment: “People didn’t trust me or believe in my work. They didn’t believe a young woman could start a business.” At networking events, she often found herself sidelined, with potential partners speaking only to her husband, even though Murats Bags is her creation. And at banks, she’s found it difficult to take out a loan required to grow the business. “They don’t trust [women],” she says, “but statistics show women are the most responsible when it comes to credit. Banks should take a closer look at who their best clients are so they can offer the right financial products.”

Maria José’s story is one of thousands of women business owners who have the confidence and tenacity to succeed and want to make business decisions on their terms, but are continually faced with systemic and cultural barriers. As part of Strive Women, CARE talked to more than 2,000 women entrepreneurs to study attitudes around business confidence and decision-making.

Key findings from the research highlight that

Access to finance is crucial

While confidence in business leadership is high, 27 per cent of women entrepreneurs report a lack of access to adequate financial resources. Sixty per cent of respondents are unable to access loans with a lower interest rate, while 21 per cent list too-small loan sizes and 19 per cent indicate that short-term loan periods act as barriers to usage. For many, trust in financial institutions remains a challenge, while others describe the unfair treatment they face when seeking financial products and services. CARE’s qualitative research shows that when women have equal access to fair financial resources, their businesses can thrive. Yet barriers persist.

Support networks are essential

A trusted network can provide both non-financial support and business advice. Women entrepreneurs benefit from connections with others who understand their unique challenges and goals and provide informal yet essential support. However, 34 per cent of women entrepreneurs lack this vital network. This extends to critical decision-making as well; 59 per cent of respondents currently make decisions about their business jointly.

Digital technology divide

The rapid advancement of technology, and financial technology, can become a barrier for women entrepreneurs if they are not upskilled and unless they anticipate and adapt to these changes. One-third (33 per cent) of women entrepreneurs said they do not feel they have enough digital technology skills to suit their business needs. This skills gap limits opportunities.

The next step – change the market systems to work for women entrepreneurs

When market actors design products and services intentionally for women entrepreneurs, they are better able to access and use financial services, business support networks, and digital tools that are critical to the growth of their business.

Looking at financial services specifically, this is not just about women entrepreneurs opening bank accounts; it’s about fostering an environment where women can access credit, insurance, and other financial products that are tailored to their unique needs so they can be resilient and grow. It’s about taking a women-
centered design approach that involves actively listening to women, testing products and services with them, and iterating based on their feedback.

Another businesswoman from Lima, Peru, explains, “I was surprised that when I went to look for a loan, that me being young or a woman, they didn’t take me seriously and they told me that I would have to ask my husband.” Financiera Confianza, a microfinance institution (MFI) in Peru serving women entrepreneurs like these, is working to address this. “We launched Emprendiendo Mujer in 2021 with the objective to reduce the gap that we have in Peru to financing women. […] One of the key features of Emprendiendo Mujer is that this product does not require the husband’s signature to access the credit. This is critical because it ensures our clients’ financial independence.”

Despite the obstacles that women entrepreneurs face, the issue is not a lack of confidence; it’s the absence of fair and supportive market systems.

Access to essential resources like financial services, formal and informal support networks, and digital tools and skills training is important. But we must go beyond this to ensure that these resources are right-fit, available in-market, and incentivized for uptake. Strive Women, led by CARE and supported by the Mastercard Center for Inclusive Growth as part of its Mastercard Strive program, addresses the specific barriers that women face by working with local market actors using women-centered design to deliver tailored financial products and support services, such as digital skills building and strengthening women’s networks. Taking a women-centered design approach has led women entrepreneurs to see an 81 per cent increase in their sales, with 79 per cent reporting that digital tools and training had helped their businesses grow. The combination of financial and non-financial services proves to be a powerful approach to unlocking business growth and financial health for women entrepreneurs.

About CARE

Founded in 1945 with the creation of the CARE Package®, CARE is a leading humanitarian organization fighting global poverty. CARE places special focus on working alongside women and girls. Equipped with the proper resources, women and girls have the power to lift whole families and entire communities out of poverty. In 2024, CARE worked in 121 countries, reaching 53 million people through 1,450 projects. To learn more, visit www.care.org.

About Strive Women

Mastercard Strive is a portfolio of philanthropic programs supported by the Mastercard Center for Inclusive Growth and funded by the Mastercard Impact Fund. With programs around the world, Mastercard Strive aims to support 18 million small businesses to go digital, get capital, and access networks and know-how. Strive Women started in 2023 as an evolution of the Ignite program and uses women-centered design to deliver tailored financial products and support services, such as digital skills building and strengthening women’s networks. The program addresses the unique barriers faced by women-led businesses in Pakistan, Peru, and Vietnam. Strive Women aims to reach over 6 million entrepreneurs through its campaigns.

To multiply the success stories of women entrepreneurs like Maria José and her small business, public and private sector actors must come together to make market systems work better for women entrepreneurs by:

• Shifting the narrative on women-led businesses to showcase that women entrepreneurs already have high confidence and know what their businesses need
• Investing in research and asking women entrepreneurs what they need; consider them as clients, suppliers, and business leaders
• Designing products and services that meet their needs, fuel their confidence, and support women’s decision-making – on their terms
• Challenging harmful social norms by celebrating the economic contributions of women entrepreneurs.

Despite the obstacles that women entrepreneurs face, the issue is not a lack of confidence; it’s the absence of supportive market systems. The notion that women simply need more self-belief distorts reality. Hundreds of millions of women worldwide are already leading businesses with resilience and purpose, despite enduring systemic discrimination and cultural barriers. As Maria José dreams of expanding her brand, opening a factory, and leading Peru’s leather industry, her words reflect the determination of countless women entrepreneurs: “When I believe in myself, nothing can stop me – I can conquer the world!” She is not the one holding herself back – but systems are.

About the Author

Sarah Hewitt is the Director of Strive Women, a program within CARE’s Women’s Entrepreneurship team, working to support 6 million entrepreneurs by 2027. She is an experienced leader and technical expert in international development, economic empowerment, and women’s economic advancement.

References

1. Our Work. n.d. CARE https://org/strivewomen.

2. Building confidence: A key to women’s business success. n.d. Cherie Blair Foundation for Women. https://cherieblairfoundation.org/news-list/building-confidence/.

3. THE CASE FOR INVESTING IN WOMEN ENTREPRENEURS. 2022. Women Entrepreneurs Finance Initiative (We-Fi) https://we-fi.org/wp-content/uploads/2022/06/We-Fi-Case-for-Investment.pdf.

4. n.d. Murats Bag https://www.muratsbag.com/.

5. News & Stories n.d. CARE https://org/strivewomen.

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By Jenny Mitchell, CFRE, DMA, CEC

Stop waiting to be noticed at work and instead, start letting go of expectations of what an ambitious woman looks and acts like. Use these tactics to shift from the passenger seat to the driver’s seat in your own career.   

Women have been waiting a long time to be seen, heard and valued at the decision making table. Some strides have been made, but certainly not enough for a population that represents 51% of humans, but only 33% of executives in Europe. 

Traditionally, women waited their turn in line, played nice in the sandbox and were grateful when asked to join the executive team. Statements like “I hope I can live up to your expectations”  were part of the act of letting the other executives know they were ready to serve, all while staying in their lane. 

Why do many women place their value in the hands of other people and wait to be recognized? The answer lies in understanding social hierarchies and power. Research from Adam Galinsky from Columbia University explains that the issue is one of power, not gender.  

“Those with less privilege in the social hierarchy such as women, racialized communities, people of lower social class, and people of lower ranking positions in organizations are prescribed a narrower range of acceptable behaviour.”  

Galinsky explains that when women stay within their typical range of behaviour they get rewarded. But if they step outside that range, they risk getting punished, dismissed, or ostracized in the workplace. 

No wonder ambitious women take pause before putting it out there to ask for a raise: the fear of being exposed is real, and the feeling is explained by our biology.  

Women as a collective are reclaiming the word ambition and in doing so, they are taking ownership of their own narrative as leaders and stepping outside the predetermined boxes that have been prescribed for them. This process requires them to bust through some long-held beliefs about what it takes to lead, and who gets to decide when they are ready.  

Belief: If I do my work well, and keep my head down, others will see my value. 

Tactic: As an ambitious leader, you must produce quality work, meet deadlines and get along with your colleagues. But this does not translate into others automatically seeing your value. Get good at managing up to your boss by celebrating your weekly wins and sharing what you’ve achieved in an information-based way. This is not about bragging: this is about making sure that your boss understands what you’re working on and how you contribute to the team’s goals.  

Belief: I should just focus on my job and not get distracted by other files that I find interesting. 

Tactic: The most important currency for a leader is time. Demonstrate to your boss that you can think strategically by pro-actively looking ahead at what’s coming up in the calendar. Aim to be helpful by creating briefing notes, or a list of potential issues before your leader asks you for it. Show your boss that you are already capable of more responsibility. This will differentiate you from others on your team. You are demonstrating your resourcefulness and your ambition through your actions, not your words.  

Belief: I don’t want to ask for the raise or promotion because they might say no. 

Tactic: Get comfortable with the fact that it may take you a few tries to get the raise or promotion that you’re looking for. What if the learning was in the asking, not the outcome? If you’re feeling weird about putting yourself out there and asking, remember this: at some point every boss was a direct report to someone else. Your boss will recognize the effort, even if they can’t reward it. Effort matters. Put yourself in uncomfortable positions because it will fuel your growth and your ambition.  

Belief: If I stay connected with a leader I really like to work with, they will put my name forward for a promotion. 

Tactic: It would be nice if this was always true. But the reality is that jobs change, people get promoted, and putting all of your career aspirations in one leader’s basket is a recipe for disappointment. The only person you are accountable to in this world is yourself. Build strong relationships with your bosses, but do not expect those relationships to translate into them putting your name forward for a position. People cannot read your mind: state your professional goals and aspirations. Bosses are not mind readers, nor should they have to be.  

Belief: I don’t need a plan. I can just wing it.   

Tactic: If the word planning feels heavy, try using the word “intention” so you can step into a more playful mindset. The risk of operating without a plan, is that you might end up somewhere you don’t want to be, and you won’t be able to explain how you got there. Instead, take a minute to draft a 10 -10 – 10 plan: where do you want to be in 10 days, 10 months, and 10 years? Focus on what you will be doing, who you will be spending time with, and how you will feel while working. Are you on your own? Are you leading a big team? Are you doing written work, research, or giving presentations? If you’ve never done this before, start with a mind-map exercise where you put yourself in the middle, and you create branches out from the center. What comes up for you? What activities and experiences matter the most for you as you’re writing this out? After you distill your mind map, you’ll see patterns emerging. The next step is to map them onto a growth plan that will get you to year 10. Share the plan with some friends and mentors and be open to feedback on it. When you’re ready, post your plan (or intention) somewhere visible near your desk so you can refer back to it regularly.  

Follow the tactics above and commit to staying in the driver’s seat of your career path. The only map you need is within you already. And you are the very best navigator for your next career move.

About the Author

Jenny Mitchell, CFRE, DMA, CEC is the Chief Visionary Officer of Chavender where she works closely with leaders to change the world one mission at a time. She is also a dynamic speaker, executive coach, fundraising professional, host of the Underdog Leadership Podcast, and author of Embracing Ambition: Empowering Women to Step Out, Be Seen, & Lead. 

The post Reclaiming Ambition: How Women in Leadership Can Take Back Control appeared first on The European Business Review.

By Dr. Serena H. Huang

Demonstrating the return on investment (ROI) of diversity, equity, and inclusion (DEI) and wellbeing initiatives is crucial for securing executive buy-in and funding. This article provides a three-step framework for calculating ROI, including identifying the specific metric to improve, quantifying the impact of the change, and calculating the net return on investment. By aligning initiatives with financial outcomes and running DEI and wellbeing initiatives as a strategic business function, leaders can effectively make the case for these initiatives and drive business success. 

“I need to show a positive ROI on this program, can you help me?”  

Every year around budget planning time, I’d receive this request from department heads and HR leaders who were under pressure to demonstrate the financial impact of their initiatives.  

After years of responding to these requests, I’ve distilled my approach into a repeatable, three-step framework that guides F100 companies in quantifying the ROI of their programs. This framework has been battle-tested to provide a clear, data-driven narrative that showcases the value of their programs.  

The first step is to determine the specific metric that the program intends to improve. This could range from employee retention rates to productivity levels to promotion rates.  

Once the metric is identified, the next step is to quantify the impact of the change in that metric post-program implementation. This involves collecting data before and after the program’s launch, analyzing trends, and isolating the program’s effect from other variables.  

The goal is to present a clear story that demonstrates how the program impacted the metric of choice. Sometimes, there are too many other factors that can contribute to metrics like retention, and organizations choose to demonstrate impact with post-program surveys instead. For instance, a global CPG company’s Speaker series, which provides employees with exposure to external knowledge and expertise, uses a post-event evaluation to assess behavior change through effectiveness and value. 

The final step is calculating the net return on investment. This is done by subtracting the cost of the program from the financial impact of the change in the identified metric. Let’s walk through an example for illustrative purposes. 

An Example: Women in Engineering Leadership Development Program 

Consider a Women in Engineering program designed to retain female engineers within the organization. The program aims to create a supportive community, provide mentorship opportunities for female engineers. The process begins with understanding current female engineer retention rates as a baseline. After the program is implemented, we monitor the retention rates over the next several months. 

Let’s assume the program costs $150,000. Post-program, we observe a 30% reduction in turnover among female engineers. If the average cost of replacing a female engineer is $100,000, and the department historically loses 30 female engineers per year, the annual turnover cost is $3,000,000. 

A 30% reduction in turnover translates to retaining 9 more female engineers (30% of 30), saving $900,000 annually (9 x $100,000). 

The net ROI calculation would be: 

• Financial Impact: $900,000 (cost savings from reduced turnover) 
• Program Cost: $150,000 
• Net ROI: $750,000 (500% return on investment) 

Aligning Initiatives with Financial Outcomes 

This illustrative example highlights a lesson I saw in the interviews I conducted for “The Inclusion Equation – Leveraging Data & AI for Organizational Diversity and Well-being”: the importance of aligning any initiatives with financial outcomes. Several leaders shared in our conversations that their CEO or CFO would simply not accept proposals without a clear ROI within 6–12 months. Quantifying ROI is not merely an exercise in number-crunching, it is also how these DEI and Wellbeing leaders are able to expand their teams and increase their impact. 

Running DEI and Well-being Initiatives as a Strategic Business Function 

One theme from my interviews with leading organizations was the importance of running DEI and wellbeing as a strategic business function, rather than a mere feel-good exercise or one-time public relations stunt. The top leaders who have seen the most significant impact consistently approach their work like the P&L owner. They set clear north stars for their functions, defining a measurement strategy so they know the progress over time. 

“ERGs are not just nice-to-have programs. We have hard data to show that ERG participation improves the career outcomes for individual employees and that drives overall business success,” said one of the leaders I interviewed, Lani Hall, Global Diversity and Inclusion Leader.  

Connecting with Tangible Business Metrics 

The traditional DEI and wellbeing measures, such as representation data and employee engagement scores, while important, do not tend to get the attention of the C-suite. The most effective leaders go beyond these measures and connect with tangible business metrics such as absenteeism and productivity. 

Thinking Beyond Existing Data Systems 

Another common theme among the leaders I interviewed was a willingness to think beyond the constraints of existing data systems and proactively collect new information or come up with creative solutions as a proxy to answer critical questions. I know firsthand what it’s like to stare at the HR database and wonder why some important data elements are missing. Rather than being limited by what is available in the systems, these leaders take a courageous and business-focused approach to identifying the data points that matter most and finding ethical ways to obtain them.  

Conclusion 

Demonstrating the ROI of DEI and wellbeing initiatives is crucial in securing executive buy-in and funding, especially in times of uncertainty. By following a three-step approach, aligning initiatives with financial outcomes, running DEI and wellbeing initiatives as a strategic business function, and thinking beyond existing HR data systems, leaders can effectively make the case for these initiatives and drive business success.

About the Author 

Dr. Serena H. Huang is revolutionizing how organizations approach talent, well-being, and DEI using data and AI. As a top AI keynote speaker and people analytics executive, she has led data analytics strategy at iconic brands like GE, Kraft Heinz, and PayPal. Through Data with Serena, she is helping companies worldwide reimagine work where well-being and profits coexist. Her latest book is The Inclusion Equation: Leveraging Data & AI For Organizational Diversity and Well-being. 

The post From Metrics to Money: How to Demonstrate the ROI of DEI and Wellbeing Initiatives  appeared first on The European Business Review.

By Gaia van der Esch

Out of the 193 Member States of the United Nations, only 28 are led by female Presidents or Prime Ministers. Giorgia Meloni, currently serving as Italy’s Prime Minister, is amongst these few female leaders, as well as the only female Head of State amongst G7 countries – making her one of the most powerful women in the world. 

A seasoned career politician, Meloni was stuck at the margins of Italian politics until a few years ago. A Member of Parliament, a minor ally to former Prime Minister Berlusconi, then a co-founder of a small right-wing party with neofascist roots, she succeeded in an impressive manoeuvre of elevating her profile, gaining power and maintaining it with strong approval rates – which are a hard win in a country like Italy. 

But not only did she succeed in consolidating her power at home, Meloni also managed to gain respectability on the international stage, which is something that eluded most far right leaders until this date – in most cases seen as too extreme to engage with. Joe Biden received her with open arms in Washington D.C., the G7 welcomed her leadership, and the European Union seems increasingly dependent on Meloni’s party and influence – translating into a shift of the EU towards the far-right. 

Taking a step back from Meloni’s political and ideological positions, it is undeniable that reaching these milestones, while carefully crafting her personal image and re-positioning it on the national and international scene, is a testament to Meloni’s capacity to understand, shape and manage power.  

There are a number of traits which Meloni has learned to master over time, underpinning her effectiveness as a leader. Traits which open a timely reflection on what leadership looks and acts like. 

To name a few, Meloni is a charismatic and assertive communicator, capable of conveying messages with clarity and passion, engaging her audiences and connecting with her supporters. For worse and for better, she is an adaptable and strategic leader who adjusts her rhetoric and strategies based on changing political realities and evolving populists sentiments. Meloni has shown over time ample strength and resilience, in navigating setbacks and challenges in her political career and personal life, which she leveraged – in parallel – to appear approachable and authentic towards her base. Lastly, she is a decisive leader: in numerous occasions Meloni showed her determination to make quick and clear decisions, and she has been firm in standing by her “cultural wars” and principles, such as immigration, national identity and the traditional family prototype – despite, though, not abiding to them in her personal life given she is a single (and unmarried) mother. 

Assertiveness, decisiveness, strength, power over rather than power with people. The traits that Giorgia Meloni embodies are the traits that have characterised leadership for the past decades. Traits which have been defined for and by men, simply because they were the ones holding the power. It’s no coincidence that, once elected as the first ever female Prime Minister of Italy, Meloni clarified she wanted to be called with the masculine pronoun (i.e. “Il Presidente”) and not with the female one (“la Presidente”): to be taken seriously, many women decide to adhere to the masculine standards, nomenclature and rules of the leadership game. A choice which goes well beyond words, as through her conservative policies Meloni is protecting and projecting a vision of society centred around traditional values and roles.  

This stark adherence to – and, in some cases, extremization of – traditional leadership traits and models, portrayed by Meloni but also portrayed by other female leaders in top-level positions, is not surprising. Those arriving late to the leadership game, because of barriers that held them back for centuries, including women, are expected to play by the existing set of rules and portray the existing set of leadership skills if they hope to emerge and advance to top-level positions. 

Opening two questions. Firstly, if this is the only way to progress up the career ladder. Secondly, if “more of the old-style” is really the leadership our world needs right now. 

As I was interviewing iconic female leaders – from the climate change negotiations to the football field, from the fashion world to the science lab – for “Leading Our Way”, I noted they shared a common experience. While they all felt the same pressure of adhering to a dominant leadership style, these leaders managed to find the courage and the means to break the mould and redefine the rules of the leadership game. They did so by bringing empathy rather than strength to the table, by choosing collaboration over competitiveness, and by choosing power with rather than power over people. By bringing this revised set of traits to the table, not only did they become more effective in delivering results, but they also became trailblazers capable of driving the change our world needs today as we face multiple crises. 

The leadership of Giorgia Meloni is a symbolic case study of how hard and rare it is for women to rise to the top, but also of under how much pressure female leaders feel to adhere to dominant leadership models. Another way to rise to the top and to lead is not only possible but extremely needed. A way which might be harder, as it takes even more courage, even more resilience, and probably even more set-backs to challenge rather than protect the status quo, but which alone can redefine what leadership looks and acts like, opening the doors to new leadership traits and models for us and for the generations of leaders to come.

About the Author 

Gaia van der Esch is a celebrated executive, policy expert and author of Leading Our Way: How Women are Re-Defining Leadership, out now. Through her work and leadership, she is driving change across the public and non-profit sectors to help build a more equitable and sustainable world.

The post The Leadership of Giorgia Meloni – The Only Female Prime Minister in G7  appeared first on The European Business Review.

Why is emotional intelligence (EQ) such an important skill?  

“Emotional intelligence (EQ) is part of being human: an innate sensitivity that allows us to understand people as individuals. In the business world, this skill is essential for anyone to thrive, as highlighted by research which indicates that 90% of top performing employees score highly on EQ. It’s also especially important when you’re a senior leader striving to help others perform at their best. 

No matter how technology-driven your approach might be, the requirement for deep emotional consideration can’t be substituted. To provide exceptional leadership, you must be an empath who can apply constant discernment; adjusting your management style based on deep knowledge of how each member of your team thinks, feels and works — and crucially, what empowers them.

Fundamentally, EQ is integral to relationship building at a professional and personal level, which makes it vital across industries and particularly key for areas that are heavily focused on human connection, such as customer service. In fact, EQ is expected to be more important to this sector over the next few years than core support abilities such as problem solving.”

How can businesses better implement EQ in day-to-day operations and increase awareness?  

“EQ initiatives should come from the top down to ensure they are effectively rooted into company culture and can be seamlessly embraced throughout organisations. While significant time is often rightly spent on honing the capabilities of individual employees and contributors, it’s essential to remember that leaders need guidance too, especially given their role as the main champions and drivers of change. 

This means the crucial starting point is developing executive-level grasp of EQ’s value and its core elements: self-awareness of our emotions and how to manage them, alongside social awareness that allows us to recognise the feelings of others and refine the way we interact with one person to another.

Combining practical training and the chance to liaise with cross-functional peers will enable leaders to learn by sharing experiences, ideas, and advice.

Ensuring training around these abilities is both comprehensive and effective will involve partnering with Chief People Officers and human resource specialists from the get-go. The expertise of CPOs and their teams will be crucial to build skills frameworks for leaders that go beyond refining their general business acumen and strategic skills by enabling them to successfully operationalise EQ. 

For example, mapping out what EQ looks like at a day-to-day level will provide actionable guidance, including structures for interviews and staff reviews, as well as how to spot when workers are struggling and need support. Additionally, combining practical training and the chance to liaise with cross-functional peers will enable leaders to learn by sharing experiences, ideas, and advice.” 

What is the role of AI in this discussion? 

“As AI evolution and adoption races ahead, leaders face both new possibilities and challenges. On the positive side, smart technologies are creating opportunities for employees to take charge of their own EQ journey. 

By leveraging the insight produced by granular evaluation, individuals can now gain a clearer view of exactly how their interaction approach needs fine-tuning to fuel mutually beneficial outcomes — be that internally or externally — as can team and company leaders. 

The latest breed of AI-assisted analysis is able to assess human emotion based on nuanced factors such as choice of words, tone, and facial expression. By leveraging the insight produced by granular evaluation, individuals can now gain a clearer view of exactly how their interaction approach needs fine-tuning to fuel mutually beneficial outcomes — be that internally or externally — as can team and company leaders. 

Similarly, rising automation has brought greater scope to super-charge efficiency by shouldering more laborious tasks. McKinsey infamously predicted that generative AI will power productivity gains that add $4 trillion to the global economy, in addition to automating work that currently absorbs up to 60-80% of employee’s time. 

However, this rising shift towards augmentation is also sparking questions about how increased use of smart machines will affect employees, which will need to be handled carefully to provide reassurance and maintain both motivation and job satisfaction.”  

Going into 2025, are there any additional skills gaps in tech which businesses should look to address and provide more training around?  

“Amid the fast-mounting interest in AI, it’s no surprise that strengthening AI talent has been listed as the number one priority in recent must-have IT skills lists. However, I would argue that communication is even more important.   

While many industry leaders see the benefits of leveraging intelligent technologies to streamline lengthy processes, many haven’t yet grasped the need to highlight these advantages to their teams and explain exactly what the rising use of AI will mean in practice.  

It’s increasingly important for leaders to emphasise that AI implementation will allow employees to elevate their performance, rather than replace them. In the technology and IT space, one of the best examples of this are conversational knowledge interfaces. By making it easy to run live searches for relevant information about specific system issues and even automate certain fixes, these tools empower workers to both quickly tackle problems themselves instead of calling in specialist support and free up time to focus on completing more fulfilling tasks.  

In essence, leaders improve their ability to convey that AI empowers teams to bolster their output by cutting down on busywork.”

Executive Profile

Jen Brown  is Senior Director of International Marketing with over 20 years of experience in delivering product and service marketing programmes and has been managing pan-EMEA marketing programmes for nearly a decade. Well-versed in the B2B technology industry,  Jen previously held leadership roles at Sprinklr and Tealium, where she achieved unprecedented engagement metrics and demand generation for regional marketing. 

Jen is a passionate advocate for diversity, equality, and inclusion (DEI) and early careers, and believes that encouraging more women to pursue rewarding careers in Science, Technology, Engineering and Mathematics (STEM) will be crucial to solving the industry’s gender gap. 

The post Is EQ the Real Tech Skills Gap? Interview with Jen Brown of GoTo appeared first on The European Business Review.

From fintech to global mobility, Alena Rykunina’s career journey reflects a passion for human-centered design and meaningful impact. In this interview, the inDrive Senior Product Designer shares how empathy, adaptability, and deep user insight power her design philosophy—and how inclusive thinking can transform both products and teams across continents.

It’s great to meet you, Alena! Your career as a Senior Product Designer spans over seven impressive years. Can you walk us through your journey—what brought you to product design, and how did it lead you to your current role at inDrive?

It’s a pleasure to meet you as well! My journey into the field started in 2015 after I graduated from Stroganov, the oldest university of applied and industrial arts. It wasn’t a straightforward path, as I originally studied Environmental Design, which is not directly related to the tech field. However, it helped me develop a strong eye for detail and the ability to create user-centered solutions. Over the years, I naturally transitioned into UX/UI design, driven by a passion for solving real-world problems through technology, which allowed me to combine creativity with problem-solving. My passion for improving user experiences led me to work with leading Russian fintech companies like Raiffeisen Bank and others. Later, in 2022, upon relocating abroad, I joined inDrive, a global mobility platform with over 280 million downloads, operating in more than 800 cities across 48 countries. At inDrive, as a Senior Product Designer, I lead the design of scalable payment systems that impact millions of customers globally — combining my fintech experience with mobility innovations. This role was my first experience working at a truly global company, giving me exposure to diverse markets and user needs around the world. It broadened my perspective and deepened my understanding of how to create inclusive, adaptable solutions that resonate across cultures.

You’ve worked with leading fintech and e-commerce companies, including top regional fintechs and now inDrive. How has your approach to product design evolved across these diverse environments?

Working in fintech and e-commerce taught me how to design products that meet both user needs and business goals. At Sber, a large tech company with an ecosystem of diverse products, I worked on a super app with over 8 million B2C users. I focused on improving key features like deposits, budgeting tools, and finance analytics — important parts of the app that helped generate revenue. Since the app was used by a wide range of people, including those with poor eyesight, I aimed to make the interface clear and accessible for everyone.

At Raiffeisen Bank, I focused on improving the mobile app for business owners. Many of them preferred using the web version because they didn’t feel confident managing finances on their phones. I redesigned the mobile experience to make it more intuitive and aligned with how business users worked — adding features like mobile account opening, improved account navigation, easier payment flows, and clearer transaction histories. To better understand their pain points, I even opened my own small business, which helped me design more relevant, user-centered tools. It was a rewarding challenge that gave me valuable insight into the real needs of business users managing their finances day-to-day.

Now, at inDrive, I design digital wallets, payment flows, and payout features for drivers and passengers. I’m working with a much larger and more global user base — from Brazil and Mexico to South Africa. This gives me valuable experience in understanding different local contexts, habits, and expectations.

The scale and speed at inDrive help me constantly grow as a designer and hone my talents — I’ve learned how to build flexible, user-friendly solutions that work across very different markets and how to quickly adapt to fast-changing requirements while collaborating with cross-functional teams.

Working in fintech shaped my design approach to be structured and focused on clarity, trust, and consistency. Now, as I work in the e-mobility sector, I’ve also learned how to apply that foundation more broadly — across cultures, platforms, and user behaviors — creating products that are both inclusive and scalable.

You’ve led major initiatives like launching a scalable wallet for drivers at inDrive and redesigning key user flows at Raiffeisen Bank. What have been some of the biggest challenges in driving such high-impact projects, and how did you overcome them?

Both projects had their own scale and complexity, but the common thread was solving for growth while keeping things technically scalable and efficient.

At inDrive, the big challenge was bringing together multiple wallet top-up flows across 48 countries, each with its own payment providers, regulations, and backend systems. Previously, every region had its own setup, which made it hard for the engineering team to maintain and slowed down new launches. I worked closely with product and engineering teams to design a single, flexible global flow that worked with both legacy systems and the new backend infrastructure.

This new setup made it possible to add new payment providers or launch in new countries without constantly redesigning the user flow. One of the biggest wins was making the rollout process much more predictable. Now the team can launch monetization in a new country within just two sprints.

One of the biggest wins was making the rollout process much more predictable. Now the team can launch monetization in a new country within just two sprints.

At Raiffeisen Bank, the focus was on improving the mobile banking experience for business clients and increasing app penetration. The B2B app had several pain points, including inconsistent navigation between mobile and web, fragmented transaction histories, and a UI that hadn’t been updated since 2018. This inconsistency between platforms made mobile usage inconvenient, pushing users to rely on web instead.

I led the redesign of the main screen and key user flows, working closely with business and engineering teams to align mobile with the web platform and the bank’s B2C app, making the experience simpler and more consistent across channels.

Both projects had their own scale and complexity, but the common thread was solving for growth at scale while keeping the user experience simple and intuitive.

These projects clearly made a difference. Can you share one success story that stands out—what drove the outcome, and what key lessons did you take away?

One project that stands out in my experience was designing a cashless payment flow adapted for emerging markets. In many regions, users preferred local payment apps like PIX, Yape, or Nequi over traditional card payments. This created a clear opportunity to make payments more accessible and aligned with local behaviors.

We started with small experiments, focusing on understanding real user habits and friction points. Through ongoing testing and iteration, we refined critical parts of the experience from onboarding to how and when local payment methods were introduced. A key goal was to build trust and confidence among users less familiar with digital payments.

We launched the first version of the flow across 36 countries, providing a unified solution. From there, we began adapting the experience for individual markets, making targeted changes to better fit local payment ecosystems and user behaviors.

The key takeaway: Small, user-centered design changes grounded in real behavior can unlock meaningful adoption at scale, even when working across highly diverse markets.

You’re often at the intersection of business needs and user experience. How do you navigate the balance between stakeholder expectations and creating user-centered designs?

I bring stakeholders into the design process early — through initial design iterations and research debriefs. At inDrive, for example, I use analytics, Customer Satisfaction Score (CSAT), marketing research results, support feedback, or initiate user research myself to validate user pain points and align them with business OKRs. I view the design process as a collaborative effort where everyone contributes to better outcomes, but user needs always remain the foundation for final decisions.

As a woman in a senior design role, what unique challenges have you encountered in your career—and how have you tackled them?

As a woman in a senior design role, I’m aware of the challenges that can exist in the industry, but I’ve been lucky to work in teams where expertise, collaboration, and results are truly valued. I focus on bringing value, leading by example, and maintaining strong communication with cross-functional teams. I also enjoy contributing to a culture of knowledge-sharing and mutual support within the team.

In your view, what impact can female leadership have on the future of fintech and e-commerce? What qualities do you think women uniquely bring to product design leadership?

Female leaders bring empathy, inclusivity, and a user-first mindset that’s essential in fintech — where trust and clarity matter.

Female leaders bring empathy, inclusivity, and a user-first mindset that’s essential in fintech — where trust and clarity matter. These qualities are key to creating products that truly reflect and serve the needs of diverse users. I believe that these industries will be stronger and more innovative with more women leading with empathy and a deep understanding of the human side of technology. I find that inDrive shows a strong commitment to empowering female leaders, both within the core team and through its impact initiatives, like the Aurora Tech Award.

How can companies and the industry at large better support and encourage women to pursue—and thrive in—design roles within fintech and e-commerce

Support starts with representation — visible female leaders make a big difference. Companies should also offer mentorship, transparent growth paths, and safe environments for idea sharing. Encouraging flexible work, inclusive hiring, and clear recognition for contributions can also foster retention and growth.

You’ve mentored over 20 designers—an impressive contribution. What do you believe makes for an effective mentor, particularly when supporting women in design and tech?

Listening, sharing both failures and successes, and providing actionable feedback are key parts of how I mentor. I focus on helping mentees build confidence, articulate their design decisions, and navigate workplace challenges. One of the biggest challenges I see is impostor syndrome, which often stops designers from progressing in their careers. Being a mentor also means advocating for them — whether through portfolio reviews, suggesting growth opportunities, or simply offering support when it’s needed most.

Looking ahead, what do you see as the biggest opportunities for innovation in fintech and e-commerce product design? And how do you plan to grow in your own role in the years to come?

The biggest opportunities lie in creating seamless, user-friendly experiences across multiple platforms and integrating cutting-edge technologies like AI and machine learning into fintech products. As for my own role, I plan to continue refining my skills in user research, leadership, and cross-team collaboration. I also want to focus on mentoring the next generation of designers and contributing to the strategic direction of product design at inDrive.

Executive Profile

Alena Rykunina is a senior product designer at inDrive, where she leads design strategy across high-impact areas such as monetization, onboarding, and payments. With a fintech background and deep expertise in user research, she builds scalable design systems that support business growth and elevate user experience. Her work moves seamlessly from discovery to delivery, bringing structure to complexity and aligning teams around clear, user-centered outcomes. With global market experience, Alena brings a culturally informed, data-driven approach to creating products that perform at scale.

The post Designing Without Borders: Alena Rykunina on Building Tech for Diverse Users appeared first on The European Business Review.

As artificial intelligence reshapes technology leadership, the importance of soft skills has become crucial. This shift presents a unique opportunity for women in product management – who would have thought that being “too emotional”, a criticism we’ve faced for decades, would become our secret weapon in the AI era? It’s time to turn our perceived weakness into our greatest strength. 

The AI-driven transformation of product management 

As AI tools become more sophisticated, they’re increasingly handling the quantitative aspects of product management – from data analysis and market research to writing specs and A/B testing. According to Grant Thornton’s Women in Business Report 2024, this year marked a significant drop in the percentage of female CEOs to 19% from 28% last year. When female CEOs at larger firms were asked about their reasons for leaving these roles, they cited public pressure, caring responsibilities and sometimes that they felt they needed to behave more like men in these roles. Yet, the shift in required capabilities presents a unique opportunity. The rise of AI has elevated the importance of skills that machines cannot easily replicate: emotional intelligence, stakeholder management, and strategic thinking. 

The proportion of female product managers was notably better: according to the 2021 Product Plan Report, women held 36% of PM positions. The modern Product Manager’s role has shifted dramatically. Where once they might have spent hours analyzing metrics and creating one pagers, now everything revolves around relationships. In today’s tech landscape, with AI-driven layoffs making headlines and job security feeling shaky, teams need more than technical direction – they need emotional support and steady leadership. Success increasingly depends on a PM’s ability to maintain team morale, make nuanced judgment calls, and create an environment where people feel valued despite the turbulence. It’s not just about what we do anymore, it’s about how we make people feel along the way. 

What data says on women’s leadership advantages 

Research consistently shows that women often excel in areas crucial for modern leadership. A comprehensive study by McKinsey’s Women in the Workplace 2023 revealed that women score higher than men in most leadership behaviors that drive organizational performance. In people development, women were found to be 55% more effective than their male counterparts. They showed 28% greater effectiveness in setting expectations and rewards, 30% higher performance in role modeling, and 54% stronger capabilities in inspiration. 

Furthermore, a study published in the Harvard Business Review found that women score higher in 17 of the 19 most important leadership capabilities. These include taking initiative, practicing self-development, displaying high integrity and honesty, driving for results, and developing others. This natural alignment with crucial leadership qualities positions women uniquely well for the evolving demands of product management in the AI era. 

The collective advantage: game theory in leadership 

Game theory demonstrates that collaborative approaches often yield better long-term results than competitive ones. This principle aligns perfectly with research showing women leaders’ tendencies toward inclusive decision-making and creating psychologically safer work environments. When women leaders support and elevate each other, they create a multiplier effect that benefits the entire organization. 

This collaborative approach transforms organizational dynamics. Teams led by women often experience higher levels of innovation through diverse perspectives and stronger engagement. The emphasis on collective intelligence leads to more robust problem-solving capabilities. Perhaps most importantly, this leadership style fosters an organizational culture where success is measured not just by individual achievements, but by the growth and development of the entire team. 

Actionable strategies for women PMs in the AI era 

The path forward for women Product Managers in the AI era requires intentional action. Speaking with authority in meetings while generously sharing credit creates a culture of mutual support. Creating environments where team members feel safe to take risks and engage in open dialogue about challenges becomes crucial. Women PMs can position themselves as experts in human-AI collaboration, focusing on areas where human judgment remains irreplaceable. 

A key strategy is establishing clear contracting and accountability. Rather than accepting vague commitments, successful women PMs insist on precise requests and definitive responses. For instance, replace “It would be great to get started on the customer feedback” with “Can you deliver the customer feedback analysis by next Friday?” This precision eliminates the ambiguity that often leads women to shoulder an unfair share of responsibilities. Document agreements and maintain transparency about who’s doing what – this creates a foundation for equal participation and authentic accountability. 

Building strong networks becomes essential. Creating or participating in women’s leadership groups within organizations provides mutual support and learning opportunities. In my experience mentoring women PMs, I’ve witnessed how a single word of encouragement can catalyze extraordinary growth – watching their eyes light up with newfound confidence is a powerful reminder that faith and support can truly move mountains. Encouraging others is free and absolutely working. 

I’m proud to see this ripple effect in action as women’s leadership communities sprout up in more companies, including my own, where we’re taking our first steps in building this crucial support system. Mentoring junior women in product management helps build a pipeline of future leaders. Strategic alliances across departments and hierarchies strengthen both individual influence and organizational effectiveness. 

Authentic leadership proves particularly powerful in the AI era. Rather than mimicking traditional leadership models, women PMs can leverage their natural strengths in emotional intelligence and relationship building. Create a culture where feedback flows naturally by setting an example – share the impact of actions openly, such as how missed deadlines affect the team. While maintaining warmth and collaboration, establish clear expectations that prevent gender-based default behaviors from taking hold. 

Looking forward 

The rise of AI in tech creates an unprecedented opportunity for women Product Managers to reshape leadership norms. By leveraging their strengths in emotional intelligence, collaboration, and relationship building, women PMs can create more innovative, inclusive, and successful products and teams. 

The future of product management isn’t about competing with AI or each other – it’s about creating synergies between human capabilities and artificial intelligence while building supportive networks that elevate everyone. Women PMs who recognize and act on this shift won’t just succeed individually, they’ll help create a more collaborative and effective tech industry for everyone. 

Bonus: encouraging article on why Women make better Product Managers from SVPG.

About the Author

Roxane Maiorova is a product leader at inDrive with over 5 years of expertise in scaling tech products globally. Her portfolio includes launching mobility marketplace and social platforms reaching tens of millions of users and significant revenue milestones. An tech graduate and business awards jury member, she specializes in taking products from 0 to 1 and growth strategies.  

The post The Rise of Soft Skills in the AI Era: How Women PMs can Lead the Way  appeared first on The European Business Review.

Perhaps we need to start by no longer referring to these events as beauty pageants.  Modern Pageantry has already evolved in its approach and outlook, and so must we…and that is..

Lesson 1: Always be flexible enough to adapt with the present times. 

While pageants have historically been seen as a beauty contest, many involved would say that even the first Miss America Pageant conceived in 1921 as an attempt to keep tourists in Atlantic City once Labor Day was over (American Experience, 2024), “brought together issues of democracy and class, art and commerce”…and was not necessarily a judgment of beauty alone.  Even, according to legend, when the first pageant was held where Paris was asked to settle a dispute amongst the Goddesses – Hera promised him power, Athena victory in war, and Aphrodite love.  He chose Aphropdite to marry “The most beautiful mortal of all time – Helen”…and started The Trojan War.  The gifts the Goddesses offered were not solely about looks!  In fact, the first recorded pageant based around physique was a contest called The Euandria held annually in Athens…for men!  

Lesson 2: Make sure you understand the context before you critique. 

In Medieval times, perhaps, the May Queen was chosen as a symbol of youth, beauty and fertility, but the four most recognised International Pageants for women (known as The Big Four): 

• Miss World (1951–present) 
• Miss Universe (1952–present) 
• Miss International (1960–present) 
• Miss Earth (2001–present) 

… focus on a multitude of other skills, assets and values besides looks.  

Further there are The Big Seven in Male Pageantry; there are LGBTQ+ specific Pageants, although Transgender competitors are finalists in Miss Universe 2023/24; and in Prague there is an annual Pageant for deaf competitors. 

Lesson 3: What is it about the Pageant Space that is thriving? 

It is Lesson 3 I wish to unpack. 

I was in a Pageant at the age of 17, when I was crowned Miss Hastings and Carnival Queen 1993, and have once again picked up my sash at the age of 49 this time as The UK’s National Classic Ms Buckinghamshire (the classic division means over 45). 

The competition at 17 was very different to what I know I am going to have to face at the finals in 2025, there it was ‘day wear’ and an interview, now I have to learn a dance, there’s sports wear, day wear and evening wear, plus an interview, however, I am ready to embrace the process because for me the Pageant process was a space to grow. 

At 17 I was opening fetes, meeting local dignitaries, giving short speeches, and even building a platform to promote my message…what message was that at 17 – actually, how young people can  be a wonderful contribution to society.  At 49, I’d like to role model that it’s never too late and you’re never too old to live life to the fullest. But all of that was also done with the support of the Pageant teams who ensured a safe (and chaperoned at 17) space at all times, and the opportunity to help me find my voice. 

Now I am an author, a TED x Speaker, and media expert – if my voice is established what brought me back?   

Modern Pageantry offers a Safe Space. 

I have spent the last 10 years holding that space for others throughout my teaching, my writing my coaching practice, and my community theatre work – and to reinvigorate my own energy, I wanted to do something that I knew I would enjoy, but also that would hold space for me.  I wanted an opportunity where I could learn again, grow again – potentially even fail again – but come back stronger, and I chose the UK National Miss/Ms Pageant space. 

The founders of the UK National Miss/Ms Pageant state “At UK’s National Miss, we are proud to offer a platform that goes beyond the traditional notion of a ‘beauty pageant.’ Our focus is on empowering individuals holistically through confidence-building activities, teamwork, and creating a safe, inclusive space for personal development. With divisions for girls and women aged 12+ with no upper age limit or restrictions on height, weight, mothers and marital status to name a few, we ensure every participant feels respected and valued for their unique strengths and contributions. Pageantry here is not just about competition; it’s about connection, growth, and lasting self-belief.”

Very often I tell my own clients that ‘Creative Rest’ is essential – especially if you are always the teacher, the coach, the facilitator – go and take a class where all you need to bring is yourself! To me this is my self-care, my CPD (Continuing Professional Development), my time.  To be able to fully give, you need to be fully charged, and this is simply my re-energising. 

But, I also warn them – be discerning.   

There are many Pageants out there, in the same way as there will be much of anything one could choose to improve wellbeing, make sure what – and who – you choose aligns with your values.  I knew this Pageant was right for me as there was no swimsuit round, the Pageant Team insisted on age appropriate outfits for their teen competitors, and uniquely there was a focus on teambuilding and confidence building workshops in a safe and supportive space, as part of the whole experience.   

Of course – that’s me – you do you. 

But in doing so, remember there will be someone who has an opinion on it, and worse still, voices it in a way that puts you off. I was so sad to read an article on ‘Gymtimidation’ recently where the very thing that you are choosing to do for your mental health – look after your physical health – you stop because of harassment or bad behaviours from others. 

As I said in my TEDx Talk don’t let the opinions of others hold you back – perhaps your own judgments on Pageants were changed from reading this article? Perhaps it’s only through doing whatever it is that’s right for you with conviction that you really inspire others?  Perhaps I’ll fall, but I’ll be caught, I’ll learn and I’ll get up – because I know I’m in a space to do so. 

…that’s what this smart woman has learned.

About the Author

Dr Audrey Tang is a psychologist, performance coach, award-winning author, TEDx speaker and arts charity founder.

The post Powerful Pageants: What Smart Women can Learn from the Beauty Pageant  appeared first on The European Business Review.

Have you ever wondered how some leaders navigate uncharted paths to success? Discover how mentorship and building strong relationships helped adtech leader Marisa Nelson rise from events to overseeing a rebrand and recapitalisation at Equativ.  

Could you share your journey to becoming a leader in the adtech industry? 

“My path into adtech was anything but straightforward; it was shaped by valuable relationships with the inspiring mentors who guided me along the way.

Starting out in events helped develop my flair for efficient operational and project management. As my interest in client relations and brand building grew, these abilities set me in good stead for a transition to the agency world, where I made two connections that would transform my career: Dan Slivanoski and Heather McKim, the current CMO and former SVP of Marketing at DoubleVerify respectively. 

I admired both of these extremely talented mentors greatly, and they were incredibly influential in helping me grow and pivot – including bringing me with them when they moved into adtech. Together, we built the RhythmOne brand from the ground up, and, from there, my journey truly took off!” 

Overseeing both a rebrand and a recapitalisation is a significant challenge. How did you successfully approach these initiatives at Equativ? 

“Joining the business shortly before a simultaneous rebrand and recapitalisation meant I was immediately faced with the invigorating and challenging task of not just mastering my new role, but also handling the numerous components involved. The factor I feel made the biggest difference in handling these significant changes was taking an even-handed approach that gave equal consideration to two main areas: purely business-oriented and people-centric activities. 

Creating effective and aligned marketing plans depended on quickly gaining a deep understanding of the company’s (previously named Smart AdServer) extensive 20-year ad tech heritage and rich range of solutions.

On the business side, creating effective and aligned marketing plans depended on quickly gaining a deep understanding of the company’s (previously named Smart AdServer) extensive 20-year ad tech heritage and rich range of solutions. This was in addition to its collective objectives and growth strategies following its merger with LiquidM and DynAdmic to become Equativ. Just as important was collaborating with the right stakeholders and establishing clear roles from the outset to ensure smooth execution. 

On the personal side, it was crucial to ensure my team felt supported and included in the planning from the very start. Within my first year at the company, I had developed a cross-functional and international department that worked from Paris, New York and London to deliver a cohesive and compelling new brand identity. Across the newly unified organisation, I also worked to foster a sense of inclusion, education, and excitement among all employees to help bring the projects to life and drive true lasting success.”

What are the essential elements of a successful company rebrand, especially in a rapidly evolving industry like adtech?

“There are several essential elements that contribute to a successful company rebrand. Some of my top ones include:

• A clear vision and strategy to ensure messaging resonates with both internal and external audiences. 
• Understanding market trends, competition, and audience needs to develop a strategy that makes you stand out. 
• Having the right cross-functional team – along with engaged stakeholders like the executive team, advisors, employees, clients, and partners – for effective execution and advocacy. 
• An integrated marketing plan that leverages top-performing marketing channels – such as content marketing, PR, events, as well as digital channels like website, email, social media, and other traditional outreach – helps maximise the rebrand’s reach and impact. 
• The rebrand should also reflect and promote the company’s culture and talented employees, fostering employee engagement and advocacy. 
• Finally, having a plan that can be flexible based on feedback and market responses is vital for maintaining effectiveness in a rapidly changing environment.” 

How do you empower and elevate women within your organisation and the broader industry? 

“I firmly believe in leading by example and ensuring I’m accessible to anyone in the company who needs professional development guidance. I always encourage my female peers to build strong support networks and seek mentors, whether within their organisation, through peer groups, or by networking at industry events. It’s important for women to have confidence in their abilities, leverage their experiences, and advocate for themselves—often, it’s our own self-doubt that holds us back, not external obstacles.

It’s important for women to have confidence in their abilities, leverage their experiences, and advocate for themselves—often, it’s our own self-doubt that holds us back, not external obstacles.

I’m proud to work closely with our diversity, equity and inclusion (DE&I) team on multiple initiatives. From a content and analytics perspective, this includes producing detailed DE&I progress reports, corporate social responsibility (CSR) guides, and continually refining our employee value proposition programme.  

In terms of team activities, I also support the promotion of events like Heritage Days, Mental Health Awareness Month, and International Women’s Day to cultivate greater diversity and inclusion for our workforce and global talent – regardless of gender.”

You’ve played a key role in marketing and communications around major mergers, including Equativ’s merger with Sharethrough. What are the critical steps in successfully managing the communications and branding aspects of such significant changes? 

“I’d say top-down transparency is absolutely essential. Clear, consistent communication across all teams—from the c-suite to those executing the details—is vital for building a thorough plan that reaches both internal and external audiences. Externally, keeping clients, partners, and the broader industry informed as part of the marketing strategy is key. This ripple effect of advocacy, both inside and outside the company, is incredibly valuable, and when done well, leads to strong, positive results for the company.” 

As someone who thrives in the ever-changing tech landscape, how do you stay ahead of industry trends? 

“To stay ahead of industry trends, I make it a point to read thought leadership content shared across various platforms daily. LinkedIn is my main source for news, industry updates, and insights from experts and peers—it’s the only platform where I actually engage with the comments! I also appreciate the content my colleagues share in our internal Slack channels and during educational webinars, as I often gain valuable insights from them. Additionally, I attend conferences and participate in industry events to stay informed about emerging trends and market updates.”

What qualities do you believe are essential for a leader in today’s digital and tech-driven world?

“In my opinion, key qualities for a leader in ad tech include being nimble; allowing for quick pivots in response to change. Strategic thinking also helps with anticipating trends, shifts, and opportunities to realise a vision. Strong communication skills are crucial for enhancing collaboration and aligning with company objectives, while emotional intelligence builds relationships and fosters a positive work environment. Lastly, a commitment to continuous learning is key for remaining relevant and effectively guiding teams.” 

Executive Profile 

Marisa Nelson brings over 25 years of diverse experience and leadership in event operations, project management, and marketing across corporate sectors. Beginning at Richmond Events, she managed operations for the CIO Forum before overseeing the project management department at HNW, a boutique agency serving financial clients such as Citibank and Schwab. Transitioning to ad tech in 2015, Marisa played a key role in launching RhythmOne and managed its evolution through acquisitions like RadiumOne and YuMe. She then led content marketing and events at Tremor Video, later becoming Operations Director at Tremor International. Joining Smart AdServer in 2022, Marisa leveraged her expertise in M&A and rebranding to merge SmartAdServer, LiquidM and DynAdmic into Equativ. As EVP of Marketing & Communications, she has expanded the company’s global brand presence through PR, events, and thought leadership programs. 

The post Navigating Leadership in Adtech: A Journey of Mentorship and Growth appeared first on The European Business Review.

As the businesswoman and activist behind The Valuable 500, what have been some of the most significant challenges you’ve encountered in advocating for disability inclusion? How have you effectively addressed these challenges?

One of the biggest challenges was gaining access to senior leadership. Early on with Valuable 500, many businesses did not see disability as a priority, often focusing on other areas of diversity like gender and race. To overcome this, I emphasized the business case—disability inclusion drives innovation, enhances customer relations, and leads to better performance.

Crucially, we’ve found that the most effective approach combines the business rationale with the humanity of leaders. By framing disability inclusion as a fundamental part of the human experience that affects everyone, we’ve been able to connect with leaders on a personal level. This human-centric approach has been key in driving meaningful change and fostering genuine commitment to inclusion beyond mere representation. Once we reached CEOs, many were receptive, but getting there was difficult. 

By framing disability inclusion as a fundamental part of the human experience that affects everyone, we’ve been able to connect with leaders on a personal level.

Another challenge is the fear of making mistakes, which often leads to inaction. I’ve worked to shift this mindset by encouraging companies to see disability inclusion as a continuous journey. We advise businesses to start small, be transparent, and grow their efforts over time. 

Additionally, the invisibility of disability, especially non-visible conditions, has been a major hurdle. Many companies are unaware of how many employees with disabilities they have. We’ve addressed this by promoting Self-ID programs, helping companies gather data and create a culture where employees feel safe to disclose their disabilities.

We managed to address it quite simply by getting safety in numbers, not only in one company but in many companies. This is why SYNC25, our first accountability summit in Tokyo, represents a pivotal moment in our mission to end disability exclusion and marks the start of a decade of accountability for our partners and companies. It will bring together Valuable 500 CEOs, C-suite leaders, next-generation leaders, and representatives from the global disability community to review progress, set agendas, and accelerate inclusion for the 1.3 billion people living with disabilities worldwide. 

In what ways has your personal experience with disability influenced your approach to leadership and activism? How has it empowered you to drive meaningful change within organizations?

My personal experience with disability has profoundly shaped my leadership and activism. I didn’t discover I was legally blind until I was 17, and for many years, I concealed my condition while working in the corporate world, driven by the fear of being perceived as incapable. It wasn’t until I came to terms with my blindness at 28, while working as a global consultant at Accenture, that I began to embrace my identity fully. This moment of “coming out” became a turning point in my life and my career. 

A defining moment for me was when I left my job and embarked on a solo trek across India on an elephant, a journey that was both physical and deeply personal. This experience was my first step toward embracing my authentic self, realizing that to drive real change, I needed to be true to who I was. That journey shaped my belief that real impact starts with vulnerability and authenticity. It was in embracing my disability that I found the strength to advocate not only for myself but for millions of others with disabilities. 

Since then, my approach to leadership has been centered around empathy and connection. I’ve used my own story to bridge the gap between business leaders and the often invisible challenges faced by people with disabilities. It’s through sharing my personal experiences that seems to have given other leaders to do the same and to rethink disability inclusion and take meaningful action within their organizations. This is why initiatives like Valuable 500 are so critical—they bring disability into the heart of business, not as an afterthought, but as an integral part of leadership and strategy. 

Given the rise in disability discrimination claims and heightened awareness of neurodivergent diagnoses, menopause, and mental health issues, what urgent actions should CEOs and HR leaders prioritize to address these challenges effectively?

First, creating an environment where employees can discuss these issues and their lived experience without stigma is essential. This involves training, especially for middle management, on these topics – middle managers are often the individuals who have to manage adjustments or leave etc for individuals so it’s vital they are aware of how flexible they can be as well as and policies the company has in place to support individuals. HR policies must be reviewed to ensure they’re inclusive, and clear pathways should be in place for employees to request accommodations without fear of discrimination. 

A major hurdle is the invisibility of many disabilities, especially non-visible conditions. Many companies are unaware of how many employees with disabilities they have. To address this, CEOs and HR leaders should prioritize implementing Self-ID programs. These programs help companies gather crucial data and, more importantly, create a culture where employees feel safe to disclose their disabilities. This approach not only provides valuable insights but also fosters a more inclusive and supportive work environment. 

Leaders should also prioritize mental health and neurodivergence by offering flexible working arrangements, such as hybrid or remote work, and ensuring the workplace is accessible. Finally, CEOs and HR leaders must take ownership by embedding measurable inclusion goals into their strategy. This proactive approach not only enhances employee well-being but also drives a more innovative and inclusive company culture. 

Building an inclusive workplace culture often begins with senior leadership. Could you provide examples of how leaders can set a positive example for disability inclusion and why their role is pivotal?

I often say that leadership sets the tone for the organization – in the shadow and the light of the leader. Leaders must visibly champion inclusion by embedding it into the core of their business strategy and backing it with substantial resources. When leaders share their own experiences or openly support employees with disabilities, they create a culture of trust and openness. This creates a ripple effect throughout the company, signaling to consumers and employees at all levels that disability is a business priority. 

Signing up to initiatives like Valuable 500 is an important first step, but it’s not enough on its own – action must follow. From inclusive hiring practices to accessible workplace design, and from comprehensive disability awareness training to equitable promotion pathways for disabled employees, leaders must be the ones to continuously push beyond pledges and promises, driving real, measurable change throughout their organisations. This can all be supported through robust reporting on performance and having an executive sponsorship of ERG groups. 

Most importantly, leaders must remember that the journey towards genuine inclusion is ongoing and requires unwavering commitment from the top – anything less risks perpetuating the very barriers we seek to dismantle. 

Effective disability reporting is critical for fostering a supportive work environment. What strategies have you found most successful in encouraging employees to self-disclose and in creating a culture of support?

We encourage all companies to report comprehensively on disability inclusion, covering areas such as workforce representation, leadership commitment, accessibility initiatives, and employee resource group activities. What’s measured is managed, and transparent reporting on these key metrics is crucial for driving accountability and real change.

Effective disability reporting goes beyond mere numbers. It’s about creating a culture of continuous improvement and inclusion. This starts with setting clear, public targets and regularly disclosing progress, but extends to fostering psychological safety where employees feel comfortable bringing their authentic selves to work. Well-designed Self-ID programs, backed by visible leadership support, play a role, but they’re just one piece of the puzzle. 

This starts with setting clear, public targets and regularly disclosing progress, but extends to fostering psychological safety where employees feel comfortable bringing their authentic selves to work.

Successful strategies involve engaging Employee Resource Groups for insights, translating reporting data into concrete actions, and communicating openly about both challenges and successes. It’s crucial that employees see how their disclosed information leads to tangible improvements in workplace accessibility and support. 

Ultimately, comprehensive reporting isn’t just about compliance—it’s a powerful tool for innovation and better business outcomes. When done right, it creates a virtuous cycle of disclosure, understanding, action, and improvement that benefits all employees and the organization as a whole. 

Employee Resource Groups (ERGs) dedicated to disability are essential for inclusivity. How can organizations utilize these groups to strengthen their disability inclusion efforts and better support their employees?

The principle of “Nothing Without Us” should be at the heart of every organization’s disability inclusion efforts, and ERGs are key to making this a reality. These groups aren’t just support networks; they’re strategic partners in driving organizational transformation. 

To truly leverage ERGs, companies must give them a seat at the decision-making table. Their insights should inform policy changes, accessibility improvements, and inclusive practices. ERGs can lead education efforts, dismantling misconceptions and promoting empathy across the organization. 

When empowered, ERGs can contribute to product development, customer experience, and talent acquisition strategies, identifying barriers to inclusion that might otherwise go unnoticed. 

To maximize their impact, companies must provide ERGs with resources, executive sponsorship, and visible leadership support. It’s about integrating these groups into the core of the company’s inclusion strategy, not just having them as a checkbox exercise. 

Companies must remember that effective disability inclusion isn’t about doing things for disabled employees, but with them. ERGs are the embodiment of this principle and essential to creating workplaces where all employees can truly thrive. 

Reverse mentoring, where C-suite leaders are paired with disabled talent, is a significant strategy for improving disability representation. Could you discuss its impact and how it contributes to a deeper understanding and meaningful change at the executive level?

Valuable 500’s Generation Valuable, our groundbreaking 6-month programme, exemplifies the power of reverse mentoring in driving disability inclusion. This initiative pairs experienced executives with emerging disabled leaders, creating dynamic partnerships that foster personal growth and transformative organizational change.  

The impact of this approach is multifaceted. For mentees, it provides leadership skills to accelerate their careers, positioning them as trailblazers for inclusive leadership. As they rise through the ranks, they become living proof of the value diverse perspectives bring to the executive level. 

For C-suite mentors, the programme offers transformative insights into inclusivity, elevating their leadership skills and positioning them as powerful agents of change. This expanded perspective drives strategic decision-making and fosters more inclusive policies and practices throughout their organizations. 

Crucially, this isn’t just about individual growth. By engaging directly with disabled talent, executives gain insights that shape more effective inclusion strategies, making disability a core business value. The programme nurtures future leaders while simultaneously educating current ones, creating a powerful cycle of change.

Through structured, developmental mentoring on an unprecedented scale, Generation Valuable is reshaping the leadership landscape. It’s not just opening doors for individuals—it’s unlocking potential that drives innovation, enhances decision-making, and creates more resilient and adaptable businesses worldwide. Generation Valuable was designed to tackle one of the most significant system barriers: the lack of disabled talent in the C-Suite. 

Executive Profile

Caroline Casey, award-winning social entrepreneur and founder of the Valuable 500, champions disability inclusion in business for 1.3 billion people globally. A TED speaker, Ashoka and Eisenhower Fellow, she has advised the Clinton Global Initiative and is a World Economic Forum Young Global Leader. 

The post Creating Lasting Change Through Disability Inclusion: Interview with Caroline Casey of The Valuable 500 appeared first on The European Business Review.

For Easy Communications CEO Diana Akchurina, the fascination of marketing communications, in this case in the IT sector, is that it has the power to directly impact companies’ bottom line. As she outlined to The European Business Review, her tools of choice in this multi-layered discipline include personalization, authenticity, and storytelling. 

What inspired you to pursue a career in marketing communications, particularly in the IT industry, and how has your passion evolved over the years? 

My journey into marketing communications, particularly in the IT industry, was sparked by a deep fascination with how technology shapes the world and the unique challenge of translating complex technical ideas into messages that resonate with broader audiences. I was inspired by the opportunity to help innovative companies tell their stories and make their value propositions clear and compelling, even to non-technical stakeholders. 

Over the years, my passion has evolved as I’ve seen how marketing communications can drive real business outcomes in an industry that moves incredibly fast. The challenge of staying ahead of trends, understanding the ever-changing digital landscape, and finding creative ways to communicate value has kept me motivated. Now, I’m especially interested in how organic marketing tools can be leveraged to support growth during periods of financial optimization, helping IT companies achieve sustainable success even in lean times. 

Ultimately, it’s the dynamic nature of the IT space and the ability to make a tangible impact through storytelling that have kept my passion strong and growing. 

In your work with IT companies, what do you believe are the most transformative marketing strategies that truly resonate with today’s digital audience? 

I’ve found that the most transformative marketing strategies are those that focus on personalization, authenticity, and delivering real value. 

Personalization is key. Today’s audience expects tailored experiences, and leveraging data and AI allows IT companies to create messaging and solutions that speak directly to individual needs. This not only boosts engagement but also significantly increases conversion rates by making the customer feel understood and valued. 

Another crucial strategy is thought leadership and educational content. The tech space can be complex, and customers appreciate when companies provide valuable insights through blogs, webinars, and white papers. It helps to position the company as an industry leader, building trust and credibility. 

It’s the dynamic nature of the IT space and the ability to make a tangible impact through storytelling that have kept my passion strong and growing.

Community engagement is also incredibly important. By creating and nurturing a community around the brand—whether through social media, forums, or events—companies can foster deeper relationships with their audience. When customers feel like they’re part of a brand’s ecosystem, they’re more likely to engage and advocate for it. 

Finally, transparency is essential, especially through the use of real-world results like customer success stories or case studies. Today’s audience values honesty and wants to see tangible proof of how a product or service has made a difference. This reassures them and helps build trust in the brand. 

These strategies, when combined, help IT companies not only stand out in a competitive market but also foster lasting, meaningful relationships with their audience. 

You emphasize creating impactful strategies without relying on large-scale tools. How do you tap into creativity and resourcefulness to drive meaningful results for your clients? 

Tapping into creativity and resourcefulness is key when you’re working without large-scale tools, and it starts with focusing on the essentials—understanding the client’s core message, their audience, and the most effective way to bridge that gap. 

First, I dive deep into understanding the target audience. By getting to know what really resonates with them, we can create personalized and impactful campaigns that cut through the noise. This doesn’t require a huge budget. It’s about crafting a message that speaks directly to their needs and interests, making the most of organic and cost-effective channels. 

Storytelling is another powerful tool. I’ve found that strong, relatable stories can captivate audiences more than any expensive campaign ever could. By humanizing the brand and making it relatable, we create emotional connections that leave a lasting impact. 

Finally, creativity often comes from constraints. With limited resources, you’re pushed to think outside the box and innovate. Whether it’s repurposing content, utilizing partnerships, or focusing on grassroots efforts like influencer collaborations or community-driven initiatives, it’s about maximizing what you have, rather than relying on more. 

Understanding the target audience is at the heart of effective communication. How do you ensure that IT companies stay in tune with their audience’s evolving needs and expectations? 

A proactive, continuous approach to communication and engagement starts with establishing a clear feedback loop between the company and its audience, allowing real-time insights into customer pain points, desires, and trends. 

First, I encourage IT companies to actively listen to their customers. This means leveraging social media, surveys, and direct customer feedback to understand their evolving challenges and preferences. By regularly engaging with their audience through these channels, companies can gather valuable data about what resonates and what doesn’t, allowing them to adjust their messaging and offerings accordingly. 

I also emphasize the importance of monitoring industry trends and competitors. The IT space moves quickly, and staying up to date on the latest technological advancements and market shifts helps companies anticipate what their audience will need next. Regularly analyzing what competitors are doing, as well as keeping an eye on emerging technologies, ensures that companies remain relevant and can adapt their strategies proactively. 

Data analytics plays a significant role as well. Even with limited resources, companies can track customer behaviors through website analytics, email engagement, and social media interactions. These metrics help identify shifting preferences and inform decisions about content, product development, and customer engagement. 

Finally, building strong, ongoing relationships with customers is crucial. Regular check-ins, user groups, and community events not only strengthen loyalty but also create opportunities for direct feedback. These personal interactions give companies a better sense of how customer needs are evolving, often revealing insights that data alone can’t capture. 

What have been some of the most significant challenges you’ve encountered in IT marketing, and how have these challenges shaped your approach to creating innovative solutions?

One of the most significant challenges I’ve faced in IT marketing is conveying the value of highly technical solutions to a diverse audience. IT products can be complex, and not all stakeholders have a technical background. This has shaped my approach by emphasizing the need to simplify messaging without losing the core value of the product. I’ve learned to focus on outcomes rather than features, showing how a product solves real-world problems or enhances business operations, which makes the message resonate with both technical and non-technical audiences. 

I’ve learned to focus on outcomes rather than features, showing how a product solves real-world problems or enhances business operations, which makes the message resonate with both technical and non-technical audiences. 

Another challenge is the fast-paced evolution of the IT landscape. New technologies and trends emerge constantly, making it difficult to stay ahead. This has led me to prioritize agility and continuous learning. I make it a point to stay updated on emerging technologies and market trends, which allows me to create marketing strategies that are not only relevant today but are also adaptable to future changes. Being able to pivot quickly is crucial in this industry. 

Additionally, the IT sector is highly competitive, with many companies offering similar solutions. Differentiation has become essential. Instead of focusing solely on product features, I emphasize storytelling and brand positioning to help companies stand out. Building narratives around customer success stories or thought leadership can help a company establish itself as an expert, rather than just another vendor in the space. 

Budget constraints are another common challenge, especially for smaller IT companies. This has made me more resourceful and creative in finding cost-effective solutions. I focus on leveraging organic marketing channels, partnerships, and creating content that can be repurposed across different platforms to maximize reach and impact without needing large-scale tools.

In your view, how are digital tools redefining the way IT companies build trust and foster lasting relationships with their customers? 

Digital tools are fundamentally reshaping the way IT companies build trust and foster lasting relationships with their customers by providing new ways to engage, personalize, and enhance transparency. 

First, data-driven personalization has become a key factor. Digital tools like AI and machine learning allow IT companies to gather insights about customer preferences, behaviors, and needs, enabling them to offer tailored solutions and content. When companies can anticipate customer needs and provide personalized experiences, it creates a sense of being understood, which fosters trust. 

Automation and real-time communication tools are also redefining customer relationships. Chatbots, virtual assistants, and automated service platforms allow for immediate, round-the-clock customer support. This kind of instant response time builds credibility and reassures customers that the company is there when they need it, leading to stronger, more reliable relationships. 

Moreover, digital transparency is increasingly expected in the IT industry. Customers want to know exactly what’s happening with their data, how it’s being used, and how secure it is. Tools like dashboards, real-time reporting, and open communication channels make it easier for IT companies to demonstrate accountability, thus building trust through transparency. 

Finally, community-building through digital platforms has become a significant trend. Social media, forums, and dedicated online communities allow IT companies to engage directly with their customers, share knowledge, and foster a sense of belonging. These digital spaces create opportunities for ongoing dialogue, which helps deepen customer relationships over time. 

Having worked with both startups and established corporations, what unique insights have you gained about scaling businesses, and what role does marketing play in this journey?

For startups, the challenge is often about building brand recognition and gaining traction in the market with limited resources. In these cases, marketing must be highly agile, creative, and focused on growth hacking techniques. It’s about identifying quick wins, leveraging organic channels like content marketing, social media, and partnerships to generate buzz and drive early customer engagement. Startups benefit most from marketing strategies that prioritize audience education, storytelling, and positioning as thought leaders in their niche. The role of marketing here is not just about generating leads but also about building a brand identity that resonates deeply with early adopters. 

With established corporations, the focus shifts from gaining initial traction to maintaining and expanding market share. For these companies, scaling often means entering new markets, launching new products, or diversifying their services. The role of marketing in this context is more about sophisticated segmentation and personalization. Established companies have the advantage of larger budgets and established brand equity, allowing for more data-driven approaches. Marketing plays a critical role in keeping the brand relevant, ensuring consistent messaging across multiple channels, and aligning with customer expectations as the company grows. 

In both cases, marketing is the engine that drives growth. For startups, it’s about creating momentum and achieving visibility with minimal resources. For corporations, it’s about sustaining growth and ensuring that the brand evolves with the market. One common insight I’ve gained is that, regardless of size, successful scaling always depends on understanding your audience deeply, adapting quickly, and aligning marketing efforts with both short-term and long-term business goals. 

Ultimately, marketing is a key driver in navigating the complexities of scaling, whether it’s building a foundation from scratch for a startup or fine-tuning strategies for continued growth in an established company.  

As a woman leader in a highly competitive and technical field, what key lessons have you learned about leadership, resilience, and empowering others that you would like to share with future female leaders?

In that context, I’ve learned several key lessons about leadership, resilience, and empowerment that I believe can inspire and guide future female leaders. 

First, embrace adaptability. In the tech industry, things move quickly, and change is constant. Being adaptable is crucial not only for staying relevant but also for leading effectively. I’ve found that being open to new ideas and willing to pivot when necessary and staying curious are key to overcoming challenges and driving innovation. Flexibility in leadership allows you to navigate uncertainty with confidence and help your team do the same. 

Resilience is essential. As women in leadership, we often face additional scrutiny or challenges, particularly in technical fields that are traditionally male-dominated. For me, resilience has been about facing setbacks without letting them undermine my confidence. It’s about persistence—continuing to push forward, learn, and grow, even when things don’t go as planned. Resilience is not just about bouncing back; it’s about growing stronger from each experience. It’s a skill that can be cultivated and one that will serve future female leaders well in overcoming obstacles. 

Empowering others is key to effective leadership. Leadership isn’t just about making decisions or setting a vision; it’s about lifting others up along the way. I’ve found that fostering an inclusive environment where diverse voices are heard and valued is one of the most powerful ways to build a successful team. Empowering your team by giving them the space to contribute, take ownership, and grow is critical. For women leaders, this is particularly important; we have the opportunity to break down barriers and create pathways for others who may face similar challenges. 

Finally, I’ve learned the importance of self-belief. There will always be moments of doubt, but trusting in your abilities and knowing your worth are fundamental. Women in leadership need to remember that our unique perspectives and approaches are strengths, not liabilities. By embracing our authenticity and recognizing the value we bring, we can lead with confidence and inspire others to do the same. 

For future female leaders, the key lessons I’ve learned are to stay adaptable, resilient, and focused on empowering those around you, all while maintaining belief in your own potential. Leadership is a journey, and these principles can guide you as you navigate the challenges and opportunities that lie ahead. 

Executive Profile

Diana Akchurina is the founder and CEO of Easy Communications, an agency specializing in marketing communications for IT companies. A professional with 17+ years of experience, she focuses on organic marketing tools. Diana serves as a judge for prestigious awards such as the Stevie Awards and the Globee Awards and is a member of Marketers Guild. 

The post Marketing Communications to Drive Real Business Outcomes appeared first on The European Business Review.

It’s great to meet you, Ms. Eiss! Can you tell us a little about how your leadership journey began?

Thank you so much for including me in your leadership series, I’m delighted to share my journey. After years of leadership roles running large businesses in the insurance industry, I changed gears and joined my first start-up about two decades ago. I’d always felt that leadership was about positive influence and not power or authority, and joining the world of entrepreneurship was the place to ultimately apply those principles in a completely dynamic environment, where success was significantly impacted by solutions that met client needs and an engaging customer experience. All of this required leadership on multiple levels.

The inspiration for leadership in my current field evolved from consulting work I was doing about 15 years ago, after that first start-up failed. I would hire skilled, contract freelancers to augment my consulting project teams. I was good at finding excellent freelance talent and my clients noticed and began to ask me to find and vet freelancers for them. In the course of doing this work informally and working through the myriad of DIY job platforms, I found the proverbial gap: no human help for small businesses hiring contractors. I was sure I could design and build a talent platform that would handle the mechanics of recruiting but would insert access to skilled human recruiters who would help the client hire contractors successfully. And I did.

In 2015, I incorporated and began to build the business model and the technology platform. In January 2017, we launched ResultsResourcing, the freelance staffing platform that comes with your own recruiter. You get the heart and hands of real human beings in finding, interviewing, and vetting freelance choices, plus everything great about online job board platforms. We do the work for you. For a small fee, we match your skill needs with virtual independent professionals, saving you time, hassle, and opportunity cost, and lowering your contract hiring risk. Satisfaction guaranteed.

What inspired you to focus on “solopreneurs” and small to mid-sized businesses as your primary clients?

The mission to help small employers scale and succeed! The sheer numbers of businesses to serve is massive, plus the recognition that interesting innovation frankly begins in small organizations.

In the US, 99.9 per cent of all businesses are solopreneurs (non-employee firms) or small employers with fewer than 10 or so employees. This is probably true around the world as well. This group is highly fragmented and are forced to “DIY” in growing their businesses. Our goal is to help these businesses be more successful and scale their impact.

The mission to help small employers scale and succeed! The sheer numbers of businesses to serve is massive, plus the recognition that interesting innovation frankly begins in small organizations.

I experienced first hand the challenge of finding skilled, quality freelance talent using the well-known job platforms of today. I knew there was a better way that combined technology and human beings, resulting in a better experience and better results for both employers and freelancer workers.

The #1 hiring challenge for small businesses is finding quality, reliable talent. We are virtual talent matchmakers and enable businesses to scale quickly with skilled contractors. So, imagine you’re a speaker, consultant, merchant, manufacturer, or creative agency; you can hire a freelance virtual assistant, copy writer, customer service rep, and more, to get work done well. ResultsResourcing helps you outsource, so you can focus on what you do best!

Can you walk us through the initial steps you took to develop and launch ResultsResourcing?

I was inspired to create ResultsResourcing after hiring freelancers using the major online platforms myself. I noticed many job platforms were not designed for smaller companies, yet were used successfully by enterprise companies with skilled HR teams. While there is abundant talent online, the process is extremely laborious for small businesses and many don’t have hiring expertise. The result: inconsistent hiring decisions and the opportunity cost of time spent on DIY recruiting / hiring.

I was confident I could enable solopreneurs and small employers to hire quality freelancers cost-effectively. I designed and co-developed our proprietary platform and business model from the ground up with solopreneurs and small employers in mind. Leveraging technology makes it cost-effective but the special sauce is that we integrate human hearts and hands to curate talent, and humans actively support small-business employers and freelancers.

Our business has grown dramatically year over year – growth in clients served, freelancers engaged, and revenue generated as a result of our quality matching process. How did we do that? How are we doing that still? Three key ideas prevailed during all the ups and (hard) downs of building a business:

• Scalable business framework: our business model and technology enable us to scale up.
• Client-driven innovation: we constantly listen to our clients (and the freelancers who serve them) and evolve our offerings to meet what our target clients need to be successful.
• Outsourcing work to trusted independent contractors: we ”drink our own champagne,” as the saying goes. We outsource work to appropriately skilled, performance-oriented, independent pros (and their teams) to scale operations as a hybrid workforce.

What were some of the biggest challenges you faced then and how did you overcome them?

I’ll mention two of the many challenges any entrepreneur faces:

Probably the biggest challenge was educating the very market I wanted to serve about the gig economy and the opportunity to scale through utilizing talented virtual freelancers. When I started the company, the benefits of outsourcing to virtual freelance or contract workers were well known to large enterprises. It was an unknown or even novel idea to smaller businesses who were used to employee models and working with onsite resources.

Strategy one was networking. I sought out and engaged with intentional, professional B2B networking groups relevant to my target market. I deliberately joined networking groups because I knew I’d have a chance to hone “my elevator pitch”, and that other members would want to meet with me and provide useful feedback (and even try my service)! Groups can be “power partners” and I approach networking with a sense of curiosity and ample desire to serve and connect others.

I sought B2B groups that prioritized what is often cited as “givers’ gain.” I helped others. That fit me (vs “selling”), so I approached each organization from the mindset of how can I contribute to the group and to others, be it referring business, participating in the organization, providing new solutions to persistent problems. It’s often not a one-to-one payback but, over time, my giving resulted in gains of prospect referrals, speaking opportunities, and an ongoing forum to test out ideas as I iterated my business, beside the direct fulfillment that comes from giving. I developed educational materials, wrote articles, gave presentations, and did podcasts, which helped me evolve my ideas and laid the foundation for an active marketing and social media strategy.

The second was staffing. I knew I could not build a successful, scalable company that I envisioned by myself. So, I essentially built the company by practicing what I preached – building and scaling my own company with virtual freelance talent. I was a solopreneur myself. My challenge to myself was to take ResultsResourcing as far as I could using vetted, virtual contractors. Standing in my customers’ shoes every single day meant I built process and technology solutions to solve real-world problems that aligned with my outsourced business model.

How has ResultsResourcing evolved since its inception, and what have been some key milestones in its growth?

The business has constantly evolved following a cycle of vision, strategy, execution, reflection, and adjustment. Each phase has built on the prior one, while remaining focused on the steady objective of empowering the purpose of solopreneurs and small employers. Evolving is a strength (not a failure) as you adapt to realities and the dynamics of the market and life. Key milestones include:

• Idea/vision (2014): ResultsResourcing, the freelance job platform that comes with your own recruiter. We do it for you.
• Inception, ideation, building the business model and technology with various “manual” pilots along the way (2015-16)
• First model – matching the client’s business needs of any kind with custom talent pools of individual virtual freelancers, with one freelancer awarded the work (2017-19)
• COVID (2019-21) – a positive for us, as our target market was forced to become adept at remote work, or not survive. We could help
• Second and current model – niche focus on the concept of virtual assistance as a professional service. Since every business has a backroom, our solutions increasingly focused on how to outsource that back-office, non-core work, so the business owner could focus the majority of time on the core work that delivers value to the market. The “on demand” VA teams we provide can fulfill a broad set of skills and tasks within one team. The teams are competent, reliable, nice, and available right now (stood up in 24-48 hours). This model is attractive and affordable and in demand generally for ongoing work, but we can also do projects. The teams are in the US and Canada, so they are also knowledgeable about cultural and business operations.

What are your short-term and long-term goals for the company?

We are currently focused on scaling our services and offering thought leadership to solopreneurs and small employers on how to leverage the freelance economy.

Over time, it may make sense for ResultsResourcing to become a part of a larger organization focused on talent curation and operational scaling, as I believe hybrid talent models will dominate in the future for both small and large organizations. Contract talent is one element of the talent spectrum, and perfectly suited when needs are non-full-time or for specialty skills.

How do you see the gig economy and freelance talent landscape evolving in the next five to 10 years, and how is your company preparing for these changes?

Many publications speak to workplace trends which point to a strong future for the “gig economy.” As one point of reference on LinkedIn recently, “According to a report from the Mastercard Center for Inclusive Growth, the global gig economy generated approximately $204 billion in gross volume in 2018, with expectations of continued growth. Moreover, data from the U.S. Bureau of Labor Statistics indicates that 55 million Americans participated in gig work in 2017, accounting for about 34 per cent of the U.S. workforce, a figure projected to rise to 43 per cent by 2023.”

We have been committed since day one to empowering the purpose of solopreneurs and small employer through effective, efficient utilization of skilled freelance workers. We build and deploy win-win solutions for both the buyers (business owners who hire) and sellers (contractors who provide services) in today’s fluid talent market.

As a female CEO, what unique perspectives or challenges have you encountered in your leadership journey?

Like many, I worked hard, won advancement opportunities, and performed as a doer and leader in the corporate world. Then I reached a professional pivot point; what was next wasn’t another version of the challenges I’d met or responsibilities I’d had. I realized I had been an “intrapreneur” in corporate. When a compelling start-up opportunity came my way, I took it, however hard it was to leave the structure and security of a large company. That first start-up ultimately did not succeed but I learned a lot and knew that entrepreneurship was the right path for me.

Embracing constraints and the fact that resources are always finite is another success factor. Constraints are everyone’s everyday reality, whether it’s limited funding, experience, networks, or changing market dynamics.

In retrospect, what enabled me to succeed and transition was being curious, open-minded, and welcoming of new ideas. I’d always been willing to take risk, balanced by thoughtful planning and gaming out the scenarios or options. I’m also big on communication and collaboration, not only by inviting alternative views but also in the implementation of new ideas through involvement of others. I’m happy to strategize but always get down to ground level and get my hands dirty, too.

Embracing constraints and the fact that resources are always finite is another success factor. Constraints are everyone’s everyday reality, whether it’s limited funding, experience, networks, or changing market dynamics.

I learned to love constraints and how they caused me to think, “How can I … ?” To think resourcefully, to look for workarounds or a different way to solve a problem, or to collaborate. Since solving often took time, I also learned to give myself time and space to create new ways to accomplish my objectives. Some of my best, really scalable ideas emerged from constraints and an open mind about “How can I … ?” and became, “Of course, why didn’t I think of that way before?”

It also taught me to pursue big ideas, but to think in small, incremental steps. Not only is this more manageable from an execution standpoint but, in the time it takes to create and launch something meaningful, the world changes in ways you can’t always anticipate (hello, pandemic) and you never have perfect information nor understanding. Be nimble, think in scale, iterate.

What strategies or practices have you found most effective in empowering and supporting other women in leadership roles?

Women helping women: sharing knowledge and experience, so other women develop the skills and tools to be successful in the rough-and-tumble world we live in.

And finally, how do you define success?

Being purpose-driven, being grounded in some larger, sustainable idea of service. This helps when times are tough, so you never quit on the ideas in which you believe. As the river guide said, “When in doubt, keep paddling.”

I have confidence in my paddling because of my purpose, even when the river takes me to places I didn’t expect. I’m open to that and how it can enhance my purpose.

Being of service is essential to me, personally, and the foundation of my company’s mission is to serve others. Our purpose is to make productive matches between businesses and freelancers. As we see their needs shift, our tactics shift, but we remain consistent in our purpose.

Executive Profile

Elizabeth Eiss is a well-known speaker on entrepreneurial growth and a sought-after expert on the future of work, business performance, and culture, on-demand talent/virtual staffing trends, as well as leadership transformation from intrapreneur to entrepreneur. After decades of running Fortune 500 business operations, she launched ResultsResourcing, a virtual fractional talent platform, and service to help solopreneurs and small business owners find the resources they need to grow and scale.

The post Human Resourcefulness for the Smaller Business: Interview with Elizabeth Eiss appeared first on The European Business Review.

With today’s diverse cybersecurity challenges, it’s important for organizations to add that same level of diversity and creativity into their security planning initiatives. However, when looking at the current recruitment landscape across multiple industries, there still exists a significant gap in the genders that represent security-focused roles. But this doesn’t have to be the case.  

Every year that goes by is a stark reminder of how cybersecurity should be a primary focus for all businesses. However, while many businesses are continuously on the lookout for skilled security professionals, the unfortunate reality is that there is still a persistent lack of qualified talent available for these positions.  

Even as there is an incredible need for cybersecurity professionals, women are underrepresented in the sector.  

Why Gender Diversity in Cybersecurity Is So Important  

Creating a diverse cybersecurity team can be a real game-changer for businesses looking to improve their security posture. It can bring a wide variety of viewpoints and life perspectives to the table and allow for much more creative approaches to modern cybersecurity challenges. 

Below are some of the reasons why gender diversity has become such an important element for all organizations, especially those looking to fill cybersecurity roles: 

Improved Team Dynamics and Decision Making  

Having a highly agile business has become essential for organizations looking to improve their cybersecurity. Having a more diverse business model helps growing companies leverage a wider range of experiences, which allows them to identify and mitigate new threats as soon as possible. 

Studies have shown that having diverse teams is significantly more effective when teams need to make on-the-fly decisions and find innovative solutions to new challenges. In fact, it’s been shown that when teams are constructed more equally among different genders, backgrounds, or cultures, they’re often able to reach solutions in half the time as other team constructs. 

More Creative Approaches to Cybersecurity  

Today’s businesses are increasingly turning towards new technologies, especially AI-driven tools and solutions, to help improve their security defenses. Although these tools can help automate many different tasks and add an improved level of efficiency to an organization, they often struggle to replicate the value that human interactions and coordination can provide.  

Gender diversity is an important element that helps to bring security teams together. It blends a variety of real-world experiences and professional skillsets, making it more efficient to solve complicated cybersecurity issues. 

Practical Steps for Adding More Diversity Into Cybersecurity Recruitment Efforts  

Here are some practical strategies your business can put in place to start improving your cybersecurity recruitment efforts: 

Place Gender Equality as a Primary Focus 

Considering that the gender gap is still apparent in cybersecurity professions, with women representing only roughly 25% of the workforce, it’s important for organizations to examine their hiring processes closer to address potential biases that could be in place. 

For example, expanding hiring criteria to include a wider range of qualifications or transferable skills can really help to open the doors for additional individuals. This can be especially beneficial for women who may not have had the opportunity to follow traditional cybersecurity career paths. 

Design More Opportunities for Career Growth 

Another way that businesses can proactively address the cybersecurity gender gap is by investing more in their existing workforce. By providing skill development opportunities to current and new employees, it demonstrates a commitment to an employee’s career growth and gives them the ability to advance into new areas within the business.  

Also, offering helpful resources such as industry certification programs, vendor risk management training, and the chance to take the lead on important company projects like compliance audits or working with penetration testing providers equips employees with more valuable skills and leadership experience.  

Keep New Job Postings Approachable 

Attracting a more diverse talent group often hinges on the language and tone used in your job postings. Organizations should aim for a balance between outlining the essential skills they’re looking for while still welcoming applicants who might not tick every box.  

One way to do this is by emphasizing soft skills like adaptability and problem-solving skills. This helps to broaden the appeal of the cybersecurity roles you’re looking to fill. You should also carefully review your job descriptions to look for any unintentional gendered language that could potentially deter qualified candidates from applying. 

By creating more inclusive and inviting job listings, you’ll be able to expand your talent pool and attract a wider range of skilled professionals. 

Keeping Supporting Gender Equality in Cybersecurity 

With cyber threats continuing to escalate every year, organizations need to actively work toward improving their hiring and retention practices.  

When you take the time to focus on improving your organization’s gender diversity in cybersecurity, it helps to broaden the talent pool available to you while introducing many more unique perspectives and experiences into your workforce. All of this helps to strengthen the global cybersecurity efforts taking place across multiple industries.

About the Author 

Nazy Fouladirad is President and COO of Tevora, a global leading cybersecurity consultancy. She has dedicated her career to creating a more secure business and online environment for organizations across the country and world. She is passionate about serving her community and acts as a board member for a local nonprofit organization.

The post Taking Necessary Steps to Close The Gender Gap in Cybersecurity  appeared first on The European Business Review.

Your role as AI Sales Director at Microsoft involves guiding strategic customers through AI transformation. What are some key challenges organizations face when adopting AI at scale, and how does Microsoft help them navigate these hurdles?

Farah Deendar: Some common challenges Enterprise customers face when adopting AI at scale and how Microsoft helps navigate these hurdles:

1. Rapidly building cutting-edge market-ready AI Applications: Microsoft’s comprehensive AI platform and portfolio of AI services support the need for organizations to build AI solutions rapidly. Customers can develop and deploy quickly within the Azure platform through build, test and deploy capabilities for AI solutions at scale.
2. Data Quality and Data Management: Ensuring data accuracy for AI business solutions is critical. Microsoft Azure offers tools like Azure Data Factory and Synapse Analytics for data integration and transformation and Azure Machine learning for data preparation and prompt engineering.
3. Security, Privacy and Safety: At Microsoft, we have commitments to ensure Trustworthy AI and are building industry-leading supporting technology. Our commitments and capabilities go hand-in-hand to ensure our customers and developers are protected at every layer.

With your background in Electronics, Computer Science Engineering, and Strategic Leadership, how has your academic and professional journey shaped your approach to AI sales and leadership?

Farah Deendar: My leadership style has been influenced by diverse experiences. My strong academic background has laid the foundation in both technical and business disciplines. Professionally, my long successful career at Microsoft has given me the unique blend of extensive industry experience, a deep understanding of the Azure AI platform and a customer-centric approach. All the above and my passion for AI are crucial in articulating the value of AI solutions in terms that resonate with industry leaders. You can learn more about Farah Deendar here.

As a Global Black Belt at Microsoft, how do you ensure that AI solutions remain both innovative and aligned with ethical AI practices? What strategies do you use to promote responsible AI development and deployment within the broader AI ecosystem?

Farah Deendar: The AI Global Black Belt at Microsoft is a highly specialized technical team with niche industry skills. We partner closely with Microsoft product engineering as well as account specific sales teams to continually move the AI transformation and innovation needle with our top Enterprise customers. An important part of my approach at Microsoft is that responsible AI is a practice we follow, and we are learning every day. Security is also top of mind, and our expanded Secure Future Initiative (SFI) underscores the company-wide commitments and the responsibility we feel to make our customers more secure.

Azure AI is a key component of Microsoft’s broader technology ecosystem. Could you discuss how businesses are utilizing AI technologies to enhance efficiency, innovation, or decision-making processes?

Farah Deendar: My talk at AI Expo covers this very specific topic in detail. To summarize, Azure is a complete cloud for innovating AI at scale within which Azure AI offers a comprehensive suite of tools and services for businesses to enhance efficiency, increase productivity, automate processes, improve customer experience and build creative content. Common technical use case patterns include Multi-Modal Virtual Assistants, developer efficiency through low code/no code, document processing, conversational custom co-pilots, and shopping assistants to name a few. You can learn more about AI customer success stories here.

As you prepare for AI Expo Europe, what key trends or challenges in AI do you expect to be a focal point of discussion, and how do you see these shaping the future of AI in industries worldwide?

We promote responsible AI development and deployment by setting ethical standards around transparency, accountability and privacy.

Farah Deendar: Key trends that will shape the future of AI in industries globally include a data-driven continuous approach to build unique AI business solutions that scale on the Azure platform. Uniqueness with respect to industry and specific business needs comes from customizing our most innovative models through grounding Large Language Models (LLMs) with customers’ own data (RAG) as well as fine tuning models.

The AI Expo Europe emphasizes ethical AI and its societal impacts. From your perspective, what role do global corporations like Microsoft play in ensuring responsible AI development and deployment?

Farah Deendar: Microsoft plays a pivotal role in shaping the future of AI. We promote responsible AI development and deployment by setting ethical standards around transparency, accountability and privacy. Investing in research and collaborating with policymakers and key stakeholders to ensure sound AI regulations as well as supporting the rapid pace of AI innovation plays a vital role in shaping the future of AI.

At AI Expo Europe, collaboration and knowledge-sharing are key themes. How do you envision the future of AI collaboration between industry leaders, startups, and academic institutions in shaping AI’s progress?

Farah Deendar: Collaboration is key to unlocking the full potential of AI. We are already seeing industry leaders bringing practical insights and challenges while partnering with academic researchers and startups that bring innovative ideas and agility. These partnerships create opportunities for researchers and students to gain experience and contribute to cutting-edge AI projects.

With rapid advancements in AI technology, what excites you most about the future of AI? Are there any emerging trends in AI that you believe will have a profound impact on business transformation in the next few years?

What excites me most about the future of AI is the infinite potential to enhance the quality of human life!

Farah Deendar: What excites me most about the future of AI is the infinite potential to enhance the quality of human life! One of the most exciting aspects is the rapid evolution of GenAI and how it is transforming industries and setting new standards in how businesses operate. The creation of complex content through GenAI is accelerating innovation at an exponential pace, AI has become more accessible to developers paving the way to build AI-powered applications with ease.

What advice would you give to aspiring leaders and entrepreneurs looking to make an impact in the AI space, especially considering the fast pace of AI innovation?

Farah Deendar: Embrace the mindset that AI is a powerful tool that complements human intelligence and enhances human capabilities. Knowing the importance of both opportunities and risks associated with AI tools and Artificial General Intelligence and being prepared for rapid changes in the industry is critical.  Finally, understand that data-driven decision-making is fundamental in AI and good quality data is the backbone of effective AI solutions.

As a leader in AI, how do you see the role of women evolving in this field? How do your creative arts, writing, and wellness interests influence your approach to AI leadership?

Farah Deendar: As a leader in AI, I believe women are playing a key role in shaping the future of Artificial Intelligence. Women bring unique perspectives, skills, and experiences that are invaluable in driving innovation and ensuring AI is developed and deployed responsibly. An important way I see the role of women evolving in AI is by breaking down stereotypes. Women are challenging traditional stereotypes about who can excel in STEM fields. My own professional journey and similar success stories are inspiring more young girls and women to pursue careers in AI.

My interests in creative arts, writing, and wellness have significantly influenced my approach to AI leadership. These interests have helped me to think creatively and find innovative solutions to complex problems. Communicating effectively through writing has helped me articulate ideas clearly and persuasively. My interest in wellness has helped me understand the importance of balance and self-care.

Executive Profile

Farah Deendar is a tech wizard, AI whisperer, and Microsoft’s AI Sales Director. Armed with an engineering degree, an MBA, and an uncanny ability to translate tech-speak into business gold, Farah transforms companies through Azure AI. Off-duty? She’s honing her creative edge and mastering the art of work-life harmony.

The post “Collaboration Is Key To Unlocking the Full Potential of AI” appeared first on The European Business Review.

We recently had the pleasure of interviewing Anna Maksimova, the head of Security Governance, Risk and Compliance and Miroslava Ulianova, Incident Response Team Lead at the globally recognized tech company SOFTSWISS. Their insights reflect a promising shift. With Anna’s 16 years of experience and Miroslava’s valuable contributions enriched by more than 5 years of experience, they are a testament to the tech industry’s increasing receptiveness to female leadership. 

This article delves into the perspectives of Anna and Miroslava, shedding light on women in tech leadership. They share valuable advice for aspiring leaders and provide practical tips for companies eager to boost their roster of women leaders. 

Breaking Barriers: The Emergence of Women in Tech Leadership 

For a long time, there has been a gender imbalance in technical roles with men taking up more positions. This trend hasn’t seen much change even today. However, there’s been a positive shift in attitude, as noted by both Anna and Miroslava. 

Remembering her experience ten years ago, Anna talks about being denied tech roles due to her gender. Companies would often justify this by pointing to their male-heavy teams and a ‘male’ style of communication. But things are different now. Although fewer women pursue tech roles, they no longer face such gender-specific obstacles. 

The women’s current company, SOFTSWISS, where Anna and Miroslava have been in leadership since 2023, is a good example of this positive shift. Initially, the company’s security department had no female representation. Now, the department has women in each of its three units. Even more, women are now in charge. Quite an impressive stride in a short time! 

Challenging the Stereotypes 

The issue of fewer women in tech leading roles is not just about company policies. Anna humorously admits, “You could say I’m part of the problem because I mostly hire men. But really, we just don’t get many female applicants for our department where technical skills are required”. 

Reflecting on Anna’s point, Miroslava exclaims, “Despite women, according to modern studies, could be even better in technical disciplines than men. It just depends on the person, not their gender. And this is why women should not think themselves to be weaker than men in this way.” These words encapsulate the hope and progress the industry is fostering regarding gender diversity. 

Anna and her colleague, Miroslava, believe societal stereotypes are the primary reason for the disparity. Few women dare to challenge these stereotypes, leading to a lack of female leaders in tech companies. This is because traditional cultures often don’t view tech as a field for women. 

Anna uses her own experiences to illustrate her point. As a kid, even though she had plenty of dolls, she preferred playing with shields and swords. Anna believes the freedom she had as a child to choose what she liked enabled her to boldly break stereotypes later in life. 

Both men and women should be open to discovering their capabilities and seeing themselves in different lights. The increasing presence of women in tech is a positive sign that outdated gender norms are slowly crumbling, promising more female tech leaders in the near future. As Miroslava notes, according to UNESCO research, global gender index is getting better everywhere nowadays. 

The Illusion of Weakness 

Another misconception holding women back from leadership roles, according to Anna and Miroslava, is the misplaced belief that men should be strong and women weak. This damaging mindset creates a major obstacle for women, commonly known as the impostor syndrome. 

Imposter syndrome, a feeling of self-doubt, affects 80% of women in the tech industry. This fear often prevents them from applying for jobs unless they fit all requirements, while their male counterparts apply after meeting roughly 60%. 

Anna offers an excellent tutorial on tackling this issue. ‘The longer I work as a hiring manager, the less I worry about a candidate having all the necessary experience and skills,’ she states, ‘Every new job should offer a fresh challenge to the candidate – they don’t need to meet all the necessary qualifications. What’s more critical for me is that a candidate has the capacity and desire to learn.’ 

Miroslava echoes Anna’s sentiments with her own professional philosophy. She emphasizes, ‘I generally prefer critical thinking and a live mind to a technical set of skills. Self-confidence also matters while gender does not’. 

A tech company has the power to inspire and cultivate female leadership within the technology sector, for instance, by wording job listings with desired skills as “preferred” instead of “required” so as not to discourage female applicants. It’s recommended to develop job specifications for all necessary skills and focus on hiring for potential rather than past achievements. For example, emphasizing the need for strong collaborative skills and empathy for customers and colleagues, a characteristic often seen in women leaders, could be very beneficial. This strategy prioritizes a candidate’s capacities and skills over their previous positions, attracting more females into leadership roles in the tech industry. 

Women and Communication in the Tech Industry 

Anna attributes her success in the tech industry to her regular communication with her coworkers, both during and after office hours. On the flip side, a lack of communication makes many women feel isolated in the workplace culture of tech firms. 

These feelings extend beyond isolation, as Miroslava points out. It’s about fostering a sense of community and acquainting your coworkers with you. Simply excelling at work doesn’t guarantee leadership. To truly resonate with people, you need to communicate and make yourself known to them. 

Though female collaboration is crucial, we see fewer women at events and panels. This isn’t because they’re not invited. Many choose not to join possibly due to the discomfort of being the only woman, or fear of drawing too much attention.  

Anna shares, “Initially, I felt nervous being the only woman among many men, wondering what would we discuss?”. But, she found that regular interaction with her team helped build trust. Over time, the focus on gender differences faded away.  

She also encourages connecting with professionals outside the company. Anna herself has joined a network of female leaders. Since women are usually underrepresented in tech leadership, reaching out to other female professionals can be helpful. These networks foster mutual support and sharing of knowledge and experiences without any competition, as members might have faced similar challenges.  

Adding to what Anna stated, Miroslava suggests that women climbing the corporate ladder should find female mentors who can offer their wisdom and share their experiences. While mentors are important regardless of gender, the impact can be particularly significant when a woman receives advice from another who has navigated similar challenges. 

When Empathy Wins in Tech Leadership: A Unique Perspective 

Are all gender-related problems solved that easily? Not quite, admits Anna. 

To start, it won’t be easy to erase all gender-based stereotypes. For example, a woman leader expressing anger or joy will be more readily labeled as too emotional compared to her male counterparts. 

Moreover, as tech positions are still male-dominated, any woman leader in a tech company will inevitably have to adapt to the male work environment. 

However, there’s a silver lining. Women leaders come with a unique set of strengths, some even outmatching their male counterparts. 

Anna highlights one such strength. She believes that a leader is not just someone who assigns tasks, but a person who employees can approach for advice, encouragement and to share their concerns. 

Adding to the ideas of Anna, Miroslava underlines the vital role played by this strength. She believes that many female leaders are naturally empathetic. This not only gives a competitive edge but also shatters outdated gender stereotypes. This surge of empathy brings new abilities to the tech world. It also helps create a workspace that values and uplifts everyone. 

Embracing female leadership in tech not only breaks down inadequate gender norms but also enriches the industry with unique strengths, fostering a more inclusive and empowering environment for all.

Executive Profile

Anna Maksimova is the Head of Security Governance, Risk, and Compliance at SОFTSWISS. She is an expert on ISO 27001, Security Awareness, IT Service Management, and IT Strategy. 

Miroslava Ulianova is an Incident Response Team Lead at Softswiss Company. Her expertise are cyber security, security operations, digital forensics and incident response, and threat intelligence. She also authored a digital forensics and incident response course. 

The post Empowering Tech Industry through Female Leadership: SOFTSWISS’s Strategy  appeared first on The European Business Review.

Despite high-profile cases featuring women in prominent leadership positions, significant barriers persist in achieving true equality. This happens across the board—from public relations and venture capital to the art world. In this piece, I explore these challenges and offer actionable solutions to empower female professionals and harness their leadership potential.  

After working for more than 17 years in public relations with tech companies and venture capital funds, I have witnessed firsthand the struggles female entrepreneurs face, particularly when it comes to securing funding.  

According to Pitchbook, in 2024, only 2.2% of the total capital invested in venture-backed startups in Europe went to companies founded solely by women. This is no surprise. Sifted highlights that only 15% of general partners at European VC funds are women, and they control a meager 9% of total assets under management. 

VC and tech are not the only fields where inequality is rampant. My recent work in the art industry showed me that creatives also face a stark gender gap. According to The Guardian, female artists’ work is valued at ten times less than that of their male counterparts.  

To bridge this gap, we must start empowering women and promoting them into leadership roles. In this article, I will share some insights that can help us do so. 

Three ways to overcome the challenges holding women back 

Address unconscious biases and stereotypes 

Prevailing stereotypes include beliefs that “men are more capable leaders,” and that traits like aggression and ambition are necessary for success. Also, they position assertiveness, when expressed by women, as confrontational rather than decisive.  

Anastasia Pribylova, ex-pro tennis player and tennis coach, also emphasizes this when she notes, “Women are often seen as emotional and irrational, which affects perceptions of their leadership abilities. We must change how we present our strengths. If someone has a family, she has many positive traits, including the ability to work under stress and pressure.”  

According to Inc.’s Women Entrepreneurship Report, 62% of women entrepreneurs report experiencing gender bias when raising capital. One of my clients was bluntly questioned during a pitch about why she, as a female CEO, led her tech company instead of her male co-founder. Another entrepreneur recalled being advised to control her body language during a pitch to avoid “sexual overtones.”  

These experiences highlight the urgent need for companies to implement compulsory gender bias training and create safe spaces where female leaders are celebrated and supported through any issues they face. 

Celebrate female role models and create a supportive community 

The absence of positive role models that are constantly in the spotlight further perpetuates bias. Queries about female founders often result in negative connotations, such as the story of Theranos’ Elizabeth Holmes and Marissa Mayer’s tenure at Yahoo!. This diminishes confidence in emerging innovators, and remains a significant barrier to breaking the status quo.  

In my case, I was lucky, since I had a tremendous role model from the get-go: my mother. She was and still remains my ultimate example, teaching me discipline and perseverance. Yet, not every girl has such inspiration. This is why, as a female entrepreneur who started in junior PR positions, I actively share my journey and challenges. I believe telling my story can encourage the next generation of women.  

Additionally, building networks of allies—both women and men—who advocate for female leadership and support women is paramount. Two years ago, I had a life-changing experience when I participated in GWPR’s Empower Programme. This inspired me to realize the immense potential of collective support.  

Valeria Kogan, founder and CEO of Fermata, is on point here. “One of the most powerful influences comes from how women support one another. It’s inspiring to see the growing number of events and groups where women gather to discuss challenges and offer mutual support. This shift from trying to fit into male-dominated spaces to proudly standing alongside each other is one of the most impactful changes,” she said.  

I believe mentoring plays a pivotal role in women’s journey. I guided a PR manager who was trying to take her career to the next level. After a year of mentorship, she gained the confidence to spread her wings and launched her own agency. Now, she works with incredibly talented entrepreneurs worldwide. This shows how the ripple effect of mentorship can significantly elevate women’s representation in leadership roles.  

Cases like these inspire me to keep working with female entrepreneurs and now with female artists and female-founded art galleries. It is all to tell the world about the brightest women and encourage more young girls to move forward and make their dreams a reality. 

Implementing inclusive practices for women who care 

It is not surprising that a large barrier continues to be childcare and caring responsibilities. Even if the digital transition has facilitated flexible work practices, many other stereotypes have not changed.  

Alina Nilsson, Managing Partner at Gamegroove Capital, serial entrepreneur and startup mentor, reflects on her experience. She shares, “While I haven’t faced discrimination for being a woman, I faced it for being a mother. I was once asked to choose between focusing on my career or my child. That comment shook me deeply. For years, I felt compelled to prove my productivity compared to my child-free colleagues.” This highlights the unrealistic expectations placed on women balancing both work and family life. 

A recent incident during the Y Combinator Female Founders conference, where an attendee was asked to step outside with her baby, underscores the prevailing hypocrisy surrounding this issue. Companies must recognize that caring for a child should not be viewed as an inconvenience, and that being a mother can, in many ways, strengthen someone’s potential as a leader. 

Meanwhile, Nilsson adds: “Once, during my 10-day holiday, my son fell ill on the 4th day. My colleagues said, ‘Luckily, you took time off,’ as if caring for a sick child was a restful break—much like the misconception that maternity leave is relaxing.” 

Final thoughts 

Achieving gender equality is a responsibility that involves all employees, not just women. As former UN Secretary-General Ban Ki-Moon stated, gender equality is “everyone’s responsibility,” and requires collaboration instead of an “us versus them” mentality. 

Empowering women in leadership positions not only benefits individuals but also revolutionizes our industries and communities. Harnessing the talent of women as potential leaders is critical to achieving progress, and if done right, it can create a tremendous ripple effect that has lasting changes in every aspect of society.

About the Author

Dina Mostovaya is an award-winning global cultural & business strategist; founder of Mindset Consulting—an international PR agency for tech companies and VC funds—and Sensity Studio, specializing in art communications. For over 17 years, she has worked with brands from the Fortune 500 list, groundbreaking startups and venture capitalists to increase their awareness, develop business strategies, manage reputation crises, support fundraising campaigns, and enter international markets. In early 2023, she embarked on a journey to collaborate with female artists and art institutions. She was named the Best Woman in PR by the 2022 Davos Communications Awards, and the grand prize winner and PR Star Under 40 by the 2023 Bulldog PR Awards. 

The post Bridging the Gender Gap: How to Bring More Women to Leadership Roles  appeared first on The European Business Review.

From her early fascination with electronics to her leadership in software-defined networking (SDN), Archana Kamath, Senior Director of Engineering at DigitalOcean, shares how curiosity and passion have shaped her career. She discusses the challenges of leading innovation in cloud networking, breaking gender barriers in tech, and the importance of mentorship in fostering diversity. Gain valuable lessons from a leader who’s driving change and innovation in the evolving tech landscape. 

Can you share what initially inspired you to pursue a career in engineering, and what motivated you to specialise in software networking?   

It was pure curiosity that drove me to pursue a Bachelors in Electronics and Communications at the Visvesvaraya Technology University in India, followed by a Masters in Electrical Engineering at Penn State. During my Masters, I studied ASIC design for Network on Chips, which sparked my interest in networking.

The evolution of networking technology has gone from hardware-focused networking in physical switches and routers, to the software-defined networking (SDN) we see today. The field has undergone an incredible transformation and this evolution is what keeps me motivated and engaged.

During the past six years at DigitalOcean, I’ve had the opportunity to work on cutting-edge networking solutions that directly impact the customer experience. Leading teams that develop core SDN features like Virtual Private Cloud, Load Balancers and Cloud Firewalls allows me to contribute to the infrastructure that powers businesses worldwide. The challenge of creating efficient, scalable networking solutions in a cloud environment is what pushes me to innovate and learn, making every day in this field exciting and rewarding.

What are some unique technical and managerial challenges you face overseeing DigitalOcean’s Compute and Network product offerings and Software Defined Networking? Overcoming Gender Barriers?  

Managing DigitalOcean’s networking products presents both technical and leadership challenges. On the technical side, we’re constantly pushing the boundaries of what’s possible in cloud networking. It’s this tenacity and ambition that I admire most about the business. Our team of 30 engineers work on complex systems like Virtual Private Cloud, Load Balancers, and Cloud Firewalls. The challenge lies in creating scalable, efficient solutions that meet our customers’ evolving needs while maintaining the simplicity and performance DigitalOcean is known for.

The challenge of creating efficient, scalable networking solutions in a cloud environment is what pushes me to innovate and learn, making every day in this field exciting and rewarding.

Managerially, the key is balancing short-term deliverables with long-term strategic goals. We must meet immediate customer needs while also innovating for the future. This requires clear communication, both within the team and across the organisation, to ensure everyone is aligned on our priorities and direction.

Regarding gender barriers, the tech industry has made progress, but challenges remain. As a woman in a leadership role, I focus on creating an inclusive environment where all team members can thrive. This includes advocating for diverse perspectives in decision-making processes and actively mentoring emerging leaders. I believe that I’m in a rare position, but through fostering a culture of equality and respect, we’re able to, not only overcome barriers, but drive innovation through diverse thinking.

As a senior leader in engineering, what specific strategies or initiatives do you believe can help improve the representation of women in managerial roles within the tech industry?

Improving women’s representation in tech leadership roles requires a multi-faceted approach. This includes:

• Encouraging them to pursue STEM education and providing them with role models and mentors in the field. This lays the foundation for a diverse talent pipeline. Implementing unbiased hiring and promotion practices is crucial. An important step is to create diverse interview panels and structured evaluation processes to minimise any unconscious biases. We should also offer leadership development programmes specifically tailored for women in tech to provide them with the skills and confidence to step into managerial roles.
• Creating a supportive work environment is equally important. This means offering flexible work arrangements, parental leave policies, and a culture that values work-life balance. These practices benefit all employees but can be particularly impactful for women. 
•  Increasing visibility. We need to actively showcase women leaders in tech, both within our organisations and in the broader industry. This not only provides inspiration but also challenges stereotypes about what a tech leader looks like.  

If we can achieve this – and I’m aware of the scale of the challenge – we can create a tech industry where women can not only see a clear path to leadership roles but feel empowered to pursue them. 

How would you describe your leadership style, and how has it evolved since you first became part of the management team? 

My leadership style is collaborative, empowering, and focused on growth – both for the team and for individual team members. I believe in setting clear goals and expectations, then trusting my team to deliver while providing support and guidance as needed. 

When I first moved into management, I learned to let go of hands-on programming and focus on enabling my team’s success. I’ve learned the importance of delegation and empowerment, matching team members with projects that align with their skills and career goals. 

I’ve also come to appreciate the power of cross-functional collaboration. In my current role, I work closely with product managers, executives, and customers to ensure our networking solutions meet business needs while driving innovation. This broader perspective allows me to guide my team more effectively and align our work with DigitalOcean’s overall strategy.

What methods do you use to foster innovation and creativity within your teams, especially in such a fast-paced and evolving field as software networking?  

Fostering innovation in software networking requires creating an environment where creativity can flourish. As a leader, I focus on two key strategies: 

First, I encourage open communication and idea sharing. We hold brainstorming sessions where team members can propose new solutions or improvements. We cultivate a culture where it’s safe to take calculated risks, viewing failures as learning opportunities. This is complemented by our commitment to continuous learning, exploring new technologies and attending industry conferences. 

Second, we emphasise cross-functional collaboration. By bringing together perspectives from different teams – networking, compute, storage – we uncover innovative solutions that wouldn’t have been possible in silos. Regular interactions with our users help us understand their evolving needs, inspiring creative solutions to real-world problems. 

This approach creates an environment where breakthrough innovations can emerge, driving our software networking solutions forward and ultimately benefiting our customers. 

How important is mentorship in the tech industry, and what advice do you have for both mentors and mentees to make these relationships effective? 

Mentorship is crucial in the tech industry, providing support, guidance, and insights that accelerate growth and boost diversity.

For mentors, my advice is to listen actively and ask thought-provoking questions. Your role is not to provide all the answers, but to guide your mentee in finding their own path. Share your experiences, both successes and failures, as these real-world lessons are invaluable. Be patient and remember that each mentee’s journey is unique. 

To all women considering a career in engineering, I’d say this: your perspective, skills, and innovation are essential. The challenges are real but not insurmountable, and the rewards far outweigh them.

For mentees, I recommend being proactive and clear about your goals. Come prepared to meetings with specific questions or topics you want to discuss. Be open to feedback and be willing to step out of your comfort zone. Remember, your mentor is there to support you, but the drive for growth must come from within. 

Both parties should approach the relationship with commitment and respect for each other’s time. Regular check-ins help maintain momentum, but flexibility is important as priorities can shift.

Effective mentorship can be transformative, not just for the mentee, but also for the mentor and the organisation as a whole.

On the occasion of International Women in Engineering Day, what message would you like to convey to women who are considering a career in engineering but may feel deterred by the industry’s challenges?

To all women considering a career in engineering, I’d say this: your perspective, skills, and innovation are essential. The challenges are real but not insurmountable, and the rewards far outweigh them.

Engineering offers the opportunity to solve real-world problems, innovate, and shape the future of technology. It’s a field that constantly evolves, providing endless opportunities for growth. Your unique viewpoints are crucial in driving innovation forward.

Remember, obstacles are opportunities to demonstrate your resilience, creativity, and leadership. Every challenge you overcome advances your career and paves the way for other women. 

Seek out mentors, build a supportive network, and voice your ideas. Your contributions are valuable, and the industry increasingly recognises the importance of diverse perspectives. 

Embrace the challenges, celebrate your achievements, and know that you have the power to change this exciting field. 

Executive Profile

Archana Kamath is the Senior Director of Engineering at DigitalOcean. Previously, Archana was a software engineer working in the data centre group at Cisco Systems. A total geek at heart, Archana is a quintessential C programmer and loves to tackle complex system design and coding challenges. She is also a big proponent of code quality and coding the right way. Archana is passionate about Women in Technology initiatives and previously lead the San Jose Chapter of Women in Science and Engineering (WISE) Group at Cisco. She completed her master’s in electrical engineering from Penn State and loves to visit her school to encourage more girls to take up STEM careers. Archana spends her free time travelling and training in classical Indian dancing.  

The post Curiosity That Drove a Journey to Tech Leadership and Innovation appeared first on The European Business Review.

Technology leaders can no longer afford to ignore the power of women’s voices in driving innovation and productivity in fields such as AI and hybrid working. Helen’s experiences in the industry have inspired her to champion women in tech, showing how important female perspectives are within business – and inspiring her to champion female recruitment from primary school onwards. 

For technology companies, the value that female leaders can bring to the business is not something that can be ignored. Women are absolutely vital to driving a culture of collaboration, fostering innovation and productivity, and getting the most from technologies such as artificial intelligence (AI) and collaboration technology. They bring invaluable perspectives and experience, and help companies adopt technologies in a way that works for everyone.   

Women approach customers and colleagues with a nuanced sensitivity, being able to empathise and step into their shoes. Similarly, when it comes to business goals, we think beyond financials and prioritise the day-to-day wellbeing of employees. However, even today, when you enter the boardroom of one of the big technology giants you will often be greeted by a predominantly white male team. 

My own experience in the technology industry has made me determined to show women what is possible, and challenge the ‘old boy’s club’ mindset. The first time I was a speaker at a global sales conference, I overheard that the conference was ‘looking for a woman’ to fill the slot. Instead of feeling discouraged and that I’d been chosen simply for my gender, it motivated me even more to give a talk which showed the value I bring, my skills and my expertise. Those sorts of experiences moulded me, and made me more determined than ever to champion the benefits of having women in the technology sector, which starts with supporting women with technology and making girls aware, from a young age, the many opportunities available.  

Driving innovation, boosting productivity 

Women, and diversity more generally, are key to getting the most from technologies such as AI. Inclusivity in AI development teams is vital: AI algorithms trained on biassed data can perpetuate inequalities and stereotypes that women have fought against, and also limit the usefulness of the technology. By promoting diversity and conducting a bias assessment, we can mitigate gender-based AI discrimination, and deliver genuinely useful AI systems which can be used safely in everything from healthcare to finance. 

Communication technologies are now offering ways to help people work asynchronously, which can be a huge help to new working mothers, which I know, from experience, can be a tricky, guilt-ridden time to navigate. I was able to work from home both during pregnancy and during my child’s early years, picking up my child from school and being able to attend concerts and sports days. I am happy that the technology that is central to my role has also enabled me to work effectively from home and to climb into a senior management role. Without this technology, I’m not sure I could have achieved it.   

Strategies to boost inclusivity 

All big technology companies have a responsibility to engage with schools and local community projects, to showcase the problem-solving that will inspire girls to pursue STEM careers. It’s so crucial to engage with young girls at the primary school stage: many companies focus on university, but it’s already too late by that point. It needs to start early because girls, in particular, are put off because they don’t really understand that there’s so many different roles in technology.   

We also need to rethink the way interview and hiring processes work, in terms of understanding what people can bring to the party and what a ‘technical person’ is. It’s about ensuring job descriptions aren’t written in a way that puts people off. It’s been proven that a woman, or person of colour, looks at a job description and wants to hit every single part of it. What they’re trying to do is ‘let me make sure that I’m the best of the best before I even walk through the door’, whereas some people will see one line they can do and think they could get the job. We’ve got to become better in our interview process in terms of who’s interviewing them, what that looks like, and how we interview. We talk about technology and when you’re interviewing, you’ve got to use the right tools to get the best out of them in an interview.  

A career-defining moment for me was in my mid-20s when I was offered the opportunity to become a manager. Initially, I hesitated, especially when I learned that I would be managing eight men, who were the same age as my Dad. Despite the challenges I faced, they came to realise I knew what I was talking about. At Zoom, we proactively seek out women for early-career roles, and we already have a close to 50/50 split between men and women in those roles, which is a step in the right direction. Big technology companies have a vital role to play in driving women’s entrepreneurship, not only through recruitment and developing talent, but also by designing infrastructure to meet women’s needs in terms of hybrid working and support for mothers.  

A fairer future 

With the technology industry driving towards an AI-powered, hybrid-working future, it’s never been more vital to listen to the voices of women, and ensure they have the opportunity to take leadership roles. Doing so will not only mitigate problems such as AI bias, it will pave the way for boardrooms full of diverse voices, ready to come up with new and challenging ideas. To get to this point, technology companies need to improve how they reach out to young women, and ensure the hiring process does not deter potential candidates. By doing so, we can create a fairer industry, and a brighter future for technology.

About the Author

Helen Hawthorn is Head of Solutions Engineering for EMEA at Zoom, the AI-powered collaboration platform. Helen leads pre-sales operations and ensures client satisfaction in EMEA, focusing on integrating AI-driven solutions and enhancing hybrid work productivity. She is a strong advocate for diversity in technology, pushing for early engagement and improved hiring practices to foster inclusivity.  

The post Why the Technology Sector Must Put More Women Into Leadership to Drive Innovation  appeared first on The European Business Review.

Closing the gender gap is more than just a matter of fairness. In the business world, pushing for gender parity expands the talent pool, fosters innovation, and drives better business outcomes. The MENA region is poised to reap big benefits as more women get access to work and top positions.    

In the United Nations (UN), a diplomatic intergovernmental organisation, gender parity is a weighty matter. The UN Charter states that men and women shall be equally eligible to participate in any capacity, and the Universal Declaration of Human Rights affirms that no distinction or discrimination should be made based on gender.

The result? The UN has become a modernised workplace where greater diversity has become directly linked to improvements in operational effectiveness, innovation, strategy, decision-making, results, and profits.

Expanding talent pool

The UN is but a proof that gender parity isn’t just a matter of fairness. If anything, it’s a strategic advantage that yields better business outcomes. The MENA region, in particular, is poised to gain significantly from closing the gender gap.

A study by PwC titled “Women In Work: Insights from Middle East and North Africa” shows that the region loses a staggering $575 billion yearly because of legal and social barriers that hinder women’s access to jobs. And according to the firm, adding more female employees across the Middle East, especially in Gulf Cooperation Council (GCC) countries, helps expand the talent pool.

With countries in the region strategically including gender equality in their national strategies, progress is now being made. The PwC survey shows that 64% of respondents in the UAE, 60% in Saudi Arabia, and 48% in Egypt strongly agree or agree that national programmes are in place to support women through their careers.

In 2022, the World Economic Forum (WEF) named Saudi Arabia one of the top three most-improved countries in closing the workforce gender gap. Meanwhile, according to World Bank estimates, the UAE and Qatar also continue to lead the GCC region in workforce participation, with 60% of Qatari women and 53% of Emirati women employed.

Driving better business outcomes

Why does gender parity matter so much to businesses? Research shows that gender-diverse teams consistently outperform their less-diverse counterparts.

Based on both global and GCC data, teams that are both gender and geographically diverse make better business decisions 87% of the time. Additionally, 76% of job seekers and employees view a diverse workforce as a crucial factor when evaluating organisations and job offers. Organisations with diverse and inclusive teams are five times more likely to innovate, and in the GCC, 70% of top-performing teams have a higher percentage of women.

For instance, Lockheed Martin, recognised as one of Fast Company Middle East’s ‘Best Workplaces for Women’ in 2024, attributes much of its success to its commitment to fostering an inclusive work environment.

In an interview, Arnela Colo, Head of Commercial at Lockheed Martin – Middle East, said, “We believe that embracing diverse perspectives and cultivating an inclusive work environment helps us foster innovation and drive a culture of excellence.”

“By leveraging our employees’ unique talents and experiences, we empower our teams to collaborate more effectively, which not only enhances employee satisfaction and retention but also drives business success,” she further remarked.

Strategies and policies must be set in place

Despite these advancements, challenges remain. Deep-seated social norms, gender stereotypes, and a lack of support for women returning to work after career breaks continue to hinder progress in many parts of the region.

Research indicates that less than 35% of organisations in the GCC have formalised gender equity strategies in place, and only about half of senior-level survey respondents believe their corporate leadership has a clear commitment to gender equity.

Lockheed Martin, a leading global security, defense and aerospace contractor, serves as a role model, especially for companies in sectors that have long been dominated by male leaders. According to Colo, they have implemented several key policies to promote gender parity, including flexible work arrangements, robust training and mentorship programs, and targeted recruitment initiatives and leadership development programs.

Acknowledging that women — especially women engineers — play a critical role in developing world-changing technologies, the company also has initiatives like inclusive internship programmes. The organisation has also forged strategic partnerships with educational institutions to nurture the next generation of female STEM leaders.

“These policies have led to a significant increase in female representation across all levels of our organisation over the past two decades. The benefits are clear: diverse teams outperform their counterparts, driving innovation and creativity while fostering an environment where every employee feels valued and supported. Ultimately, it helps us compete at the highest levels by delivering unparalleled value for our customers,” Arnela shared.

Gender parity does make business sense. How can it be achieved?

The region’s journey towards gender parity is still a long road ahead. However, the evidence is clear: Gender parity in the workplace is not just good for society — but it’s also good for business.

And to unlock better business outcomes, PwC argues that organisations should apply a more data-driven approach. Companies should keep an eye on promotions and use surveys to track how top talent is advancing in their careers. Meanwhile, exit surveys can shed light on why people are staying or moving on. Being open about what they find is also crucial for building a positive workplace culture.

Moreover, organisations must establish accountability. The report stated, “Organisations should appoint someone within the leadership team to be accountable for driving the diversity and inclusion agenda and ensure this responsibility cascades down through all tiers of the business.”

About the Author

Anthon Garcia is an award-winning journalist and book editor based in Dubai, United Arab Emirates. He currently writes freelance for Economy Middle East, Energy and Utilities, Inc. Arabia and Cityscape Intelligence. He graduated with an AB English degree from the University of the Philippines and an MBA from Western Global University. 

The post Does Gender Parity in the Workplace Make Business Sense? appeared first on The European Business Review.

This is clearly a provocative question, but it is one that most organizations, regulators and societies are grappling with right now and it should be a top priority for every CEO. We are seeing more regulation coming into effect, such as the EU AI Act, because there is consensus that the legal framework for developing and using AI, has been lagging behind the speed and level of disruption triggered by the technology. It is in the interests of everyone that we ensure AI operates in an ethical, unbiased way. We are at a crossroads in terms of having an exciting opportunity to establish a truly inclusive best-practice approach when it comes to establishing best-practice frameworks that will underpin how AI operates. We could go down a positive road or (if we don’t take effective steps) we could end up with less progressive outcomes. I am very optimistic, though, that if we act now to put the right standards, policies and organizational cultures in place, we can ensure AI is a truly inclusive technology that benefits everyone. 

The challenge is that while McKinsey reports that 65% of respondents to its survey are now regularly using AI (which has doubled in just 10 months), there are very real concerns for one half of the global population. According to research by the Harris Poll and the Female Quotient 63% of women are not convinced that “AI can be fully ethical in the next three years.” 

This should worry every organization, because if AI is to be trusted as ethical then it must have the confidence of everyone in society. Unfortunately, the evidence suggests otherwise in a number of cases. For example, UNESCO showed that how large language models are vulnerable to systematic prejudices. When looking at words associated with male and female genders, the study showed a strong bias to associate female names with roles around “home,” “family,” “children” and “marriage.” 

Clearly, regulation can encourage better practices with regards the development and use of AI tools, but more equitable representation of women in AI, particularly in leadership roles, should also be fundamental to any AI strategy. If it is not, there is a danger we will end up going down a more divisive path where AI exacerbates social and economic inequalities.  

Research from IBM earlier this year demonstrated that business leaders get it and want to increase the number of female leaders in AI to combat gender bias, but there is clearly a long way to go as it suggested only 33% of EMEA businesses leading and making decisions on AI strategy. 

So how do we get there? 

I am not suggesting this can be solved so that women will be convinced in three years that AI is ethical, because it requires a concerted effort from all stakeholders – technology companies, educational institutions and policy makers. We know that we need to encourage more young girls into STEM because there are still too few female engineers in AI – the European Commission said the figure had doubled from 0.09% in 2016 to 0.20% in 2024. That requires a team effort from everyone and may take a long time to fix. 

However, based on my experience and what I have seen in the Tech industry, there are practical steps that organizations can take to address three of the fundamental issues. 

AI Policy and regulation 

Whenever a major disruption comes along, the sage advice is “regulate yourself, before you get regulated.” 

There are arguments for and against self-regulation, and I am not advocating that organizations should be allowed to set the rules themselves, but to ensure AI is adopted in a fair and ethical way it is critical organizations spend time understanding what their policies are around the technology. They must proactively establish comprehensive, ethical frameworks that guide AI development and deployment. This does not only mean having policies in place but also involve engaging a wide range of voices in their creation and oversight.  

Having an AI Steering Committee is vital. This committee should reflect a diverse cross section of employees and have representation from every function, as consensus and collaboration on AI strategy are integral to successful implementation. Diverse representation means diversity is reflected in decision making, which is critical to build confidence in the ethics of your approach to AI.  

Furthermore, transparency and accountability in AI governance are essential to build trust and demonstrate a genuine commitment to ethical practices. Organizations should publicly share their AI policies, including the composition of their ethics committees and regularly report on their efforts to address gender disparities. This openness holds organizations accountable for their commitments, ensuring continuous improvements in their AI strategies.  

Female Opportunity  

There are many highly qualified women in the technology industry, but they do not always have the opportunity to move into leadership positions.  

To further support the advancement of women in leadership roles, organizations should consider implementing clear promotion pathways. These should provide well defined criteria for career progression, ensuring that all employees understand the steps required to advance their careers. Such transparency is crucial for addressing barriers that may disproportionately affect women, helping to create a more level playing field.  

Additionally, we have implemented flexible work policies that support work-life balance. These policies include remote work, flexible hours and generous parental leave, allowing women to pursue leadership roles without having to compromise on personal commitments.  

Continuous learning 

Ultimately, it is up to the motivation of the individual employee to want to add new skills to their portfolio, but it is also important for organizations to provide the necessary support and resources. That can be in the form of offering flexible working and holidays but senior leaders should actively encourage employees and model lifelong learning, fostering an environment where acquiring new skills is celebrated.  

To enhance continuous learning, organizations should consider implementing structured learning programs that are accessible to all employees. This could include access to online courses, workshops and partnerships with educational institutions providing pathways for skill development and ensuring the workforce is prepared for the future. One such initiative is the human-centric AI training program we have recently launched, which focuses on UX and AI foundations. This program is designed to equip our R&D teams with the skills needed to identify and define high-value AI use cases that directly address real customer challenges. The training combines self-paced learning materials with interactive workshops led by field experts, ensuring participants gain theoretical knowledge and practical experience in real project areas.  

The reality is, particularly in this age of AI, that how we work – and even what our roles are – is going to change in the coming years. Having a hunger to learn is important as we adapt and learn new skills to enable us to create new opportunities. This is also important in terms of career path. Managers should collaborate with their teams to identify skill gaps and opportunities for growth, so that learning plans align with career goals and strategic needs of the organization. Moreover, cultivating a growth mindset within the organization is crucial for success in the age of AI, where challenges are embraced, risks can be taken, and failures are seen as learning opportunities.  

My own journey is a reflection of the importance of continuous learning. While my background in Behavioural Science and business management might not be considered a standard entry point into AI, my pursuit of a PhD in Psychology, focusing on the intersection of AI and employee wellbeing, has opened new doors and provided me with invaluable insights.  A willingness to learn new skills has benefited me and perhaps this is also something the technology industry should note. It should not only encourage lifelong learning, but also to broaden its acceptance of the types of qualifications needed to thrive in this field. If we want to attract and retain a diverse workforce, we must be open to varied educational backgrounds and non-linear career paths.  

These are some practical steps that any organization can consider to foster gender equity and ethical practices. But, it is important to recognize that each organization is unique and may require tailored approaches. The important thing is to start taking action now. The decisions we make today will shape the future of AI – ensuring it is a powerful tool for innovation and a force for inclusion and positive societal change. By acting with intention and urgency, we can build a future where AI truly benefits everyone. 

About The Author

Sara Portell is a UX and Research leader with broad international experience working for global tech companies since 2009. She is passionate about understanding people’s behaviors and attitudes to deliver better products and solutions. Sara is the VP of User Experience at Unit4, where she has relaunched the UX function and built and grown a multi-disciplinary team of UX/UI Designers, User Researchers, Content Designers, and UI Developers. Previous roles include Shopify and Expedia, where she focused on leading UX research globally. 

The post Will AI Ever be Fully Ethical? We are at a Crossroads – The Time is Now.  appeared first on The European Business Review.

The Middle East is a region traditionally dominated by male leaders, both in the government and business sectors. In recent years, a new era has emerged with the ascent of female figures who are shattering stereotypes and barriers — from top executive roles to tech startups. 

Contemporary society, as we know it, has traditionally been male-dominated. It wasn’t until 1980 when a woman (Iceland’s Vigdís Finnbogadóttir) was democratically elected as the president of a country.  

 This narrative is changing. 

In the world of business, while there remains an issue of gender equality in certain areas and aspects, women are being given opportunities not just to be part of the workforce; they are also being given the chance to lead businesses, big and small. And this is also true in the Middle East, a region long been seen as a stronghold of male leadership.  

More top roles for women 

In the landmark 2021 YPO Global Chief Executive Gender Equality Survey, 57% of the respondents said their organisation is more gender diverse than it was five years ago. Among the regions of the world, Middle East and North Africa (MENA) was one of those that have made the most progress.  

In recent years, various entities in the region have made headlines by appointing women in pivotal roles.   

One of the most notable is Hana Al Rostamani, who became the first female CEO in First Abu Dhabi Bank (FAB) or any UAE-based bank in 2021.  

Iraqi fashion retail luminary Asil Attar has also written history as the first female CEO of several MENA companies. These include Damas Jewellery, which boasts an over a century of history. Meanwhile, Rania Nashar made a mark in 2017 as the first female CEO of Saudi-listed company when she took helm of Samba Financial Group. 

The case for startups and tech 

This seismic change is not only happening in large organisations. In Gulf Cooperation Council (GCC) countries, 40.9% of start-up businesses are led by women, driven by a strong entrepreneurial culture.   

Stephanie Nour Prince, a Partner at Dubai-based investment platform Nuwa Capital, notes that being in the tech space has its share of challenges and opportunities. 

“The tech industry, particularly in its earlier stages, has been predominantly male, which sometimes created environments that were less welcoming or accessible to women. Implicit biases and misconceptions about women’s capabilities have also posed significant challenges. This is on a global level, and not in any way specific to MENA,” she remarked. 

But while such issues exist, the region’s ecosystem has an advantage. 

“The nascent nature of the MENA/GCC ecosystem means that we don’t necessarily face all the entrenched barriers seen in more mature markets. The fact that our ecosystem has recognised this and other issues, is a positive indicator. This actually presents us with a unique opportunity to build a more diverse and inclusive ecosystem from the ground up, potentially setting a global benchmark and I do see it trending in that direction,” she added. 

Jessica Scopacasa, Co-founder and Chief Marketing Officer of Olive Gaea, a leading Dubai-based climate-tech startup, shares the same sentiment. She said, “What I find particularly encouraging about the UAE is its progressive approach to empowering women. The leadership here is actively working to place women in key decision-making roles, especially within government, which is a positive step toward greater gender equality.” 

So, what’s being done? 

Governments in the region have made encouraging more women labour participation a strategic priority. For instance, the Saudi Vision 2030 aims to increase the percentage of Saudi women in the workforce to 30% and create a million new jobs for them. Additionally, the UAE’s Women on Boards initiative, which commenced in 2012, requires all companies to have at least one female board member.  

“I think the GCC presents an interesting case study of this on a global level, as governments have implemented policies that have successfully increased women’s participation in the workforce and enhanced their representation in leadership roles. These policies have been effective because they have focused on bringing in the right talent and ensuring that opportunities are based on merit,” expressed Stephanie.

Leading private companies such as Google also have a role to play in rewriting the narrative for the better.  

Jessica, whose startup is part of Google for Startups Growth Academy: Women in AI, which focuses on startups based in the Middle East and North Africa, mentioned how advantageous the programme is.  

“Programmes like Google’s Growth Academy are pivotal because they provide more than just a boost in knowledge or skills: they create a sense of belonging in an industry where women are still underrepresented. These programmes are bridges, connecting us not only to resources but to each other, which is crucial when you consider that less than 3% of venture capital globally flows to women-led startups,” she remarked. 

Encouraging progress  

These efforts address the most common concerns that women face in business and in the workplace. And while the progress to combat these issues is encouraging, the journey towards full gender equity is far from complete. 

In MENA, the lack of access to mentors is particularly pronounced, with 51% of female executives citing it as a barrier, compared to 36% globally. This is according to the abovementioned YPO Global Chief Executive Gender Equality Survey.  

Apart from providing clear pathways and necessary resources like mentorship and leadership training, companies should also support work-life balance, especially for women who have children.  

“As a mother of two currently on maternity leave, this topic is deeply personal to me. One of the most significant steps we can take to accelerate the development of women leaders is to ensure equal paternity and maternity leave. This is crucial because as long as caregiving responsibilities are seen primarily as a woman’s duty, the imbalance in career progression will persist,” Jessica shared. 

“When men are given the same paternity leave as women, it sends a powerful message that parenting is a shared responsibility… This shift can lead to more equitable workplace dynamics,” she added. 

Creating a supportive and valued environment for women will lower attrition rates, help more women move into leadership roles, and let them break more glass ceilings.

About the Author 

Anthon Garcia is an award-winning journalist and book editor based in Dubai, United Arab Emirates. He currently writes freelance for Economy Middle East, Energy and Utilities, Inc. Arabia and Cityscape Intelligence. He graduated with an AB English degree from the University of the Philippines and an MBA from Western Global University.  

The post Breaking Glass Ceilings in the Middle East: The Rise of Women Leaders  appeared first on The European Business Review.

In particular, the public sector can be a high-pressure and male-dominated field. Although a career in the sector is fulfilling and offers opportunities to make a difference in society, talented women may still have reservations about entering the sector.  

Anj Popat is an Associate Director at Tile Hill, a public sector firm specialising in interim and executive recruitment. With over ten years of experience in senior roles in the sector, she shares her thoughts on her career journey, the challenges that women face in the public sector, and how we can collectively transform the public sector to be more welcoming to women. 

With a background in law and strong motivation to serve the community, Anj entered the interim recruitment sector in her early-20s, and has successfully established herself as a leader in the space. As an associate director in Tile Hill, she leads her team in helping their clients in local government find interim and search solutions for senior-level roles.  

Anj also strongly feels responsible to provide thought leadership around recruitment and inclusion, offering her own perspective on the issues facing the sector as a woman in a senior role to motivate the sector to change. 

Women and the Public Sector  

In the early days of her career, Anj’s experience of the public sector was that it was a very male-dominated field. As a young woman of ethnic minority, she used to feel pressure to prove her credibility to her managers, colleagues and clients. This means working twice as hard as those around her. Even at the current stage of her career, there are still times where she feels that she is seen as emotional or irrational. In the male-dominated culture of the public sector, empathetic and caring traits may not be as valued, although Anj feels that this is her strength as a woman. As a leader, she genuinely cares for those around her and expresses that in her work.  

As she’s grown in her role and worked with various clients and projects, Anj has felt more confident in demonstrating her capabilities and receiving credit for the valuable work that she has done. She is now working on representing her gender to the best of her ability, especially at tables where she might be the only woman involved. 

In general, the public sector must do better to support women in leadership roles. Anj recommends more succession planning, learning and development and education initiatives to bridge the massive gap between managerial roles and leadership roles. There is not enough to support women in this transition, so many feel unequipped to step forward for roles even if they qualify for them.  

How Recruiters Can Be Trailblazers in Diversity and Inclusion 

Throughout her career, Anj’s leadership style has evolved as she adapts to the team around her. Now, she focuses on being a more collaborative and inclusive leader. As a recruiter’s work revolves around people and teams, it is important to remain open and approachable to her colleagues, setting a good standard when it comes to interpersonal skills. Alongside more formal training schemes, Anj believes in fostering an environment where those at senior levels are enthusiastically mentoring others unofficially.  

By vocalising her values to management, Anj ensures that Tile Hill is always working to do better by their employees. An Equality, Diversity and Inclusion (EDI) panel is an important part of Tile Hill’s work, by discussing and implementing training and workshops for employees. The panels also run surveys around flexible working and work-life balance, making sure employees are involved in creating a culture that they are happy to work in. There are also lots of women in leadership at Tile Hill, and roles specifically about diversity and inclusion. Implementing inclusive policies internally can influence clients and partners within the public sector to do the same. 

Recruiters have a special privilege in helping introduce diverse candidates into positions in the public sector. Therefore, recruiters can hold employers to account around genuine wants for diversity, ensuring that they have the environment and policies in place to retain diverse candidates. It is also helpful to remind employers that diversity in thought leads to more successful leadership teams, something that Anj often touches upon as part of her thought leadership.  

Advice for Aspiring Female Leaders 

Resilience, authenticity and empathy are three skills that are crucial for women aiming to enter director-level roles. 

Resilience can mean working hard to deliver the best work possible. However, rest is also a part of resilience. Anyone in leadership positions must make sure to maintain their work-life balance. Anj stresses the importance of taking time for yourself, finding a working pattern that fits around her life and sticking to it. She allows her team to have complete time off, fostering a work culture that respects personal boundaries. Tile Hill makes sure to incorporate policies that support work-life balance for everyone. This includes flexible working, sabbatical, paternity and generous maternity leave, and coaching and mentoring from people in senior positions. 

Authenticity is staying true to your values and building a supportive community around you. Women who aspire to be in leadership positions should network, build relationships and find the people that will advise you through challenges while helping you speak up for what matters to you. Anj finds support in the women she works with, including her previous directors, colleagues and some of her female clients.

Empathy is key, especially in recruitment. In her previous role, Anj has led events for women in interim recruitment in the public sector, finding it rewarding and a great chance to get to know the people she works with on a more personal level.

Executive Profile

Anj Popat is an Associate Director in Tile Hill’s Interim Management team. Her specialty is in Corporate Resources, having worked in providing C-suite interim resourcing solutions within the local government space. Anj uses expertise to grow the company’s HR and candidate network, amplifying the impact of Tile Hill across the public sector and beyond. 

Anj Popat is committed to seeing greater representation in public sector teams, often speaking up and leading discussions on diversity, gender and cultural intelligence in the sector. 

The post Being a Woman in the Director Position in the Public Sector: A Recruiters Perspective for the Public Sector   appeared first on The European Business Review.

From overcoming personal adversity to empowering others, Nada Lena Nasserdeen, Founder and CEO of Rise Up For You, has turned a passion for soft skills into a global movement. Discover how a journey marked by resilience and leadership led to the creation of a transformative platform dedicated to unlocking potential and driving success 

Can you share the mission behind Rise Up For You and what inspired you to start it? 

The inspiration behind Rise Up For You came from my extensive experience as a college professor and executive, combined with my passion for empowering others. Having coached and mentored close to 150,000 individuals globally, I recognized a significant gap in soft skills training and the tremendous impact it could have on personal and professional success. My background in executive leadership, a college professor, and my journey overcoming personal and professional challenges fueled my desire to create a platform that helps others rise to their full potential. I lost both of my parents and went through a divorce where I lost everything by the time I was 31. 

The content and strategies we provide to individuals and corporations are strategies I have used myself to overcome and rise up. 

Rise Up For You addresses the pressing need for emotional intelligence, effective communication, and confidence in today’s fast-paced world. By providing tailored programs and resources, we help individuals and teams develop these crucial skills, leading to improved performance, stronger leadership, and greater overall success.  

Your keynote talk at the Los Angeles County Women’s Leadership Conference is titled “The 5C’s to Gaining Clarity and Confidence.” Can you briefly explain what attendees can expect to learn from this talk?  

At the Los Angeles County Women’s Leadership Conference, attendees of my keynote talk titled “The 5C’s to Gaining Clarity and Confidence” can expect to gain valuable insights and practical strategies that will empower them in both their personal and professional lives. The 5C’s framework is designed to help individuals navigate challenges and achieve their goals with greater certainty and self-assurance. 

Attendees will learn: 

• Clarity: Understanding the importance of having a clear vision and purpose, and how to align your actions with your core values. 
• Courage: Building the bravery needed to take risks, make bold decisions, and step out of your comfort zone. 
• Confidence: Developing self-belief through practical techniques that enhance self-awareness and self-esteem. 
• Commitment: Learning how to stay dedicated to your goals and maintain focus, even in the face of obstacles. 
• Connection: The significance of building strong relationships and networks that support your journey and amplify your success. 

By the end of this talk, you will leave with actionable steps and a renewed sense of confidence to lead with clarity and impact. 

How does your keynote address the core themes of the Los Angeles County Women’s Leadership Conference, and what impact do you hope it will have on future events focused on women’s leadership? 

My keynote address at the Los Angeles County Women’s Leadership Conference, titled “The 5C’s to Gaining Clarity and Confidence,” aligns perfectly with the conference theme of “I’mPossible” by emphasizing the power within each woman to turn the impossible into the possible.  

I hope this keynote will set a transformative tone for future women’s leadership events under the “I’mPossible” theme. By providing practical tools and inspiring stories, I aim to leave attendees feeling empowered to implement what they’ve learned in their personal and professional lives. My goal is to inspire a ripple effect, where attendees leave the conference transformed, not just motivated! I want the audience to use these strategies and stories to fuel growth beyond the one day conference.  

What are some quick tips for professionals, especially women, for overcoming Imposter Syndrome and building lasting confidence in their abilities?  

Overcoming Imposter Syndrome and building self confidence is a game-changer for professionals, especially women.  

• Acknowledge Your Achievements: Keep a victory journal. Document every success, no matter how small, and revisit it when doubt creeps in.  
• Challenge Negative Thoughts: Ask yourself if there’s concrete evidence to support your negative thoughts. Often, they’re baseless fears. Replace them with positive affirmations and focus on your proven track record. 
• Practice Self-Compassion: You’re a human not a robot! Be kind to yourself. Treat yourself with the same understanding and patience you’d offer a friend.

Remember, overcoming Imposter Syndrome is a journey, not a destination. You’ve got this—now go out there and show the world what you’re made of! 

What strategies do you recommend for those who find it difficult to advocate for themselves in the workplace? 

Advocating for oneself in the workplace can be challenging, but it’s essential for career growth and personal satisfaction. Here are some strategies I recommend: 

• Understand your strengths, accomplishments, and the unique value you bring to your organization. Keep a record of your achievements to remind yourself of your worth. Practice self-affirmation and positive self-talk. Engage in activities that boost your confidence, such as public speaking courses or professional development workshops. 
• Before important meetings or conversations, prepare your key points and practice them. This can help you articulate your thoughts clearly and confidently. Build relationships with colleagues who can support and advocate for you. Having allies can provide moral support and amplify your voice. 
• Learn to communicate your needs and desires assertively without being aggressive. Use “I” statements to express your feelings and needs clearly. Establish and maintain healthy boundaries to ensure that your work-life balance is respected. This shows that you value your time and well-being. 
• Stay informed about your rights and the company’s policies. Knowledge is power, and understanding the formal processes can help you navigate challenging situations more effectively. Find a mentor who can guide you and provide advice on how to advocate for yourself. Mentors can share their experiences and offer valuable insights. 
• Take care of your physical and mental health. When you feel good about yourself, it becomes easier to stand up for your needs and desires. Begin by advocating for smaller needs and gradually work your way up to more significant issues. This helps build your confidence over time. 
• By implementing these strategies, you can become more effective at advocating for yourself and ensuring your contributions are recognized and valued in the workplace. 

Rise Up For You has supported women globally, from the Middle East and North Africa (MENA) region to the USA, UK, and Canada. What unique challenges do women face in different regions, and how does your company address these challenges, especially in leadership roles? 

Rise Up For You recognizes that women face unique challenges in different regions, particularly in leadership roles. Our approach is tailored to address these diverse issues and provide effective support.  

In the MENA region, cultural norms and societal expectations often place significant constraints on women’s professional advancement. There can be limited opportunities for women to assume leadership roles, and there may be a lack of support for women balancing career and family responsibilities. Rise Up For You addresses these challenges by providing culturally sensitive training programs that empower women to build self-confidence, develop leadership skills, and navigate societal expectations. We also offer mentorship and networking opportunities to create a supportive community of women leaders. 

In the western regions such as the USA, Canada, UK, women often face challenges such as the gender pay gap, underrepresentation in executive positions, and balancing career growth with personal life. Our programs in the USA focus on advocating for equal opportunities, negotiating skills, and building strong personal brands. We emphasize the importance of emotional intelligence and influential communication to help women excel in leadership roles.

Globally, our company addresses these challenges by offering a comprehensive framework that includes:  

• Tailored Leadership Development Programs: We design programs that consider the cultural and societal context of each region, ensuring relevance and effectiveness. 
• Skill-Building Workshops: Our workshops focus on essential leadership skills such as emotional intelligence, influential communication, and strategic thinking. 
• Supportive Community: We foster a global community of women leaders who can share experiences, offer support, and inspire one another. 

How can women harness their inner strength and vision to become influential leaders and create lasting change in their fields?  

To become an influential leader who creates lasting change, you need to tap into your power and take bold, decisive action. Here’s five things we help our community and clients with: 

• Know your worth and own it. You have unique strengths, values, and experiences that set you apart. Recognize your achievements and let them fuel your confidence. Stand tall and never underestimate the impact you can make. 
• Become a master of your emotions. Learn to read the room, understand people’s motivations, and connect on a deeper level. This isn’t just about being nice—it’s about leveraging emotional intelligence to build alliances and inspire loyalty. Show empathy, but also know when to stand your ground. 
• Never stop evolving. Seek out new challenges, learn new skills, and expand your knowledge. Surround yourself with people who push you to be better. Growth isn’t optional; it’s essential. 
• Surround yourself with a tribe of mentors, allies, and supporters who challenge you and lift you up. Seek out those who have walked the path before you and learn from their wisdom. 
• Align everything you do with your core purpose. Focus on what truly matters and let your passion drive you to make a difference. You’re not just leading—you’re transforming the world around you. 

Executive Profile

Nada Lena is the founder and CEO of Rise Up For You, #1 Best Selling Author, 20 under 40, and 2x TEDx Motivational Speaker. Nada has been featured on hundreds of podcasts and radio shows as well as a featured motivational and educational speaker on platforms such as TEDx Talks, The Female Quotient, The California Human Resources Conference, The World In Leadership Diversity Conference, Women of Influence, The Virtual Coach Expo, In addition to numerous HR and Executive conferences. She’s spoken on platforms alongside the greats such as Tony Robbins, Les Brown, Marie Forleo, David Meltzer, and more! Most recently, she can be seen and heard on Canada’s Global TV, Radio Canada, Amazon Prime TV, and Bloomberg as one of the only female co-hosts of The Office Hours, a talk show that interviews celebrities, athletes, and world-renowned entrepreneurs. 

Most recently, Nada has been seen in Times Square on Billboard in Times Square.  

• Learn more at: Nadalena.com and Riseupforyou.com 
• Social media @nadalenanasserdeen and @riseupforyou 
• Free Confidence Course Here: https://go.riseupforyou.com/CONFIDENCEMASTERCLASS 

The post From Adversity to Advocacy: The Vision Behind Rise Up For You appeared first on The European Business Review.

Even though the fintech sphere is improving in terms of gender diversity — particularly at the middle management level — there is still a notable lag in some areas.

While now we witness significantly more women in mid-to-senior individual contributor roles, particularly in marketing, analytics, and design functions, functions like product and engineering remain predominantly male. In senior leadership, the gap is accentuated even further. Data reveals that only 4% of fintech CEOs are women.

This statistic underscores the fact that there is still significant work needed to achieve gender parity in the field. Bridging this gap — and empowering more women to secure leadership positions — requires a comprehensive strategy, including redefining our perceptions of leadership and enhancing mentorship and sponsorship opportunities within companies.

If this happens, benefits can be widespread, as some cases demonstrate. For example, a woman, Maria Gotsch, is credited with transforming New York into a vibrant fintech hub. Similarly, at the forefront of Big Tech’s foray into financial services is a woman, Jenny Cheng, who is the GM of Google Wallet and has often remarked on the importance of diverse leadership.

Main challenges 

Barriers to entry and career progression for women in fintech 

Despite increased female representation in middle management roles, women in fintech face significant barriers to career advancement. Even though data from Gartner illustrates that firms that invest in a diverse and inclusive leadership team tend to exceed their financial targets, many companies are lagging. A report from EY states that not even 20% of fintech firms have a female senior executive.

There might be indicators that this is changing. In the UK, two leading fintechs — Monzo and Starling — had a lower female staff turnover than the four big banks in the country. At Wise, over half the workforce is women, who hold 26% of the senior leadership positions and 41% of middle management roles. Factors influencing this are that fintechs, as tech companies, may offer more flexible working arrangements compared to legacy financial institutions.

However, there is plenty of work to be done, if we compare fintech to other fields like edtech, where studies say that approximately 30% of founders are women. This creates an environment that nurtures female talent from the get-go, attracting a higher share in relation to other tech spheres.

Cultural and systemic factors contributing to the gender gap 

A critical obstacle aspiring female leaders face is that the traits that characterize a good leader are often defined through a predominantly male lens.

For instance, qualities like assertiveness, confidence, visibility, strong opinions, and the ability to provide robust feedback are traditionally ascribed to men. As a result, women who embody a different leadership style may not be perceived as prospective leaders for the organization.

Being a 1-on-1 mentor to female professionals through the Women in Product community has expanded my visibility regarding the obstacles women face when attempting to make strides in their careers. Frequently, I’ve connected with highly experienced and talented product managers, who are respected by their peers and deliver solid, tangible results. Yet, they still struggle to receive promotions. Since there is a prevailing male perspective on what a leader should be, their leadership potential is overlooked.

Steps to overcome barriers 

Implementing inclusive hiring practices 

To foster gender diversity in leadership roles, fintech companies need to redefine what the profile of a leader looks like. Women bring very valuable skills to the table, such as empathy, emotional intelligence, and a collaborative leadership style, as well as a customer-centric and feedback-driven approach.   

While qualities like assertiveness and a strong strategic focus are important, they are not the only indicators of effective leadership. For example, women are active listeners and prefer to gather everyone’s opinions, take time to process them, and then make decisions that help others feel included. They also frequently praise other team members’ involvement and contribution. As a result, they can be perceived as less confident or impactful, but actually, the opposite is true.

By appreciating these skills and leadership styles, fintech companies can create a more inclusive environment that supports the advancement of women into leadership positions. Integrating both sides of the equation ultimately helps the company, creating a more balanced and inclusive work environment.

Fostering a supportive work environment 

A study by McKinsey outlines the challenges faced by women in the workplace, which further underscores the disparity in terms of promotions to the upper echelons of a company. For every 100 men promoted from entry-level to manager, only 87 women accomplished the same.

The problem is that in the current state of the fintech industry, women often feel the need to fully adopt traditionally male qualities if they want to advance in their careers. This happens because they are frequently compared to their male peers and judged based on these traits.

To change these damaging dynamics, we need to recognize that people are different. If someone does not exhibit the qualities you consider important, they may possess other traits that are potentially more beneficial, even though the present work environment is not giving them a chance to develop them. Hence, creating space and providing support for people to express and develop their unique qualities is crucial.

Empowering women through mentorship and leadership development 

Mentorship and sponsorship play a pivotal role in advancing women’s careers, since they offer much-needed guidance, support, and advocacy. By establishing formal mentorship programs where experienced leaders help women in mid-level positions fully develop their skills and leadership styles, fintech companies can help female talent progress up the ladder.

Similarly, a sponsor can help women in the organization gain visibility, since there is a trusted voice advocating and promoting their achievements. Women’s networks within the company are also paramount, since they provide a platform for women to share experiences, discuss challenges, and support each other’s growth.   

At Wise, for example, the marketing function boasts a high percentage of women, including in leadership roles. This facilitates the organization of regular meetings, where women gather with senior leadership to discuss issues and develop support strategies around them. These have been instrumental — for instance, the meetings revealed that while women were equally represented in internal presentations, Q&A sessions were predominantly male-driven. Initiatives are now underway to help women feel more confident in expressing their opinions publicly.   

Additionally, we host a regular Marketing Public Speaking Club. There, women can receive extra support to prepare for public events or build their public profiles outside the company. The goal is to help women proudly share their voice and the value they have to contribute.

Final thoughts 

Bridging the gender gap in fintech is crucial not only for achieving equity but also for boosting an organization’s performance. As I mentioned, it is proven that companies with a more diverse leadership tend to achieve better returns.

However, even if improvements have been made, there are still substantial disparities, particularly in higher positions. By redefining their conception of leadership, stakeholders can gain a tremendously valuable skill set that female leaders can bring to the table, including empathy, collaboration, and a customer-centric approach to work.   

Building this inclusive environment requires a multifaceted approach, and must consider robust mentorship and sponsorship programs, as well as the formation of support networks for women within companies. As more women progress into leadership roles, the fintech industry will benefit from a broader range of perspectives and a better working culture for everyone.

About the Author 

Asya Kuznetsova is a product and growth expert with over a decade of experience in FinTech and EdTech. She has held significant roles at top firms like PwC, a global leader in financial consulting, and Yandex, the fifth-largest search engine globally. Today, she is a Senior Product Manager at Wise (formerly TransferWise), a global FinTech company that processes more than £8 billion worth of international transactions for over 16 million people and businesses. At Wise, Asya is currently leading the product growth unit, managing a team of engineers, designers, and analysts. Her efforts are consistently bringing in over 70% of new users each month, and accelerating organic growth through in-product social features, virality, and referral programs. Since 2024, she has been a featured speaker at Product School. Advocating for transformative change, Asya is committed to inspiring the next generation of Product Managers to create innovative products and apply best practices in their work.

The post Bridging the Gender Gap in Fintech: Strategies for Empowering Women in Leadership  appeared first on The European Business Review.

Luxury Lifestyle Awards: What first drew you to the real estate industry, and how did you find yourself specializing in the Ciudad Quesada market?

Rebecca Serwotka: The allure of the real estate industry for me was deeply rooted in a passion for helping people find their perfect homes and navigate the sometimes complex process of buying and selling properties. Growing up in a family deeply entrenched in the real estate business, it was only natural for me to gravitate towards this field.

Our journey towards specializing in the Ciudad Quesada market was a culmination of various factors. Initially, we started out selling Spanish properties along the coast from La Manga to Benidorm, gaining valuable experience and insights into the diverse real estate landscape of the region. However, as we delved deeper into the market, we realized that our true calling lay in catering to the needs of the residents in Ciudad Quesada and its surrounding areas.

The decision to specialize in the Ciudad Quesada areas was driven by a combination of factors including the unique charm and appeal of the area, the strong sense of community, and the diverse range of properties available. Moreover, we identified a genuine need among homeowners in this area for personalized guidance and support throughout the selling and purchasing process.

By focusing our efforts exclusively on resale properties in Ciudad Quesada, we have been able to establish ourselves as trusted advisors within the local community. Our deep understanding of the market dynamics, coupled with our commitment to providing exceptional service, has allowed us to forge lasting relationships with our clients and become the go-to real estate agency in the area.

LLA: Inmobiliaria was founded by you and two other top agents. Can you tell us about the decision to establish your own company and the unique approach you’ve developed?

RS: The decision to establish our own real estate agency, Inmobiliaria, was born out of a shared vision. We were passionate about revolutionizing the real estate experience for both buyers and sellers. After years of working within the industry, we recognized a need for a more personalized and client-centric approach that prioritized the individual needs and preferences of our customers.

Our unique approach at Inmobiliaria revolves around three core principles: integrity, expertise, and customer care. From the outset, we made a conscious decision to focus exclusively on resale properties, avoiding the sale of new properties for builders or construction companies. This allowed us to channel all our resources and attention towards providing unparalleled support and guidance to our trusted homeowners throughout the selling and purchasing process.

Furthermore, we pride ourselves on our intimate knowledge of the Ciudad Quesada market and surrounding areas. By specializing in this niche market, we have been able to develop a deep understanding of the local dynamics, trends, and property values, enabling us to offer invaluable insights and guidance to our clients.

At Inmobiliaria, we believe in going above and beyond for our clients, and this ethos is reflected in every aspect of our business operations. Whether it’s navigating the intricate paperwork of Spanish bureaucracy or providing comprehensive marketing strategies to ensure a successful sale, we are committed to providing a seamless and stress-free experience for our clients from start to finish.

Our dedication to excellence and unwavering commitment to customer satisfaction have earned us a reputation as trusted advisors within the community. We are proud to have built a company that is not only successful but also deeply rooted in the values of integrity, professionalism, and genuine care for our clients.

LLA: Inmobiliaria emphasizes its deep understanding of the Ciudad Quesada market. How do you stay ahead of the curve and ensure your clients are getting the best advice?

RS: At Inmobiliaria, staying ahead of the curve and ensuring our clients receive the best advice is a cornerstone of our approach. We recognize that the real estate market is constantly evolving, and it’s essential for us to remain proactive and informed to provide our clients with the most up-to-date insights and recommendations.

To achieve this, we employ a multifaceted approach that combines ongoing education, market research, and leveraging technology to stay ahead of trends and changes in the Ciudad Quesada market.

First and foremost, our team is committed to continuous learning and professional development. We regularly attend industry conferences, seminars, and workshops to stay abreast of the latest trends, regulations, and best practices in the real estate sector. By staying informed about changes in the market landscape, we can adapt our strategies and advice to best serve our clients’ needs.

Additionally, we place a strong emphasis on conducting thorough market research and analysis. We closely monitor market trends, including fluctuations in property values, inventory levels, and buyer preferences. By leveraging data-driven insights, we can provide our clients with accurate and timely information to make informed decisions about their real estate transactions.

Furthermore, we harness the power of technology to enhance our services and provide added value to our clients. From utilizing advanced data analytics tools to employing digital marketing strategies, we leverage technology to streamline processes, reach a wider audience, and deliver personalized experiences for our clients.

Ultimately, our commitment to staying ahead of the curve is rooted in our dedication to providing exceptional service and achieving the best outcomes for our clients. By combining our deep understanding of the Ciudad Quesada market with ongoing education, market research, and technological innovation, we ensure that our clients receive expert advice and guidance every step of the way.

LLA: Inmobiliaria has garnered recognition for its exceptional customer service, including recent accolades from Luxury Lifestyle Awards, such as Best Luxury Boutique Real Estate Brokerage in Costa Blanca, Spain. Can you elaborate on what sets your company apart in terms of your approach to working with clients?

RS: At Inmobiliaria, our dedication to exceptional customer service is at the heart of everything we do. We believe that buying or selling a home is one of the most significant decisions in a person’s life, and it deserves the highest level of care and attention. Our recent accolades from Luxury Lifestyle Awards, including the honor of being named the Best Luxury Boutique Real Estate Brokerage in the Costa Blanca, Spain, reflect our unwavering commitment to excellence in serving our clients.

What sets us apart is our personalized approach to working with clients. From the moment a client walks through our doors, they are treated as part of the Inmobiliaria family. We take the time to listen carefully to their needs, preferences, and aspirations, ensuring that every interaction is tailored to their unique requirements.

Moreover, we understand that transparency and communication are paramount in fostering trust and confidence. We keep our clients informed and involved throughout the entire process, providing regular updates, feedback, and guidance every step of the way. Whether it’s explaining complex paperwork, negotiating terms, or offering advice on property investments, we are dedicated to ensuring our clients feel empowered and informed at all times.

Furthermore, we go above and beyond to anticipate and exceed our clients’ expectations. From offering concierge-style services to arranging personalized property viewings and providing comprehensive after-sales support, we strive to make the buying or selling experience as seamless and stress-free as possible.

At Inmobiliaria, we believe that luxury is not just about the price tag but the quality of service and attention to detail. Our team of experienced professionals is committed to delivering nothing short of excellence in every aspect of our interactions with clients.

Ultimately, it’s our unwavering dedication to exceeding client expectations, combined with our personalized approach and commitment to excellence, that sets us apart in the real estate industry.

LLA: The real estate industry is constantly evolving. How does Inmobiliaria leverage technology and innovation to stay competitive?

RS: At Inmobiliaria, we recognize that staying competitive in the real estate industry requires embracing innovation and leveraging technology to enhance our services and better serve our clients. We have implemented several strategies to ensure that we remain at the forefront of technological advancements in the industry.

One way we leverage technology is through the use of advanced data analytics tools. These tools allow us to analyze market trends, track property values, and identify emerging opportunities, enabling us to provide our clients with accurate and timely information to inform their decisions.

Additionally, we harness the power of digital marketing to reach a wider audience and maximize the exposure of our listings. We utilize social media platforms, targeted online advertising, and search engine optimization techniques to showcase our properties to potential buyers both locally and internationally.

Moreover, we have invested in cutting-edge virtual tour technology, allowing prospective buyers to explore properties from the comfort of their own homes. This immersive experience not only saves time but also enhances the buyer’s understanding of the property, leading to more informed purchasing decisions.

At Inmobiliaria, we understand that technology is not a replacement for human interaction but a complement to it. While we embrace innovation, we never lose sight of the importance of personalized service and the human touch. Our team of experienced professionals is always available to provide expert guidance and support, ensuring that our clients receive the best of both worlds.

In essence, our commitment to leveraging technology and innovation is driven by our desire to provide unparalleled service and deliver exceptional results for our clients in an ever-evolving real estate landscape.

LLA: What are some of the biggest challenges you face in the Ciudad Quesada market, and what are the most rewarding aspects of your work?

RS: In the Ciudad Quesada market, as with any real estate market, there are both challenges and rewarding aspects to our work.

One of the biggest challenges we face in the Ciudad Quesada market is unlicensed competition. As the area continues to attract both local and international buyers, the competition among real estate agencies can be fierce. Staying ahead of unqualified and unlicensed competitors requires us to continually innovate, provide exceptional service, and differentiate ourselves in the market.

Another challenge is navigating the intricacies of Spanish bureaucracy. The real estate process in Spain can be complex, with various legal and administrative procedures that can be daunting for both buyers and sellers. Our role is to guide our clients through these processes, ensuring they understand their rights and obligations and facilitating a smooth transaction.

Despite these challenges, the most rewarding aspect of our work is helping our clients achieve their real estate goals. Whether it’s helping a family find their dream home in Ciudad Quesada or assisting a homeowner in successfully selling their property, there’s a sense of fulfillment that comes from knowing we’ve made a positive impact on our clients’ lives.

Moreover, building lasting relationships with our clients and becoming a trusted advisor to them is incredibly rewarding. Knowing that our clients trust us to guide them through one of the most significant transactions of their lives is both humbling and gratifying.

Additionally, seeing the transformation of Ciudad Quesada over the years and being a part of its growth and development is rewarding in itself. We take pride in contributing to the vibrancy and success of the community we serve.

In summary, while there are challenges inherent in the Ciudad Quesada market, the opportunity to help our clients achieve their real estate goals and make a positive impact on their lives makes it all worthwhile.

LLA: Looking ahead, what are your goals and vision for the future of Inmobiliaria Estate Agents?

RS: As we look ahead to the future, our goals and vision for Inmobiliaria Estate Agents are rooted in our commitment to continued growth, innovation, and excellence in serving our clients.

One of our primary goals is to further solidify our position as the leading real estate agency in the Ciudad Quesada market. We aim to expand our reach and strengthen our presence within the local community, becoming the go-to choice for buyers and sellers alike.

Moreover, we are committed to embracing technological advancements and leveraging innovation to enhance our services and stay ahead of the curve. This includes further investments in digital marketing, virtual tour technology, and data analytics tools to provide our clients with the best possible experience and results.

Additionally, we are committed to fostering a culture of excellence and professionalism within our team. We will continue to invest in the ongoing training and development of our agents, ensuring they have the knowledge, skills, and resources needed to deliver exceptional service to our clients.

Ultimately, our vision for the future of Inmobiliaria Estate Agents is to uphold our reputation for integrity, expertise, and exceptional customer service while embracing innovation and growth opportunities. We are excited about the journey ahead and look forward to continuing to serve the Ciudad Quesada community with passion, dedication, and excellence.

LLA: For those seeking their perfect property in Ciudad Quesada, what advice can you offer to ensure a smooth and successful home-buying journey?

RS: For those seeking their perfect property in Ciudad Quesada, embarking on a home-buying journey can be an exciting but sometimes overwhelming experience. To ensure a smooth and successful process, here are some key pieces of advice:

• Define Your Needs and Preferences: Take the time to clearly define your needs, preferences, and priorities for your new home. Consider factors such as location, size, amenities, budget, and lifestyle requirements. Having a clear understanding of what you’re looking for will help narrow down your search and streamline the decision-making process.
• Work with a Trusted Real Estate Agent: Partnering with a trusted, legal, and experienced real estate agent who specializes in the Ciudad Quesada market can make all the difference. An agent can provide invaluable guidance, expert advice, and access to exclusive listings that may not be available to the general public. They can also help navigate the complexities of the buying process, from property viewings to negotiations and closing.
• Get Pre-Approved for Financing: Before starting your property search, consider getting pre-approved for a mortgage or financing. This will give you a clear understanding of your budget and purchasing power, allowing you to focus on properties within your price range and making your offers more competitive.
• Stay Flexible: Finally, remember that the home-buying process can take time, and it’s essential to stay flexible. Be prepared to compromise on certain aspects of your wish list if necessary and trust that the right property will come along eventually.

By following these tips and working closely with a knowledgeable and legally registered API real estate agent, you can navigate the home-buying journey in Ciudad Quesada with confidence and achieve your goal of finding your perfect property.

Conclusion

Thank you again for your time, Rebecca. Your insights into the Ciudad Quesada market and your approach to real estate are invaluable. Inmobiliaria Estate Agents has a bright future ahead, and we wish you continued success.

For more information about Inmobiliaria Estate Agents, please visit: https://www.homes4u.es/.

The post In Conversation with a Real Estate Powerhouse: Rebecca Serwotka of Inmobiliaria Estate Agents appeared first on The European Business Review.

The 32-year rule of the Suharto New Order regime (1966-98) socially engineered gender roles in the service of authoritarian rule. The democratic reforms post-1998 have included empowerment of women, who enjoy some gains in political participation and personal autonomy while facing a backlash from conservative male voices that fight to maintain a male prerogative.

Suharto’s New Order (1965-98) reshaped the political culture of Indonesia, including refashioning gender relations as an instrument of power. Defining the social role of women as wives and mothers was a central ideological pillar of the authoritarian regime that ruled for 32 years. Its “familist” ideology, in which the state supported the role of men as household heads with dominance over their wives and children, “naturalised” the strongman rule of the leader, a tactic typical of authoritarian regimes. Legislative and policy prescriptions enforced this gender order. For example, legislation enshrined the male household head; women were obliged to join corporatist state organisations that enforced models of wifedom; and contraception was only available to married women and with their husbands’ permission. State-sanctioned gender roles were performative, on display at all major public ceremonies.¹

The roots of this state gender regime penetrated deep into Indonesian society. Men’s status as household heads gave them power over their wives, including the right to violence. Many state programmes and benefits flowed to household heads, denying women direct access. References to “traditional women’s roles” in Indonesia invoke the “citizen mother”, socially engineered by the New Order. In actuality, the hundreds of constituent cultures of the Indonesian nation show extraordinary variety in the ways economic and political power, value, and responsibility are distributed between men and women. These actual traditions are a resource (as well as sometimes a challenge) for contemporary advocates of gender equity.²

Indonesia has a long tradition of political concerns for women’s rights.³ For example, colonial-era women’s groups campaigned for marriage reform, and labour legislation in the early republic granted women workers rights to breastfeeding, maternity, and menstruation leave, provisions that have survived recent amendment of labour law.

Pemberdayaan (empowerment) was a catch cry of post-Suharto democratisation, termed Reformasi, and this encompassed empowerment of women. Women’s rights were an important theme of the 1998 pro-democracy movement. The first street demonstrations in the popular movement that ended Suharto’s rule were by groups of women protesting the negative effects of the Asian Financial Crisis on their ability to feed their families.

Democratic reform of the authoritarian system was immediate on Suharto’s fall. His successor (his vice president, BJ Habibie) implemented legislative reform authorising direct elections for president, and for legislatures at national, provincial, and district levels.

Women activists have aspired to increase their voice in these directly elected parliaments. But in the first direct elections in 1999, only 8.8 per cent of seats in the national parliament were won by women. This led to demands for the 2003 law on elections to adopt a gender quota, a requirement that women comprise at least 30 per cent of candidates on party lists for the multi-member electorates in national, district, and provincial parliaments.

The results of the 2024 DPR elections (not yet officially released) are projected to increase the number of women representatives to 22.1 per cent, or 128 seats out of 580. This figure is 1.6 per cent higher than the 2019 elections, with 20.5 per cent women’s representation (118/575). The results of the 2024 DPR elections are the highest achievement of women’s representation in Indonesia’s electoral history.⁴

Reformasi also included “big bang” decentralisation. Political authority had been heavily concentrated at the centre in Suharto’s New Order regime, but it was shifted to the district level, where parliaments and (since 2005) governors and district heads have been directly elected. Gender quotas have been applied in elections for district and provincial legislatures since 2004 but gains have been slower than at national level. In 2009, women on average won 16 per cent of seats in provincial parliaments and 9 per cent at the district and municipal levels. The 2014 elections saw the proportion of women elected to provincial parliaments decline to 14.6 per cent, while there was an increase to an average of 14.2 per cent at district and municipal levels. But progress in women’s political representation differs across the nation. For example, in the most recent elections (2024), women in the eastern province of Nusa Tenggara Timur (NTT) made great inroads into parliamentary representation. At the national level, women’s parliamentary representation from NTT rose from zero in 2014 to 23.07 per cent in 2019 (in line with the national figure). At the provincial level, there was a gradual rise from 5.45 per cent in 2009 to 9.23 per cent in 2014, 18.46 per cent in 2019, and 25 per cent in 2024.

Indonesia has had only one female president (Megawati Sukarnoputri 2001-4) and it is noteworthy that, in the 2024 elections, none of the three candidate pairs (president and vice-president) included a woman.

Other institutional innovations in Reformasi set the stage for future democratic growth and greater gender equity. Two new institutions that have been critical to women’s rights claims were the Commission on Women’s Rights (KOMNAS Perempuan) and the National Commission on Violence against Women. They worked with legislators to pass Law 23 in 2004, outlawing domestic violence. In addition to the incremental success of women in achieving positions in formal politics, these new institutions provide avenues for championing women’s rights.

Soon after Reformasi, women activists proposed a revision to the 1974 Marriage Law, aiming to ban polygyny and to raise the age of marriage for girls from 16 to 18. They also demanded the removal of the clause establishing men as household heads.

Men have not readily relinquished the domestic and public power that they held during the New Order, seeking redress from the newly established (2003) Constitutional Court. It has become an important site for contestations between advocates of women’s rights and attempts to retain male controls on women, including challenges using Islamist rhetoric; women challenging aspects of Marriage Law such as age at marriage (wanting stronger checks on child marriage) or men’s rights to polygyny; and men challenging aspects of that law that they see as circumscribing their prerogatives. The case against raising the minimum marriage age saw the court accept religious arguments concerning defining adulthood, a clear example of the mobilisation of Islamist ideology to challenge women’s rights. This is surprising in a polity that is not an Islamic state. The Constitutional Court has considered arguments based on Islamic textual exegesis. The Marriage Act of 2019 eventually brought the minimum age of marriage for women to 19, the same as for men.

The Suharto regime had attempted to strictly control Islam as a source of political rivalry, banning Islamic political parties at the time of the 1980s Iranian clerics’ revolution. The greater political freedoms of Reformasi allowed for an efflorescence of religious voices, or political arguments in Islamic guise, including challenges to the 1974 secular marriage law noted above. A centrepiece of New Order social engineering, inter alia it restricted rights to polygyny.

But rights claims based on religion have been a two-way street.⁵ Indonesian women’s rights activists have been drawn to debates on Islamic feminism and have taken on textual interpretation to challenge men using Islam to argue for patriarchal values.

Decentralisation has empowered district governments and brought risks and rewards to women. This fundamental political reform promised to bring power holders closer to the public and there is evidence that local women’s groups have been able to press this advantage to secure favourable results at local level. Newly empowered local politicians cynically exploited Islamist ideology to win elections, many passing local regulations purportedly based on Sharia law. Their most common attribute is restriction of women’s freedom of movement: night curfews (which were a threat to working women), and dress codes, including compulsory head covering. These Islamist regulations expressed sentiments similar to the New Order, defining women’s primary role, as Muslims and as citizens, as wives and mothers under male control and in the home.

However, aspects of New Order economic policy, in its quest for Pembangunan (development at any cost) had a contradictory effect and propelled women out of the home. Light industrial factories that invested in Indonesia preferentially employed women. The desire for remittances from overseas labour migration resulted in Indonesian women filling niches in global labour markets (domestic servants in the Middle East and East Asia), leaving husbands behind to care for the household and bring up the children. By the early 1980s, stories were emerging of abuse and ill treatment of the women in the Middle east. The government responded weakly to demands to regulate the trade, but eventually a ban was enacted in 2015, in response to a bout of abuse revelations. However, the industry was resumed in 2021.

Decentralisation has posed risks to nationally legislated services benefiting women, such as the national family-planning programme that provided contraception to women across the archipelago. This is no longer a national programme, coming under the authority of local government. The ability of women to control the number and timing of their children is fundamental to gender equity. While the continuing decline in Indonesia’s fertility rate indicates that a smaller family size is the “new normal”, contraception is still restricted to married couples. This is a positive aspect of the Suharto-era legacy for women’s rights.

The New Order expanded educational opportunities for both boys and girls. However, continued gains in women’s education and ongoing economic growth have not resulted in women achieving a higher share of formal sector jobs. A significant gender gap persists in formal sector participation and women bear the responsibility of unpaid care work⁶ However, this “big picture” does not mean that there have not been any changes. In the mining town of Sorowako Sulawesi, for example, the only formal employment offered to women in the late 1970s (when I began research there) was as nurses, secretaries, or domestics in the mining company. Now, in Sorowako, women work in all areas of the company, including as heavy machine operators, apprentices, engineers, and doctors. But the nature of the community significantly facilitates this, as rural women workers can frequently rely on female relatives to provide childcare, whereas urban working women often cannot.

Some New Order policies, such as fertility control and universal education, have had lasting positive impacts for women. Others, with negative impacts such as assumptions about women’s familial roles, are proving hard to dislodge. The “one step forward, two steps back” nature of changes in gender relations extends to the rights of transgender citizens. The papers presented at the annual Indonesia Update held in Canberra in 2022⁷ collectively showed how hard it is to dislodge the seeds planted in the years of gender ideology supporting authoritarian rule. But although the homogenising ideology of the New Order persists, the state inscription of gendered power appears to be slowly dissolving.⁸ 

About the Author

Kathryn Robinson is an anthropologist of Indonesia researching gender relations, Muslim societies, and the social consequences of mining. Currently Professor Emerita at the College of Asia and the Pacific at the Australian National University and the GEDSI advisor on KONEKSI, an Australian programme of assistance to the Indonesian knowledge sector.

References

1. Robinson, Kathryn. 2009 Gender, Islam and Democracy in Indonesia, Routledge, London and New York
2. Suryakusuma, Julia. 2012 “Is state Ibuism still relevant?”, Inside Indonesia. https://www.insideindonesia.org/is-state-ibuism-still-relevant
3. Robinson, Kathryn. 2018. “Kartini and ‘Kartini’. On the many meanings of Hari Kartini, Indonesia’s annual celebration of its most famous colonial-era feminist writer”, New Mandala. https://www.newmandala.org/kartini-and-kartini/
4. Official results have not yet been released by the Electoral Commission, but this is an estimate from an NGO monitoring the elections. Perludem. 2024. “Political Women’s Resilience is a Factor in Increasing Women’s Representation in the House of Representatives in the 2024 Election Results”, press release, https://perludem.org/en/2024/03/29/resilience-of-political-women-is-a-factor-in-increasing-womens-representation-in-the-house-of-representatives-in-the-2024-elections/
5. Robinson, Kathryn. 2017. “Female Ulama voice a vision for Indonesia’s future”, New Mandala. https://www.newmandala.org/female-ulama-voice-vision-indonesias-future/
6. Cameron, Lisa. 2020. “Why Indonesia’s wealth isn’t translating into Jobs for women”, https://theconversation.com/why-indonesias-wealth-isnt-translating-into-jobs-for-women-132770
7. Bexley, Angie, Sarag Xuw Dong and Diahhadi Setonyaluri (eds). 2023. Gender Equality and Diversity in Indonesia: Identifying Progress and Challenges. Singapore:I SEAS Publishing
8. Robinson, Kathryn. 2023. Empowering women’s rights in Indonesia, East Asia Forum, https://eastasiaforum.org/2023/01/11/empowering-womens-rights-in-indonesia/

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Good day, Ms. Ball! Could you please share with us a bit about your background and journey that led you to your role as Global Chief Growth Officer at Mars Pet Nutrition? 

Building brands with a strong purpose is my passion, and I have been so privileged over the course of my career to have the opportunity to help build and grow some of the most-loved brands in the world – originally in my native Venezuela, and later here in Europe.

I began my career at Procter & Gamble, spending the first 15 years leading the growth of iconic brands such as Always, Tampax, and Naturella. I joined Mars in 2015, and have had the opportunity to play many roles, including most recently as Global Chief Brand Officer for Royal Canin. I stepped into this role as Global Chief Growth Officer for Pet Nutrition in April, and it’s been an exciting first few months. In my role as Global Chief Growth Officer, I lead Demand which oversees Marketing, Sales and Innovation across our iconic portfolio of brands including PEDIGREE®, WHISKAS®, SHEBA®, CESAR®, and IAMS®, among others. Being such a huge animal lover and a pet parent myself, I feel very lucky to have the opportunity to serve over 400 million pets and pet parents, all in service of our purpose: A BETTER WORLD FOR PETS.

With the increasing interest in pet travel, how do you foresee the landscape evolving in the coming years, and what trends do you anticipate shaping the future of pet travel? 

Pet ownership is more widespread than ever, with 166 million European households (50%) owning a pet in 2024. At the same time, we see pet parents rightly demand more pet-friendly accommodations and services. Simply put, they want to bring their pets along with them on every step of the journey and make memories wherever they go.

This presents a huge market opportunity for hospitality businesses, particularly given pet parents’ tendency to spend more on taking care of their animal companions. The proof is in the statistics, with the global pet care market is expected to grow from $259.37 billion in 2024 to $427.75 billion by 2032.

Visionary leaders navigate uncertainty, think strategically, and connect the dots for transformative growth. They inspire others to embark on a change journey toward long-term success.

Because of this, forward-looking hotels are increasingly marketing themselves as ‘pet-friendly’ with services to enhance the pet parent experience. Take Hotel Fioreze Quero Quero in Brazil, for example. They offer over two acres of open space for pet parents and their four-legged friends to enjoy. Likewise, our longstanding partnership with Hilton has seen thousands of hotels create a home away from home for travelers and their pets, with many hotels in the U.S. and Canada offering on-demand pet health, wellness, and behavioral support resources, as well as providing features like pet bowls, beds and treats.

It is likely that such amenities will soon become mainstream as hospitality businesses look to earn loyalty from making customers’ furry friends feel welcome. We can also expect to see growing collaborations between travel companies and petcare specialists as businesses seek to differentiate their offer with trusted value-add services, ensuring pet-friendly options are weaved in from the start of the booking journey.

Mars recently announced a new global partnership with TripAdvisor aimed at enhancing pet travel experiences, what motivated Mars to collaborate with TripAdvisor on this initiative? 

Last year, “pet travel” was the subject of over 19 million Google searches in the US alone, showing the extent of pet parents’ appetite to experience adventures with their furry friends.

Anyone with pets knows, however, that this requires additional layers of planning. From reading reviews to understanding the fine print of hotels’ ‘pet-friendly’ policies. I’ve faced my own challenges trying to find a travel destination where I can take my dog Bella with me.

This forces many pet parents to curb holiday plans because they’re worried about the experience of bringing pets along. Research from OnePoll shows that many only take a vacation “once every few years” as a result.

As the world’s largest pet food manufacturer, Mars is committed to putting pet parents at the heart of everything we do. We want to connect pet parents with the travel experiences they deserve. And who better to partner with than the world’s largest travel guidance platform?

Tripadvisor and our CESAR® brand – which believes that the best life is a shared life – are the perfect partners for this collaboration. Kicking off in the U.S., we’ve launched a new digital hub to help users find pet-friendly travel destinations in their local area, alongside an AI Trip Builder for personalized itineraries.

This partnership is an important step in helping us create: A BETTER WORLD FOR PETS, and in the digital transformation of our business to meet the needs of the increasingly “always-connected” pet parent.

As the pet industry continues to evolve, what innovative strategies or initiatives do you believe businesses can adopt to stay ahead of the curve and capitalize on emerging trends in pet ownership and travel?

Rather than seeing pet travel as a complication, we need to encourage hospitality businesses to see the benefits of embracing the underserved traveler. As competition grows, pet-friendly experiences that are effectively marketed online can help hotels, restaurants, and even tour operators to distinguish themselves from the pack.

As competition grows, pet-friendly experiences that are effectively marketed online can help hotels, restaurants, and even tour operators to distinguish themselves from the pack.

There is a wide range of services business can provide – either in-house or by collaborating with a specialist partner. As a first step, I’d recommend considering what your location has (or could have) to offer pet owners and their animal companions. Are you in a city centre or urban location, for example? How long is the average stay? Do people come to relax or be active? Then, identify ways to tap into these features with services that elevate the pet parent experience. Consider things like pet room service, pet-friendly tour recommendations, pet relief areas, dog walking and even grooming services for those pets who need a bit of TLC.

Businesses also need to think about the full purchase journey – from online research, to check-in, to online review. Identify any pain points that may be specific to pet owners and consider how you can streamline the process, such as with chat-bots to answer questions on your pet policy in real-time.

At the end of the day, pets are good for business – and the benefits of pet-friendly services and accommodation really do speak for themselves.

How do you envision the role of technology in shaping the future of pet travel experiences and enhancing the effectiveness of pet-friendly initiatives for businesses?

Today’s pet parents are operating in a digital world, using technology to access the information they need at the tap of a screen or command of a digital assistant. They also search out and read reviews of where they can take their pets in detail. By enhancing the experience on the channels they rely on, we can help take the work out of planning and help pet owners refocus their energy on enjoying their daily lives with pets.

Artificial Intelligence (AI), for example, helps ease pet owners’ minds with 24-7, clear and accurate information. Specifically, we use AI algorithms to categorize and route pet parent support issues to teams across the world based on contact reason, priority, or the skillset required, enabling us to predict issues and pet parent needs ahead of time.

It is a vital tool in building digital pet-friendly communities and is something we’re continuously investing in at Mars.

What’s the most rewarding aspect of your role as Global Chief Growth Officer, and how does it align with your personal passions or interests?

It has been an incredibly exciting first few months in my new role. I’ve visited market and brand teams around the world and am enjoying collaborating on projects that will fulfil our ambition to build the most pet parent-centric and digitally enabled organization in the world. I believe there’s special meaning in the category we lead, and I’m so proud of the unique talent that works tirelessly to ensure our brands are delivering on our commitment.

As an animal lover, it is humbling to have a job where my professional and personal interests collide. Marketing always requires empathy, across all industries, but even more so in petcare where we care for those who cannot speak for themselves.

Beyond work, do you have any beloved pets of your own? If so, could you tell us a bit about them and how they’ve enriched your life? 

My dog Bella is more than just a pet, she’s part of the family. And there’s certainly a lot I’ve learned from her. She lives in the present and has an incredible capacity for love, no matter what kind of day I’m having. I know other pet parents feel this same way.  It is scientifically proven that having pets around makes people feel more relaxed, with 80% of pet owners noting that their pets make them feel less lonely.

I’ve recently relocated my family to London, and throughout any big life changes, Bella is there to add joy and connection to ease any transitions, big and small. She’s an integral member of our family, and we couldn’t imagine life without her.

Executive Profile

Natalia Ball, Global Chief Growth Officer at Mars Pet Nutrition, leads growth for brands like PEDIGREE®, IAMS®, and WHISKAS®. With over 20 years of experience as a global business leader, Natalia drives marketing, sales, and innovation, serving over 400 million pets and their pet parents around the world. 

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Introduction  

Women often feel pressured to adopt masculine leadership traits like aggression, which creates conflict, and toxic environments and impacts employee morale. Instead, they need to discard outdated notions of leadership that prioritise dominance and embrace their feminine qualities by bringing their superpower, empathy, intuition and collaboration, into the workplace.  

In today’s tech industry, the representation of women remains strikingly low, particularly in leadership positions. Studies show that only about a quarter of people in tech-related roles are women, with an even smaller percentage holding leadership roles. Worse still, the number of women working in tech has declined recently. This underrepresentation is not just a matter of fairness and equality but also a critical issue that hinders innovation and productivity in the tech industry. 

Unfortunately, the predominantly male tech industry exerts pressure on women to adopt masculine traits like aggression and dominance to gain recognition and advance into leadership positions. This pressure stems from longstanding stereotypes and biases associating strong leadership with traditionally male characteristics. However, this approach often results in conflicts and toxic work environments and negatively impacts employee morale. 

The effectiveness of adopting a traditionally male leadership style for women is debatable. Some argue that it is necessary to compete in a male-dominated field, but there is growing evidence that embracing feminine attributes like empathy and intuition can lead to greater success. Empathy enables leaders to connect deeply with their teams, creating trust and collaboration, while intuition aids in making thoughtful and informed decisions. 

Breaking free from leadership stereotypes 

Traditional leadership models, often associated with masculine traits, have historically prioritised qualities like aggression and dominance as markers of effectiveness. These characteristics have been present in many male leadership styles over the past three decades. However, research conducted by Professor Christine Porath of Georgetown University’s McDonough School of Business sheds light on the negative impact of uncivil leadership. Her findings reveal that treating people with incivility can significantly undermine their performance at work, with 66% experiencing decreased efforts, 80% enduring lost work time and 12% ultimately leaving their roles. 

While some women may feel compelled to adopt masculine behaviours in the workplace to advance, aggressive leadership breeds conflict, creates toxic environments and diminishes employee morale. Instead, women must reject outdated notions of leadership and embrace feminine qualities, such as empathy, intuition and collaboration. This can be far more effective in creating positive workplace dynamics and achieving leadership success. 

Unlocking the power of feminine leadership qualities 

Empathy, firmness and respectfulness are ingrained qualities for women. We can lead authentically and successfully without resorting to unkindness towards others or undermining their self-worth. Research shows that treating employees this way made them feel valued and created more civil environments leading to more productive, creative, helpful, happy and healthier employees.  

Having empathy and strong intuition is one of our greatest strengths and superpowers. It enables us to create deeper connections, enhance collaboration and drive organisational success. As empathetic leaders, women possess a heightened ability to understand and relate to the emotions, perspectives, and experiences of others. This innate capacity enables us to develop inclusive and supportive environments where individuals feel valued, heard and empowered to contribute their best work. 

Empathy also allows women leaders to establish trust and build strong relationships with their team members, creating a sense of safety that encourages open communication and idea-sharing. By actively listening to the needs and concerns of their employees, they can address challenges more effectively, identify growth opportunities and inspire greater engagement and commitment. 

Creating a supportive environment for women in leadership 

To encourage more empathetic behaviour in the workplace, organisations must create environments where women feel empowered to lead authentically. By prioritising diversity and inclusion initiatives and ensuring that women have equal access to leadership opportunities and resources, organisations can create a more supportive environment. Additionally, promoting transparency and open communication channels allows women leaders to express empathy authentically and build trusting relationships with their teams. 

Offering tailored leadership development programmes that address the specific needs and challenges encountered by women in leadership roles is vital. These programmes should prioritise the creation of emotional intelligence, effective communication and conflict resolution skills, empowering women to lead with empathy and effectiveness. Additionally, creating mentorship and sponsorship opportunities for women leaders facilitates their professional growth and progression. Pairing emerging female leaders with seasoned mentors offers invaluable guidance, support and networking avenues, enabling them to navigate their leadership paths with confidence and resilience. 

A future of authentic leadership  

To nurture authentic women’s leadership, we must embark on a journey towards greater inclusivity, authenticity and societal progress. Embracing empathy, collaboration and integrity, allows women leaders to inspire positive change, drive organisational success and create thriving, equitable workplaces. Through proactive support, mentorship, and advocacy, we can create environments where women feel empowered to lead authentically, leveraging their unique strengths and perspectives to make meaningful contributions to their teams and communities.   

Together, we lay the foundation for a future where authentic women’s leadership thrives, shaping a world that celebrates diversity, welcomes inclusion and embraces the power of empathy to create lasting impact. Empowering women to lead authentically by embracing their inherent strengths is essential for creating inclusive and innovative workplaces. By valuing diverse leadership styles and promoting environments where women can thrive, the tech industry can unlock new potentials and drive sustainable growth.  

It is time to discard outdated notions of leadership and recognise the unique contributions that women can bring to the table.

About the Author

Valmina Prezani, recently appointed Head of Retail Banking, possesses a strong financial services software background. After 15 years at Temenos, where she was Product Director overseeing the core Retail Banking portfolio, she joined SAP Fioneer. Her expertise and leadership are instrumental in shaping the trajectory of innovative solutions within the industry. 

The post Empowering Women Leaders to Embrace Authenticity and Lead with Impact  appeared first on The European Business Review.

Thank you for taking the time to join us today, Ms. Chakir. Can you give us a glimpse of your background and how you became involved in AgriFood tech?

Most of my professional experience has been in the food industry with leading American multinationals, where I held roles in marketing and innovation. My favourite roles were in innovation and product development, working closely with R&D and commercial teams to bring product concepts to life. However, I noticed that large corporations often missed out on disruptive innovations, favouring low-risk, short-term returns. This frustration led me to explore other approaches to innovation, particularly in the startup ecosystem. In my early 30s, I took a break to pursue a full-time MBA, immersing myself in innovation and entrepreneurship. After my MBA, I worked at a leading tech company and then as a consultant in innovation for agrifood, which eventually led me to my current role at EIT Food, where I now lead RisingFoodStars. 

From your perspective, what are the most significant factors affecting a sustainable food system?

The most significant factors to build a sustainable food system include reducing greenhouse gas emissions, preserving biodiversity, managing water resources, and ensuring food security. EIT Food addresses these factors through its three key missions: healthier lives through food, a net zero food system, and a fully transparent, fair, and resilient food system. 

Scale-ups in the agrifood tech sector are actively tackling these issues. For example, many startups are developing plant-based and lab-grown proteins to reduce our reliance on animal agriculture, a major contributor to GHG emissions, aligning with the mission of creating a net zero food system. Others are creating bio-stimulants and carbon farming solutions to enhance soil health and sequester carbon, promoting biodiversity and sustainability. 

In terms of healthier lives through food, startups are innovating to provide balanced, sustainable, and healthy diets. This includes developing alternative proteins and new genomic solutions to improve nutritional content and food security. 

Finally, to support a fully transparent, fair, and resilient food system, startups are working on precision farming technologies that use AI and IoT to optimise resource use and improve crop yields. They are also creating sustainable packaging solutions that minimise waste and use biodegradable materials, contributing to a circular food economy. 

EIT Food’s initiatives, such as the Regenerative Agriculture Revolution and the Zero Hunger programme, actively contribute to these goals by providing resources to scale-ups, so they can address these critical issues effectively.  

What are some of the most promising innovations you’ve seen that can enhance the sustainable food system? 

Some of the most promising innovations include alternative proteins, such as mycellium-based and algae-based meat substitutes, which significantly reduce the environmental footprint of food production. Examples include Revo Foods, BettaF!sh and Matr. Also, sustainable packaging solutions, such as those from RisingFoodStar Notpla, are making a substantial impact by minimising waste and using biodegradable materials. 

Additionally, there are businesses such as MyEasyFarm, that use AI driven precision farming technologies to optimise resource use and improve crop yields. We are also seeing exciting innovations in upcycling food waste into valuable products and extending the shelf life of perishable goods. These hold great promise for enhancing the sustainability of the food system. Notable names in this space include Agrain, Kern Tec and Freshsens. 

EIT Food’s programmes like the Seedbed Incubator, Food Accelerator Network and RisingFoodStars are fostering these innovations by providing startups with the necessary support and resources to succeed.

How do you see the role of female leaders in driving these innovations and tackling the challenges posed by building a sustainable food system?

Female leaders play a crucial role in driving innovations and addressing the challenges of building a sustainable food system. However, in 2023, women-founded startups accounted for 2% or less of venture capital (VC) funding invested in Europe and the United States. 

In our experience, female leaders bring diverse perspectives and are often more attuned to the social and environmental impacts of business practices. We believe female leaders are instrumental in fostering inclusive and sustainable approaches to food production, distribution, and consumption. Their leadership is essential in creating resilient and equitable food systems that can adapt to the changing needs of our planet and its inhabitants. This is why programmes like EIT Food’s Women in Food initiative and the Empowering Women in Agrifood (EWA) project have been created; they are designed to support and amplify the contributions of female leaders in this sector. Just in the RisingFoodStars programme alone, we saw the percentage of women CEOs in the programme grow rapidly through our targeted scouting approach. To date, 30% of our RisingFoodStars founders and CEOs are female, beating the average industry level of 13%. We aren’t stopping there though, our aim is to reach 50% by 2027.

In what ways can the innovations spearheaded by women contribute to providing healthy food options and ensuring the sustainability of the food system, especially in vulnerable communities? 

Innovations spearheaded by women can significantly contribute to providing healthy food options and ensuring the sustainability of the food system. This, in turn, can support particularly vulnerable communities. Women-led initiatives often focus on holistic solutions that address both environmental and social challenges. EIT Food’s EWA programme, which supports female entrepreneurs in agrifood, is an excellent example of how contributions to the agrifoodtech sector  are being nurtured and expanded to the most vulnerable communities.

Can you highlight some of the unique challenges that female entrepreneurs in the agrifoodtech industry face, and how does the program help address these challenges? 

Female entrepreneurs in the agrifoodtech industry often face challenges such as limited access to funding, networks, and mentorship compared to their male counterparts. They may also encounter biases and stereotypes that question their expertise and leadership capabilities. The RisingFoodStars programme helps address these challenges by providing tailored support, including funding, mentorship, and networking opportunities. We actively connect female entrepreneurs with industry leaders and investors, ensuring they have the resources and support they need to succeed. Our programme also fosters an inclusive community where female entrepreneurs can share experiences, learn from one another, and build strong professional relationships. Additionally, initiatives like EIT Food’s Women in Food and EWA specifically aim to level the playing field for female entrepreneurs in this sector. 

Could you share any success stories where women-led initiatives have made a significant impact on building a sustainable food system? How do you envision women leaders continuing to drive progress in this area? 

One notable success story is “Those Vegan Cowboys,” co-led by female entrepreneurs. The company is making strides in the alternative dairy sector with innovative solutions that significantly reduce environmental impact. Another example is “Neggst Foods GmbH,” a company developing egg alternatives. Led by a female founder, it is contributing to reducing reliance on traditional animal agriculture. Agrain is also one of our companies led by a woman founder that is exponentially scaling its solution to upcycle spent grains. These initiatives have not only advanced sustainable food practices but have also secured significant investments and partnerships, demonstrating the impact of women-led innovation. Moving forward, women leaders will continue to drive progress by championing sustainable practices, advocating for policy changes, and fostering inclusive environments that support diverse perspectives in the agrifood tech industry. Programmes like EIT Food’s EWA and Women in Food will continue to support and inspire the next generation of female leaders.

Executive Profile

Narjis Chakir has over 14 years of experience in Agtech and Foodtech, holding key roles at Procter & Gamble, General Mills, and more. She now leads the EIT Food RisingFoodStars program, where she supports over 50 agri-food tech startups. Narjis also founded “Adventure Ladies,” with the purpose of inspiring Middle Eastern women to travel, and volunteered with INJAZ NGO, teaching entrepreneurship to high school students. 

The post Leading Sustainable Food Innovation: Insights from an Agrifood Tech Leader appeared first on The European Business Review.

Thank you so much for joining us today, Claire. Can you share more about how you navigated those early days without a traditional academic background and what key moments set the trajectory for your career in finance and fashion?

Those early days were very challenging because, at that time and even today, it was almost impossible to have a serious career without at least a master’s degree. I only had my A levels, which were considered adequate, but to pursue a career in agency recruitment and later headhunting in the banking and finance sector, a degree was often the first criterion employers looked at. Therefore, to get myself through the door, so to speak, I really had to prove myself from day one. This meant I had to think outside the box continuously.

I didn’t just send in my CV; I knew I would have to physically go in and show my CV to the highest person within the organisation, creating an instant impression. This is exactly how I got my first position. I saw a job advertisement in a local newspaper for a recruitment consultant and called them. She said to me, “I’m so sorry, but you are way too young, and we are looking for somebody who already has experience and a greater education.” I listened and said I would like to come by and drop off my CV. I mentioned they were located very close to me, and it would be easy for me to just drop by. It wasn’t that close to me, but I knew I needed them to see me or at least speak to somebody, hoping to create an impression. The lady on the phone, under a little protest, said okay, I could drop it by.

Despite being told I was too young (18) and underqualified, I insisted on dropping off my CV. The next day, I arrived with my CV, not knowing the manager I spoke to was at a funeral, and two staff members were sick. The CEO, who I didn’t know was the CEO, was helping manage the phones due to the staffing shortage. While sitting in the reception, I noticed the phones ringing on empty desks. I did what was natural to me: I walked over, picked up the phone, and started answering calls, taking messages, and ensuring someone would follow up.

The CEO saw me doing this and asked who I was and why I was there. She was a bit shocked but in a good way and said, “Right, well then, let’s talk.” After our conversation, she decided to give me a try, and I got the job. This was the beginning of my career in recruitment.

This recruitment agency, which specialised in various industries, was a great start for me. I learned a lot in those first couple of years. By the age of 21, I was headhunted for a top position in a consultancy in London, working in the banking and financial sector. After several tough interviews, I got the job and started working under a wonderful boss named Gail, who led with great kindness, motivation, and focusing on us all working together as a team. We were set weekly targets to achieve, which could have been incredibly stressful, yet it wasn’t. I remember bringing on board two of the largest clients we had at that time, Goldman Sachs and Lehman Brothers, and I was very proud of myself.

I started to build a reputation because I was and looked very young. When people spoke to me on the phone, they never questioned anything, but when they saw me, they were a bit shocked. I remember receiving a bunch of flowers from one CEO who was very impressed after saying I didn’t look any older than his daughter, which was quite funny. I really enjoyed surpassing his expectations.

As competition grows, pet-friendly experiences that are effectively marketed online can help hotels, restaurants, and even tour operators to distinguish themselves from the pack.

One thing I should note here is that I knew exactly how to dress. In those days, working in London, we weren’t even allowed to wear trousers, so it was very much a skirt and jacket. After the early years, this started to change and became more acceptable, but because I looked so young, I went out of my way to buy clothes that made me look the part. I loved smart, classic suits with maturity and feminine elegance, and because I am petite, I tried to make myself appear more mature. The clothing made me feel more confident about everything. This is how I later started my own fashion company, CJ London. Its roots trace back to when I started in recruitment, wanting fashion that was timeless and elegant but also very comfortable to wear. It was often a struggle to find a basic capsule wardrobe where I could mix and match. I spent money on basic, classically made clothing and matched it with different types of other clothing. These are some of the significant factors that started my career in both finance and fashion.

What drove you to take such an initiative, and how do you think this action influenced your career path?

At the age of 18, I found myself without a home from one day to the next. I was in a dreadful situation, literally on the streets, very alone, and with nothing other than what I was wearing. From that day onwards, I had to fend for myself. I had to find a place to live and a way to earn a living and support myself. It was a very scary situation for an 18-year-old to be in. At that time, I didn’t have a mobile; they didn’t exist, and to be honest, I didn’t have many friends. As a child, we moved around a lot. Despite coming from a very upper-class, wealthy family, it was, in “polite English terms,” a very “dysfunctional” family.

On the positive side, I feel that I developed a skill set beyond my years and a desire to learn as much as I could about the human mind to cope with my life. I learned how to navigate certain situations, conversations, and experiences. Despite the dysfunction, I hope I managed to take away some of the good things from my childhood and upbringing, which helped me navigate a complex world. I also discovered how one act of kindness can literally change someone else’s life forever and prevent them from going down a wrong path. Hence, being an ambassador for charities supporting children and young adults and helping where I can brings me great pleasure.

To go back slightly, just before I found myself without a home, I had met a kind shop assistant named Alex, who was a similar age to me. I went back to the shop and asked her if I could sleep on her floor that night, and she said, “Of course you can.” She even offered me a bed to sleep in. I stayed with Alex, a girl I hardly knew, and her kindness is something I will never forget. My cousin also paid for some food to help me keep going, another act of generosity I will always remember. After a short while, I was able to rent a room in a very run-down house and eventually an apartment, as my career flourished.

I feel that much of what I’ve achieved in life has come from a place of survival, and I am proud of what I’ve managed to accomplish. However, I wouldn’t want my own children to be in that situation. I believe in education, and if one has the opportunity to get a good education, it can help significantly going forward. This experience also influenced my life by developing a huge empathy for people. Having such empathy can have downsides, as sometimes I take on too much. I am a sensitive person, but also very positive and encouraging. When a problem arises, I want to fix it. This can be an excellent skill set in business; nothing is ever insurmountable for me. If an obstacle comes up at work, I can always find a solution. If people have a problem, I’ve learned not to “fix it” myself but to guide them in working to solve it in their way. I feel a great sense of success when I know I’ve made a difference and helped someone on their journey to fixing a problem.

From an early age, I’ve wanted to make a difference in the world. I believe we all have the capability to change the course of someone else’s life, which can be incredibly rewarding. For me, it has been immensely fulfilling.

What strategies or skills did you rely on to excel and stand out in this competitive field?

From a very young age I’d always wanted to be a ballet dancer and then when I realised that I was never going to be the best at it, I recognised that I loved everything that was creative so at 14, I went to a stage school and that year I worked as an actress and I loved it, however I also knew that I was not quite emotionally mature or stable enough to be able to handle this attention, which in itself was quite an epiphany at the age of 14 to realise that. This experience influenced my approach to every role in my career, viewing each position as a part to play.

I went back to a “normal education” school and continued my education up to A Levels where I found myself as mentioned earlier out of a home, which ended my education and led me into working. This situation taught me resilience and resourcefulness.

Loyalty and perseverance are key traits for me. When I commit to something, I don’t stop until I deliver results. This I feel has been a tremendous asset in business and achieving results.

My acting career resurfaced later in life and significantly influenced my approach to various positions. At 26, I started over in Denmark, my home for over 25 years, taking on diverse roles from appearing in a top comedy show to a “start up” working with Employee Advocacy and Thought Leadership. I view every position as a role to play, leveraging my ability to hyperfocus and immerse myself in learning about the field. Even when working with Blockchain, which I knew nothing about, I submerged myself into it and have a desire to learn as much as I can. Adapting and immersing myself in new fields became essential. The key being, it has to be something I feel passionate about, or I need to find the passion in it.

Loyalty and perseverance are key traits for me. When I commit to something, I don’t stop until I deliver results. This I feel has been a tremendous asset in business and achieving results.

Despite my upbringing, there was one piece of advice from my mother that has stayed with me like gold throughout my life: “Claire, you can do whatever you put your mind to and for some reason that seemed to cement itself firmly in my head and perhaps that’s what has enabled me to pursue numerous paths in life, including relocating to different countries and reinventing my career multiple times.  It has been incredibly inspiring, and it has also instilled in me a drive where the bigger the challenge, the more I want to tackle it and prove that I can succeed despite not coming from the typical background people might expect.

I also want to help others who for one reason or another don’t have the “conventional” education / work background, go on to realise their own dreams and aspirations as I believe all of us have many hidden talents, just waiting to be released.

How did you manage these transitions, and what advice would you give to others facing similar situations?

I read a lot of books from a very young age about self-development. Book after book about personal growth, understanding oneself, and why one chooses the directions in life they do. Understanding personality types, different types of communication, and what makes us “tick,” among other topics—I believe these books helped me immensely in reaching where I am today. Richard Branson’s book “Losing my Virginity” was one of the first business books I read and loved. I also admire Tony Robbins, who has been a huge inspiration because his way of speaking resonates well with my personality type. At the age of 16, I came across “You Can Heal Your Life,” a book that changed my life.

I love listening to others’ journeys and am sometimes guided by reading about their experiences. Understanding that we’re all on a path, regardless of where it leads, is a constant development. I firmly believe this helps with transitioning in life from one phase to another. I also believe strongly in thinking and acting as positively as possible. Positivity doesn’t just come; it requires discipline and habit-building.

I have always incorporated running into my life. Running four times a week serves as a form of meditation for me. Whether there’s a storm or snow, I love getting out, and it truly is a gift for me. For me, physical fitness is intertwined with mental fitness—they go hand in hand. I enjoy many different sports, and anyone who knows me will say I have a lot of energy. If I don’t release this energy, it feels uncomfortable, so it comes naturally to me. I have found that I make my biggest breakthroughs at work when I am physically active.

I started meditating only about nine years ago, and I only do it for around 10 minutes, but it has had a huge impact on my life. Combining meditation with running has been an effective way for me to cope physically and mentally with the transitions and challenges I’ve faced.

How did you manage to balance acting with your professional responsibilities, and what has this experience taught you about versatility and resilience? 

I always say that of all the countries in the world, moving to Denmark and having an acting career was something I never could have predicted. Sometimes people talk about fate, but I’ve always loved acting and embraced my creative side. When I landed a role in a major Danish sitcom, I enjoyed the challenge of improvising in a foreign language I didn’t speak fluently at the time. I learned the language along the way, and it definitely boosted my confidence in my professional life and the responsibilities I’ve taken on over the years.

Managing the balance between acting and my corporate roles taught me invaluable lessons in versatility and resilience. I’ve never been afraid of any task given to me, which I know is slightly different from the norm. Seeing people beyond their titles, and age, and connecting on a personal level has built trust and enabled me to thrive in various industries, including senior roles in banking, finance, and corporate sectors in Denmark.

I really feel as though both the acting and the corporate can merge extremely well together in a way that I couldn’t have seen before.  And for me, I love the fact that I get to use both my creative and my business mind. I can offer a lot in terms of communication, a skill honed through acting where I approach situations from an objective, outside perspective. I assess how companies present themselves, their core values, and what drives their passion. I enjoy helping them convey this to all employees, looking at things creatively and objectively rather than from a purely corporate viewpoint.  I really feel as though both the acting and the corporate have merged extremely well together, allowing me to use both my creative and business minds effectively. This balance is ideal for me because if I were acting all the time, I’d miss using my business brain too.

What inspired you to venture into the fashion industry, and how does your diverse background influence your approach to business and leadership within this sector?

After working for some startups, I began to compare them with the large corporations I had previously worked with, leading me to question what kind of company I would start myself. My passion and how I started CJ London, stem from my 25 years of experience as both an actress and a businesswoman.  This journey led me to ponder how one could transition from the office or a boardroom meeting in a stylish yet relaxed and comfortable outfit that is easy to wear, doesn’t require frequent trips to the dry cleaners or ironing, and is as sustainable as possible. Being aware of my own excess clothing inspired me to create a line where a few key pieces could mix and match with other favourites, promoting sustainability. I also believe that the fact that I had no experience in the fashion world, and therefore no preconceived ideas, in many ways, this was a good thing, because I think if I had any experience, I might have just stopped there.

I absolutely love Nike’s slogan “Just do it” as it summarises my approach perfectly. I tend to not overthink things, but rather trust my instincts and follow my passion, supported by thorough research and seeking out the best people to help achieve my goals. An example of this is that even though I don’t have a fashion design background, I found a technical designer who could translate my hand-drawn sketches into accurate dimensions.

I also believe that, having had experience in both corporate and startups, I have developed a good sense of different leadership styles. I could easily discern what kind of leadership style I would like to have, taking from what I feel works well. For me, this is a good combination of having a shared goal, where everyone is part of it and appreciated for what they do and their role, supported and inspired to do their best every day. This, in essence, is all about having the best communication possible, and how this looks for different people is key to getting the most from them and, in turn, creating a successful company. I also strive to work with great people who share the passion and where there is good energy. This is a priority rather than the absolute skill set being 100%, because I do believe that as a good leader, you can always help in the areas where one needs it if everything else is good.

Can you elaborate on how empathy has shaped your leadership style and decision-making processes, particularly in non-traditional career paths? 

I really feel that empathy has come naturally to me, perhaps because, as I mentioned before, of a very dysfunctional upbringing that was also quite militant in many ways. It taught me about pain and experiencing it firsthand, which made me empathetic towards others. It also made me very understanding of different people. Hence, I’ve always been fascinated by the different personalities we all have and the way our minds work. I love to tap into everybody’s individuality and see it as something unique. Therefore, I think with leadership, it has been natural for me to always remember that we are individuals, not the same as anybody else. Therefore, the way they do things is different from the way you do things and your expectations can also be very different. Communication is really key here. If the communication is not understood by the other person because everyone has different ways of communicating, you really need to tap into that and have a lot of empathy for learning how other people work and what makes them tick. So, when it comes to decision-making, I truly believe that you need to take into account lots of different perspectives and at the same time be very firm about knowing yourself and what is going to work in the moment. Ultimately, I do think that it’s great to have empathy, but it also has to be balanced. In the workplace, when it comes to business, empathy can only go so far. It’s important to strike a good balance. One more thing to be careful of is that when you have a lot of empathy, it doesn’t get in the way of making good business decisions because they are two very different elements of decision-making within business and decision-making when it comes to individuals and discussing feelings and business, there is a very fine line.

How can they leverage their unique experiences and skills to build a successful and fulfilling career?

Understanding that their unique experiences are what makes them and what makes them the best at what they do. Being able to know 100% one’s own skills and be able to convey these and use them in their role, wherever they work and the combination of truly believing in oneself and capabilities and skill set and constantly learning and improving on these. I am also a great believer in setting goals each year, they can be just 5 things one wants to accomplish throughout the year and it can be anything from career to personal achievements, take a look at these goals periodically and re fresh, take a look at how far you have come, what needs to still be done to achieve these. The point is not that one needs 100% success in all 5 goals, but that by the end of the year, one is happy with how far one has come. It’s about the journey one takes, the learnings and insights, along the way and creating new opportunities of growth, both personally and professionally that creates success. If one can enhance and grow from these as well, this will result in having a really successful and fulfilling career. And lastly on this point, we tend to define success by how much money we have and I believe that success is so much more than this, but more about how full filled we feel inside and the impact we have had for others and feeling proud of this.

Executive Profile

Claire Ross-Brown is an English actress, businesswoman, and philanthropist with extensive experience in both the entertainment industry and the business world. Launching her acting career at the age of 14, Claire quickly made a name for herself with appearances in popular English TV shows such as “EastEnders” and in feature films like “The Rainbow.” Her expertise also spans the financial sector, where for over 30 years she has been a pivotal figure, providing advice to industry leaders including Cashworks, Goldman Sachs, and Credit Suisse on talent management, corporate partnerships, and strategic deal-making. 

In 2019, armed with a deep understanding of modern business and financial practices, Claire founded CJ London, a luxury fashion brand known for its exceptional yet accessible “Timeless Classics” collections. Centred around the iconic “little black dress,” CJ London is committed to sustainability, using eco-friendly materials and processes to cater to fashion enthusiasts globally. 

The post Charting Success Beyond Expectations: Interview with Claire Ross-Brown appeared first on The European Business Review.

Discover how empathy, mentorship, and creating supportive environments can drive success, foster innovation, and inspire the next generation of women to thrive in the tech industry. In this exclusive interview, Stacy Bohrer, Vice President of Buyer Development at OpenX, opens up about her unique approach to leadership, the transformative power of servant management, and her mission to uplift women in tech.

Stacy, you have a strong background in building teams for success, how do you approach leadership? 

One of the most important things a leader needs to know is that you can’t do it all yourself. Leaders that micro-manage their staff will hold their team back. Rather than standing in the way, a good leader will act as a blocker and a tackler, clearing a path to give the team the space to perform and deliver on goals.

Empathy is also key; managers must understand the obstacles that every individual on their team faces and help them to solve or remove internal challenges. By providing a safe environment for each team member, you give them the room to be their authentic selves.

These aren’t just nice-to-haves, either. This is a demonstrated path to reaching business targets. People on my teams achieve their goals not because I demand that they do, but because they have the freedom, the power, and the support to do so.

Talk to us more about servant leadership, why is this concept so important to you?

I believe that servant leadership is one of the best management styles to enable an organisation to scale and thrive. When a manager empowers their team with everything they need to reach their collective goals and hit their own personal development targets, performance levels will soar.

Dictatorship on the other hand doesn’t empower employees to perform to the best of their ability. If team members are afraid of the consequences of making a mistake, they won’t take risks. If people are always told what to do, they won’t think creatively to reach their objectives. But when a manager considers how each team member is motivated, empowers them to take control of their role, and gets out of their way, that team will run through walls.

Why is empowering other women to succeed in tech so important?

Representation matters; it’s essential for an equitable and successful industry. Seeing more women in senior management positions inherently encourages other women to embark on a career in tech as they can see a potential pathway for themselves.

There are still not enough women – especially BIPOC women – working in senior and technical roles in adtech – and the same goes for the wider technology industry. If people don’t see faces that look like their own in the boardroom, then they will look elsewhere and the tech industry will lose out on valuable skill sets.

Organisations such as The Female Quotient and Chief are doing great things to help redress the balance in the workplace through visibility initiatives and mentorship. But collectively we can do more to take up space, be visible, and advocate for one another.

What are some ways you’ve been supporting women? 

I’ve been actively taking part in mentoring sessions through the OhHello platform; anyone seeking mentorship can book time with me or another mentor on the platform. All the proceeds from my bookings go directly to Girls Who Code, an international nonprofit organisation that works to increase the number of women in computer science.

I’ve always been a firm believer in women having financial independence, so another key focus of mine is acting as an advisor to women who are in the process of transitioning their careers while maintaining their earning potential. Other areas I’ve invested in mentorship are speaking at a range of industry events and schools on the topic of supporting women in business and hosting networking events for women that focus on overcoming barriers to growth in the tech industry.

What advice would you give to other women looking to start a career in tech? 

One of the most important messages for women who want to get into the technology industry is to continue to look for new opportunities to learn, whether in formal or informal environments. Qualifications count for a great deal, but there are also many virtual and digital courses out there that enable you to learn specialised skills in your own time and fit around full-time work.

It’s also vital for women to build their own networks. With strong relationships in place, a world of opportunities will open up. Attend events and meetups when you have the chance, and keep in touch with the people you meet. Virtual meetups and social media platforms such as LinkedIn also provide great potential for networking. Don’t be afraid to take up space and reach out to people you’ve not met in person. And when the time comes, be responsive to those who reach out to you. It takes all of us to make progress.

Executive Profile

Stacy Bohrer is VP of Buyer Development NA at OpenX. With decades of experience within the digital marketing and technology space, she works with her teams, clients and agencies to ensure that high-quality inventory is coupled with rich data for effective digital marketing campaign results.

The post Empathy and Empowerment: Transforming Tech Leadership for Women appeared first on The European Business Review.

What challenges do working mums face today? 

The challenges are the same as they’ve always been. And I’m sorry that I have to say that.  

Despite societal attitudes shifting, women still assume the largest burden of childcare. One in ten mothers in the UK quit their jobs due to childcare pressures, while two-fifths have turned down a promotion for the same reason. And it’s no surprise that, despite increased efforts to reduce financial disparity between men and women, working mothers are still more likely to feel the pinch of childcare costs. 

That’s not to say there haven’t been important strides made. For all the pressures that it caused, the pandemic proved an accelerator for greater empowerment for working mothers – and working dads who want to spend more time with their children – when it came to flexible working arrangements. 

So while we have made great strides in narrowing the gender gap, when a woman becomes a mother the glass ceiling comes into sharper focus. 

What changed during the pandemic? 

The immediate pressure on working parents during the early days of 2020 obviously greatly increased. I struggled to balance running a company while both my young daughters were in lock-down and many team members had similar challenges. 

But the pandemic highlighted that homeworking was not the productivity killer that many leaders had assumed it was. It confirmed for some a belief I fostered from an early stage at GingerMay, that working parents can meet their childcare commitments while delivering the highest possible standards of work when given the flexibility to work remotely. Most of all, it shook out some of the presenteeism mindset that dominated many companies. 

More and more companies are enacting ‘return to office’ policies. How do you see this impacting working parents? 

It’s a real shame to see this reversal. The decision taken by the likes of Boots, Goldman Sachs, and – ironically – Zoom to make staff come back into their offices five days a week is incredibly shortsighted and significantly impacts working parents. Though two-thirds of CEOs think staff will return to the office five days a week, this regression would be hugely damaging to work/life balance and parents’ ability to fulfil personal and professional roles. Only a third (31%) of working mothers currently have access to the flexible working arrangement they need, stricter attendance policies will only make this worse. 

I was shocked to discover how difficult it is to balance childcare, long-commutes and work commitments. The inflexibility of my employers was appalling and spurred me to create a different paradigm. I set up GingerMay with flexible working built into its core to help ensure that working parents didn’t need to make a choice between their kids and career. We have members of our team that take time blocked out every day to do the school run, then return to work. They’re just as valuable to the company as someone who is in the office and working more traditional hours.  

Ultimately this demand for a return to the office is a gigantic step back and business owners have a responsibility to ensure that experienced and talented individuals are not driven out of the workforce, particularly when companies are still struggling to find the right candidates.  

How can this change be reversed?  

CEOs need to change their mindset from an outdated bums-on-seats approach to a more holistic and data-driven way to measure the performance of staff. Outputs and results are far more meaningful than what time you get into the office. We’ve found that by empowering staff to work how and where they want, we achieve greater results more efficiently. 

Flexibility must not just be a box-ticking exercise. I’ve seen companies talk loudly about their flexible work policies, but the truth is that many are less than accommodating. Speak to your staff, find out what they actually need from a flexible working package, and work with them to make it a reality. 

What advice would you give to working mothers? 

For working mothers the most important thing is to remember your worth. I know from experience that this is not always easy and that finding work/life balance can be tough. But be confident in the value you can bring to your company. While looking for workplaces that offer flexible working as standard is obviously important, keep in touch with legislation to protect working parents, such as the UK Flexible Working Bill which allows new employees to request flexible working from day one of a new job. 

Executive Profile

Victoria Usher is Founder and CEO of GingerMay, a multi-award-winning global agency for integrated B2B tech communications. Victoria has received national acclaim for her commitment to flexible working, winning the Leadership Award at the UK Company Culture Awards 2024. 

The post ‘Know your Worth’: Victoria Usher on the Challenges for Working Mums appeared first on The European Business Review.

What motivated you to start Tripsider, and what were the key factors that drove you to enter the tech startup space? 

I have always been an avid traveler who meticulously planned my own trips. However, a disappointing vacation in China with a package tour exposed me to numerous issues, including a 5-hour flight delay and an unprofessional tour guide. As I noticed that the tour organizers seemed indifferent to the tourists’ experiences, treating them as mere parts of an assembly line, I realized there was a need for personalized travel services. 

Determined to find a better solution, I discovered that expert-led, small group trips offered a much richer experience, but there was no single platform where travelers could find these tours. Therefore, I decided to create one myself. It was an attractive business proposition, since the adventure travel sector was actively growing — around 15% annually — and expected to be a $2 trillion industry by 2032. Hence, after returning from China, I partnered with two like-minded co-founders, and we invested $10,000 of our own savings into developing and promoting Tripsider, aiming to provide a more tailored and enjoyable travel experience for others. 

How has your vision for Tripsider evolved since its inception, and what role has mentorship played in shaping that vision? 

Adventure travel is the antidote to cheap dopamine. Tackling challenging tasks builds confidence, happiness, and resilience in difficult times. Our core concept has stayed the same since we defined our mission and vision in 2018. Initially, we focused on building a marketplace, but now we’re putting more effort into helping travel experts develop their businesses. This shift has allowed us to create more personalized and high-quality travel experiences. Our mentorship efforts mainly target C-level executives, especially because they handle a lot of data and responsibilities, which is crucial for our growth. 

As a leader, mentoring other leaders often means confronting my own ego. When something goes wrong, it’s important not to jump in and fix things immediately. Mistakes are inevitable, and they provide valuable learning opportunities. By giving people the chance to learn and grow on their own, we foster a more resilient and capable team.

How do you mentor and support your executives to help them grow and succeed within the company? Can you provide an example of a success story?  

In our company, each employee has a Personal Development Plan (PDP) that is supported by C-level leaders from different departments. Everyone has room for growth in areas that might hold them back from achieving their ambitions. Based on these, we create a plan to help our team members set the right goals for their personal and professional development. 

For example, one of our employees, who initially worked with us as a sales manager, expressed a desire to transition into product management. We greatly valued her enthusiasm and commitment to growth, so we decided to support her on this journey. I developed a tailored development plan for her, which included training, mentorship, and hands-on projects to help her gain the necessary skills and experience. 

Even though the shift took four years, now, she works with us as a product manager and is extremely happy with her decision. Her journey is a testament to our commitment to nurturing talent and supporting our team’s professional development. In fact, over the past six months, she has made significant progress and has even started mentoring other employees herself.  

What challenges have you faced as a woman leader in the tech industry, and how have you overcome them to thrive in a male-dominated field? 

As a woman leader in the tech industry, I encountered the same amount of difficulties as males, but they were different. Early on, I learned to establish clear boundaries, which has helped me navigate the typical challenges women face in business. This proactive approach has enabled me to earn respect and trust, allowing me to concentrate on driving innovation and achieving success in a predominantly male field.  

Can you share your insights on how women can navigate and succeed in leadership roles, particularly in industries where they are underrepresented? 

For women aspiring to succeed in leadership roles, especially in male-dominated industries, here are a few key pieces of advice that have helped me: 

Firstly, develop self-confidence. Believing in your abilities and taking on responsibilities is crucial. My background in professional sports instilled this quality in me. It was especially useful during the pandemic when, as CEO, I had to quickly adapt our business strategy. This not only helped us navigate the crisis but also earned me the trust of my team. 

Secondly, trust in your expertise, as well as in other people’s. You don’t need to be an expert in everything, but it’s important to surround yourself with knowledgeable people and trust them. Seeking out mentors is also vital. Consulting with industry experts when hiring for key positions has allowed our company to grow rapidly. Personal mentors have helped me avoid mistakes and plan strategically. 

Thirdly, build professional connections. For me, actively participating in networking events and conferences has opened up many growth opportunities. 

Lastly, maintain a work-life balance. It’s essential to find sources of energy and motivation that help you thrive in your role. Discovering how to recharge is also crucial. 

By following these tips, you can significantly enhance your chances of success in any field. 

What are some key strategies you believe are essential for women leaders to implement in order to build and sustain successful businesses? 

One important strategy is for women leaders to confidently acknowledge their accomplishments. Men often highlight their individual contributions with “I” statements, while women tend to credit their success to teamwork. It’s crucial for women to speak up about their achievements without fearing they’ll be seen as too aggressive. 

Another vital strategy is to be willing to ask for help. Many women hesitate to seek assistance because they worry it might make them seem less independent. However, successful leaders—regardless of gender—know when to leverage other people’s support and expertise. 

Lastly, women should not settle for less than they deserve. While compromise is sometimes necessary, consistently accepting less can hinder long-term success. Successful leaders are often those who stand firm on their principles and negotiate assertively. 

In summary, women can build and sustain successful businesses by confidently owning their achievements, seeking support when needed, and negotiating effectively to achieve their goals. These strategies empower women to overcome challenges and lead their businesses to success.   

What words of inspiration would you like to share with other women aspiring to take on leadership roles in their respective fields?  

Effective and happy personal development relies on two crucial components: a high level of awareness and stable self-esteem. By cultivating awareness, you can accurately evaluate cause-and-effect relationships, as well as formulate and execute actions based on data rather than emotions. Stable self-esteem enables you to feel whole and act according to your goals, rather than simply aiming to win a competition. 

Remember, leadership involves not only leading yourself but also understanding others and the environment in which you operate. Embrace each moment with mindfulness to build meaningful connections and navigate challenges confidently. Your journey to leadership begins with self-awareness and recognizing your potential to create positive change.

Executive Profile

Olga Bortnikova is a seasoned entrepreneur, travel expert, and the co-founder of travel tech startup Tripsider. Under her leadership, the companies have grown into booming platforms with over $30M GMV and more than 500,000 monthly users. Olga is a certified mentor at UN Women and holds an ICF Certified Coach designation. 

The post Breaking Barriers: Olga Bortnikova on Women Leading in Tech appeared first on The European Business Review.

Female leaders often walk a tightrope between being viewed as ‘too bossy’ or ‘too soft’ by their teams and colleagues. If we are direct and assertive, we are considered cold. If we show compassion, we risk not being taken seriously. 

Many feel the need to adopt stereotypically male behaviours in order to be listened to and have an impact at work, but this risks pitching us into a lose-lose (and tiring) competition. Not only that, but mirroring a traditional male leadership style like the ‘command-and-control’ approach, whereby you fix and solve staff problems by telling them what to do, is losing its effectiveness in the modern workplace. 

There is a better way for female leaders to transform their impact as people managers. Adopting an enquiry-led approach is the key to leveraging their innate female qualities— fostering more authentic connections with their teams, and cultivating an inclusive, engaged and productive workforce. 

Here are 3 steps female leaders can take to develop an enquiry-led approach to supercharge their impact at work: 

1. Learn to ask more powerful questions 

Learning to use an enquiry-led approach focuses on asking better, more impactful questions of employees, rather than providing immediate directions and solutions. 

Imagine an employee approaches you with a problem they’re facing. It might seem entirely obvious to dispense your knowledge and offer advice to fix or solve the problem. Yet with this ‘command-and-control’ approach, not only do you take the work on yourself, but you also rob the employee of a learning opportunity had you encouraged them to do the thinking themselves. 

Learning to ask insightful questions more effectively taps into an employee’s potential and engages their thinking. Powerful and insightful questions shift the balance of the conversation by inviting others to reflect for themselves. 

So, instead of itching to solve their problem yourself, learn to STOP and ask powerful questions that get them to reflect more deeply, helping them develop their own problem-solving skills. Asking authentic questions shows your belief in their ability to find the solution. Avoid asking ‘Why…? ‘ questions that might appear to be critical or assign blame—favour ‘What…?’ questions instead. 

Developing your team’s capabilities through a process of purposeful enquiry will help to unlock their unique skills and talents so that they can use them to the team’s advantage. 

2. Actively listen 

Simply asking powerful questions isn’t enough for transformational change. Your intention should be to create a conversational tone that gets people to reflect more deeply, helping them make new connections that generate new insights. Listening actively to what they say is imperative during this stage of their thinking. You can’t think about the next thing you’ll say when you should be quietly and intently listening. In fact, if you’re truly listening, you won’t be able to do anything else. 
 
Actively listening is also crucial if you want your team to trust you. When they come to you with a problem, try and sense how they’re feeling – what’s their mood? Do they seem stressed? What are they – and aren’t they – telling me? 

If you have asked them a series of powerful questions and there is a period of silence, you must resist the urge to jump in and affect their thinking. Having created a learning opportunity, give them the space to do that valuable mental work. Filling the silence with your voice could be disastrous; it may actually extinguish the spark of an emerging thought or idea that they were shaping which might have turned out to be brilliant. 

3. Give appreciative feedback 

Adopting an enquiry-led approach deepens your situational awareness at work, as you become more efficient at picking up on what employees are excelling at and what they are struggling with. To develop this awareness further, focus on catching people doing things well as an opportunity to give appreciative feedback. 

Instead of looking out only for what we want others to fix about their behaviour, deliberately looking for where someone has utilised a particular behaviour or strength that we’d like to see more of, can offer a perfect opportunity for us to draw their attention to what went well about that. 

Giving appreciative feedback in flow reinforces positive behaviour and provides more positive interactions with employees. This not only strengthens the leader-employee relationship but also builds confidence in developing feedback skills. 

What it means to be a leader is changing. Employees want a deeper sense of purpose, more opportunities for development and impact, and more collaborative relationships with their managers. Using enquiry as a skill to help others develop and advance is much more effective as you progress in your leadership career, as it brings Operational Coaching® into the flow of daily work. It also helps you cultivate confidence in your own abilities as you contribute to the development of a more connected and respectful culture. 

Successful leaders will attest that no one succeeds alone, and you can only really achieve things through and with others. Taking people with you on your leadership journey by becoming a more intentional people leader sits particularly well for female leaders because it is less about ego and more about enabling others.  

And who wouldn’t want to work for a leader like that?

About the Author

Laura Ashley-Timms is the COO of performance consultancy Notion, creator of the multi-award-winning STAR® Manager programme which is teaching leaders and managers in over 40 countries how to adopt an Operational Coaching® style of management. Laura is also the co-author of the new management bestseller, The Answer is a Question. 

The post How to be an Effective Female Leader: The Missing Superpowers that Will Transform Your Impact as a People Manager   appeared first on The European Business Review.

Can you share a bit about your background and what led you to your role as Chief Marketing Officer at notch?

I started via a traditional route, joining a graduate trainee scheme at Coca-Cola where I started in sales before moving into marketing positions for big brands such as Nestlé. I completed an MBA at Cranfield School of Management and moved into consulting at Capgemini working across multiple sectors including FMCG, Retail, Financial Services, and the Public Sector.

After having children, I decided to take a more entrepreneurial path and founded a home accessories company called Linen Loft. The business grew to around 50 staff and provided flexible work opportunities for women. This experience taught me a great deal about managing people.

Now, I run notch with my partner James Napier and am using my extensive sales and marketing experience to help businesses of all sizes, in all sectors to understand how they can make Net Zero not only achievable but an opportunity to be commercially stronger.

What are some of the key initiatives you have spearheaded at notch in the climate tech sector?

At notch, we are truly a user-led brand, and one of the key initiatives I’ve spearheaded focuses on helping our users add value to their business, regardless of their size. The goal is to make our software accessible and simple to use, providing the support and expertise our users need to unlock value across their business through carbon accounting. This makes us unique as we position our brand around the people who use it, highlighting their successes and the tangible benefits they’ve achieved.

Another initiative I’ve led is our collaboration with Net Zero Nation, a Scottish initiative that we co-founded, that is helping SMEs collaborate on their journey to net zero. notch is powering the Net Zero Nation SMEs by providing the carbon accounting software and guidance to drive a collective effort and achieve substantial environmental impact.

How does notch’s next-generation carbon accounting platform stand out in the market? 

While we offer carbon accounting software, we are also used as a comprehensive business improvement tool. Our strong network of partners enables us to deliver a highly personalised experience, whether it’s for an individual company or one with thousands of employees.

We use high-quality, activity-based data to help businesses make accurate plans and take meaningful action on the data. Many companies struggle with supply chain transparency due to size constraints, but our platform breaks down these barriers illuminating the supply chain to make sustainability accessible and actionable for businesses of all sizes.

What challenges have you faced as a woman in a leadership role within the traditionally male-dominated tech industry? 

I believe skills and contributions transcend gender. Across our workforce, everyone brings something unique to the table — collaboration is key to harnessing these diverse strengths. The climatech industry, though rapidly evolving, is relatively new so there is a great opportunity for women to step in and make significant impacts without the entrenched gender norms of more traditional sectors.

The environment is our collective future, so it’s essential that everyone has a say in shaping it.

There’s also a common misconception that because software is technical and scientific, it’s inherently male-dominated. But in this industry tech is just the enabler, it is still about people, and women have always been pivotal in fostering connections in business.

How do you believe diversity and inclusion contribute to driving innovation and sustainability?

With climatech being so new, there’s no single path to success, which means everyone’s skills and perspectives are valuable. There’s room for experienced professionals who can bring proven value to businesses, as well as fresh, diverse viewpoints that can spark innovative solutions.

The environment is our collective future, so it’s essential that everyone has a say in shaping it. By incorporating a wide range of experiences and ideas, we can develop more holistic and effective strategies for sustainability across industries.

At notch, we’ve made our platform user-friendly so that it’s accessible to anyone, regardless of their background. Our mission to mobilise people towards net zero is inclusive, and we believe everyone has a role to play.

How do you balance driving business success with advancing environmental progress at notch?

Central to our philosophy at notch is that business success and environmental progress are not mutually exclusive. In fact, we have shown that treating the environment as a stakeholder can yield significant business benefits. A strong environmental policy can cut costs due to energy savings, open up new business opportunities, and attract and retain top talent.

Central to our philosophy at notch is that business success and environmental progress are not mutually exclusive. In fact, we have shown that treating the environment as a stakeholder can yield significant business benefits.

This is why for us, sustainability is synonymous with business improvement. It’s as integral to business operations as health and safety policies. You can’t afford to ignore it — it’s vital for long-term success. Our users have proven that time and time again.

How do you envision the future of the climate tech sector, and what role do you see Notch playing in it? 

I envision the climatech sector becoming an integral part of every business, with the environment recognised as a crucial stakeholder — just like shareholders, customers, and employees.

At notch, we provide the tools for embedding sustainability into your core values, making the integration seamless and practical. Our platform is designed to be accessible and easy to use, enabling businesses to regularly adapt and react to environmental data, making sustainability a living part of their operations.

At notch, we provide the tools for embedding sustainability into your core values, making the integration seamless and practical.

The key is accessibility. The idea of carbon accounting can seem scary and complicated, but we tell our users that there is no magic solution, and the first step is simply starting to collect and record data. From my experience, businesses that do this start to see progress within a few months. Unlike other climatech solutions that offer quick fixes, notch provides long-term, comprehensive support, including guidance, action-based planning, and help from a network of partners. This holistic approach ensures that businesses not only meet statutory requirements but also achieve meaningful and sustained progress towards net zero goals.

How do you navigate maintaining a healthy work-life balance in a demanding executive role, and what strategies have you found most effective in ensuring both personal well-being and professional success?

Maintaining a healthy work-life balance, especially in a demanding role like mine, is all about connection. Women, especially, often strive for perfection in all areas of life, but what truly matters is the quality of our connections with others. And I have found that the best way to maintain balance is to nurture these connections.

Lowering the bar on expectations and valuing simple, everyday interactions can be incredibly effective. Whether it’s meeting friends for a walk and a coffee or enjoying a meal out, these moments of connection are invaluable.

When working from home, it’s crucial to make time for these small things to avoid getting stuck in a rut. Balancing personal well-being with professional success means making time for meaningful interactions and not overburdening yourself with the pursuit of perfection.

As a female executive, what advice would you offer to other women leaders aspiring to advance in their careers? 

My message to aspiring women leaders is simple: we need you. We need diverse perspectives, and women can often bring unique insights to business challenges. It’s everyone’s role to step up for the environment and drive change. If you believe you can make a difference, you absolutely can. It starts with small steps — teaching children about recycling, improving your business’s efficiency, or becoming an ambassador for sustainability within your organisation.

Staying current and informed is also crucial. Do not leave it to others to lead the way. Take an active interest in meetings, network beyond your immediate circle, and engage with people across different fields. Run groups in your organisation to understand what people want and need. Form connections with peers and mentors, both within and outside your industry. It’s important to seek out mentors, but also recognise when you can be a mentor yourself. Recognise that younger colleagues with different experiences can offer valuable perspectives. Lastly, find inspiration in all places, and be proactive in your journey towards leadership.

Executive Profile 

Joanne Napier is an entrepreneurial Sales and Marketing professional with 30 years of global business experience within the FMCG and Retail industries. Following a successful corporate career, Joanne set up and successfully sold her own business, Linen Loft, a multi-channel home interiors company. She co-developed notch, a next-generation carbon accounting platform with her partner James Napier (CEO) and heads up notch’s Marketing team.  

The post “Sustainability Is Synonymous with Business Improvement”: Interview with Joanne Napier of notch appeared first on The European Business Review.

In recent years, sustainable leadership has emerged as a powerful force reshaping corporate strategies worldwide. At its core, sustainable leadership prioritizes long-term success by balancing economic prosperity with social responsibility and environmental stewardship. This approach is not just about compliance; it’s about fostering innovation, building resilience, and creating positive societal impact. 

Interestingly, the realm of sustainable leadership is increasingly being shaped by women. Leaders like Judith Wiese, CSO of Siemens; Annette Stube, CSO of Lego; or Kate Brandt, CSO of Google, are spearheading impactful sustainability initiatives at their respective multinational companies. This trend is even being acknowledged in popular culture, as evidenced by Barbie’s recent release of a Chief Sustainability Officer (CSO) Barbie doll, a symbolic nod to the growing influence of women in driving sustainability agendas. This playful yet poignant gesture reflects a broader trend where women are not only breaking through traditional corporate barriers but are also leading transformative change in sustainability. 

From boardrooms to global forums, women are spearheading initiatives that redefine business norms and environmental practices. Their leadership extends beyond profit margins to encompass broader goals of community engagement, stakeholder collaboration, and global impact. As we delve into why women are at the forefront of the push towards a greener future, let’s explore how their unique attributes and experiences are reshaping the sustainability landscape. 

The Rise of Sustainable Leadership 

Sustainable leadership transcends traditional business paradigms by prioritizing long-term resilience and ethical practices. It requires leaders who can navigate complexities, inspire stakeholders, and drive meaningful change. Interestingly, these leadership traits often associated with women — such as strong communication skills, empathy, and a collaborative spirit — are proving instrumental in advancing sustainability agendas. 

Women are inherently adept at fostering personal relationships and engaging communities, qualities that are fundamental to sustainable leadership. This capability to build consensus and drive collective action is crucial in tackling complex global challenges like climate change and resource scarcity. 

On the global stage, women have been at the forefront of shaping ambitious sustainability policies. Ursula von der Leyen, the first female President of the European Commission, exemplifies this leadership. Her European Green Deal represents a comprehensive roadmap for achieving climate neutrality by 2050, setting a new standard for environmental policy within the EU and beyond. 

Similarly, Christiana Figueres, former Executive Secretary of the UN Framework Convention on Climate Change, played a pivotal role in orchestrating the historic Paris Agreement. Her tenacity and strategic acumen were instrumental in bridging international divides and galvanizing global consensus on climate action. 

Women in Corporate Sustainability 

In corporate boardrooms around the world, women are increasingly assuming pivotal roles in driving sustainability initiatives. This trend is not just about representation but also about tangible impact and transformation within organizations. A notable example is the significant rise in the number of women occupying Chief Sustainability Officer (CSO) roles, a position crucial for integrating sustainability into corporate strategies. 

According to the 2023 Weinreb Group Chief Sustainability Officer Report, the percentage of women in CSO roles has doubled since 2011, reaching an impressive 58%. This surge underscores a clear shift towards gender parity in sustainability leadership, reflecting both the demand for diverse perspectives and the recognition of women’s unique contributions in navigating complex sustainability challenges. 

Prestigious awards like the CSO Awards recognize their contributions. In 2024, despite the CSO Awards acknowledging both men and women, the top three prizes for sustainable leadership were awarded to women: Rebecca Marmot, CSO of Unilever (UK); Karen Pflug, CSO of Ingka Group/IKEA (Sweden); and Daniella Vega, Global Senior Vice President of Health & Sustainability at Ahold (Netherlands). These leaders have been celebrated for their exceptional efforts in driving sustainability within their respective organizations. They exemplify how female leaders are pioneering sustainability as a fundamental business practice, setting new benchmarks in corporate responsibility and environmental stewardship. 

Championing the Circular Economy 

At the heart of sustainable development stands the circular economy, a transformative paradigm aimed at minimizing waste and optimizing resource use. Dame Ellen MacArthur, renowned for her pioneering advocacy, has reshaped global perspectives on sustainable business practices through the Ellen MacArthur Foundation. Her initiatives advocate designing products for durability, promoting to ‘close the loop’ on resource usage, and restoring natural systems — a visionary approach embraced by industries worldwide. 

A prime example of translating circular theory into corporate practice is Talke Schaffrannek, Director of Circular Economy at BASF. In this visionary role, Schaffrannek spearheads initiatives that integrate circularity into BASF’s global operations. Her approach emphasizes setting ambitious sustainability targets, nurturing cross-functional collaboration, and innovating funding mechanisms to accelerate the adoption of circular solutions. 

Schaffrannek’s leadership underscores the practical implementation of circular economy principles within a multinational corporation. By embedding circularity at BASF’s core, she illustrates how large-scale industrial players can drive systemic change towards a more sustainable future. Her efforts highlight the pivotal role of female leaders in operationalizing circular strategies and advancing environmental stewardship on a global scale. 

Practical Takeaways  

What lessons can we derive from these inspirational female leaders? 

1. Convening Power: Sustainable leadership involves bringing together diverse stakeholders in cross-sector partnerships and securing buy-in from local communities. Women leaders excel in fostering dialogue and collaboration, essential for navigating complex sustainability challenges. 
2. Inspiration and Aspiration: Women leaders who embody sustainability as a reflection of their personal purpose inspire others within their organizations and beyond. By aligning corporate strategies with values-driven sustainability initiatives, they spark enthusiasm and motivate teams to embrace ambitious sustainability targets. 
3. Challenging the Status Quo: Sustainable leadership challenges conventional business norms by advocating for innovative approaches that prioritize environmental stewardship alongside economic success. Women leaders are at the forefront of rethinking business models and operational practices to achieve long-term sustainability. 
4. Adaptability and Resilience: In the face of rapidly changing environmental and economic landscapes, sustainable leaders must exhibit adaptability and resilience. Women leaders, known for their ability to navigate ambiguity and manage complexities, can leverage these strengths to steer organizations through sustainability challenges and market disruptions. 
5. Innovation and Creativity: Sustainable leadership thrives on innovation and creative problem-solving. Women bring diverse perspectives and fresh ideas to the table, driving forward-thinking solutions that not only address environmental impacts but also foster business innovation and competitive advantage. 
6. Communication Skills: Effective communication is crucial for onboarding and maintaining stakeholder engagement throughout sustainability transformations. Women’s adeptness in building relationships and empathetically engaging with internal and external stakeholders helps drive consensus and commitment to sustainability goals. 
7. Education and Empowerment: Women leaders can play a pivotal role in educating and empowering their teams and stakeholders about the benefits and importance of sustainability. By fostering a culture of learning and empowerment, they can build capacity within their organizations to embrace sustainable practices and drive meaningful change. 

As we navigate the complexities of the 21st century, women’s leadership in sustainability is paramount. Their visionary approach, coupled with a deep commitment to ethical practices, is driving innovation, resilience, and lasting value creation. By harnessing their unique strengths and experiences, women are not only leading the charge towards a greener future but also reshaping global narratives on corporate sustainability and environmental stewardship.

About the Author

Dr Julia Binder is Professor of Sustainable Innovation at IMD Business School and co-author with Dr Manuel Braun, Director at Systemiq, of  The Circular Business Revolution (out now). 

The post Women Leading the Way in Sustainability: Shaping a Greener Future  appeared first on The European Business Review.

There are four timely questions doing the rounds about imposter syndrome: 

• How prevalent is it?  
• Why does it matter? 
• Whose job is it to fix it?  
• What works?

Prevalence  

Estimates of how many women in leadership roles suffer from imposter syndrome vary. A recent study by KPMG found that 75% of the 750 female executive leaders surveyed suffered from imposter syndrome. Other studies have put this figure higher, between 82-85%.   

Whether the figure is 75% or higher is far less important than recognising the consequences. At these levels, imposter syndrome is a relevant and significant issue for the vast majority of female leaders and their organisations.  

Imposter syndrome sufferers are typically, but not exclusively, women. In some sectors where organisational cultures lack sufficient attention to equality, diversity and inclusion (EDI) and where female role models are scarce, imposter syndrome is the norm rather than the exception. Science, technology, engineering and mathematics (STEM) sector organisations are often cited in this category. 

Impact 

Imposter syndrome may manifest differently at different times, but its consequences are always negative. Sufferers share a debilitating lack of self-confidence and a belief that they are undeserving of success. They feel unworthy to hold leadership positions and expect to be outed as frauds. They compare themselves unfavourably to unachievable standards, feeling inadequate and anxious and rehearse their mistakes on a loop in their self-talk. 

There are no redeeming features to imposter syndrome, and it should be a personal and organisational priority to remove this negative force because its net impact is to inhibit confidence, wellbeing and leadership effectiveness.  

Responsibility 

On a first listen, I found a recent commencement speech at an American, women’s college entertaining. The speaker drew a parallel between a spurious condition called ‘bicycle face’ – afflicting female cyclists in the 1890s – and imposter syndrome today. The suggestion was that both terms were contrived to suppress female freedom by making women think they were the problem. The speaker argued it is not the job of women to fix imposter syndrome as it is a made-up, misogynistic construct; instead, women should focus on fixing systemic inequalities such as the gender pay gap.   

And that was where I found myself disagreeing with both the diagnosis and the cure.   

First, it is not helpful to tell someone experiencing acute feelings of anxiety, self-doubt and inadequacy that what they feel is a made-up construct. This approach could rightly be labelled as dismissive and unsupportive.   

No one enjoys being told their feelings are not valid. For female leaders who have the courage to admit to experiencing imposter syndrome, denying their feelings as illegitimate or fabricated would be a further blow. A more constructive approach would be to offer support and acknowledgement when individuals do articulate their feelings.  

So whose job is it to ‘fix’ imposter syndrome? It has to be a shared task involving the individual, line managers and leaders with responsibility for organisational culture.  

At an individual level, sufferers who take personal responsibility for assessing their situation are far more likely to embrace solutions that work for them.   

Line managers and HR professionals also have a role to play in providing appropriate support. Those who hold a wider brief on organisational culture should be curious about the prevalence of imposter syndrome in the organisation and should see it as their responsibility to initiate appropriate policies and actions. 

Solutions: individual actions 

For the individual, the first step is an honest appraisal of the frequency and extent of imposter syndrome by asking:  

• Do I feel this way all the time or only in certain circumstances?  
• Are there specific triggers that cause a spike in these feelings?  
• What is the impact on my work and my team when I experience imposter syndrome? 
• What is the impact on my wellbeing? 

Secondly, identifying the content of your self-talk (the voice inside your head) is crucial by asking: 

• What do I routinely say to myself? 
• Am I overly critical, focusing solely on mistakes, shortcomings, failures? 
• What is my self-talk when I feel at my most confident? 
• What is my self-talk when I feel anxious and inadequate?

Taking note of how you are affected is the best way to design and implement solutions such as positive affirmations; practising gratitude and seeking feedback. 

Positive affirmations are a powerful tool for reframing your internal dialogue and building positive beliefs about yourself. Regularly repeating positive statements like “I used to suffer from imposter syndrome and now I have an abundance of self-confidence that helps me inspire others” can help. You might construct an affirmation to reinforce you at your most confident – emphasising you are an effective and worthy leader. 

Affirmations are best absorbed when you are in a relaxed state, first thing in the morning and last thing at night. Speaking your affirmations aloud to yourself in the mirror helps accelerate belief about your positive qualities.  

Getting in the habit of expressing gratitude for what you are good at helps foster a positive mindset. Choosing an area of personal strength and framing an affirmation to express gratitude for that quality helps build confidence. This can feel uncomfortable at first, but stick with it. With practice, you will develop a more balanced view of your qualities and leadership ability.  

Imposter syndrome can stem from a hypercritical self-perception at odds with the reality others see. Asking for feedback on your performance and impact as a leader is a useful route to develop rounded insight. Constructive feedback can take many forms including appraisal, staff surveys and 360-degree feedback. Asking colleagues you trust to tell you the truth is another source of valuable input. Above all, keep an open mind and be committed to accepting you have strengths and improvement areas. 

Solutions: line managers and others 

Research shows the following measures help reduce the impact of imposter syndrome:  

• Having a supportive manager 
• Feeling valued and rewarded 
• Having access to advice from a mentor or coach on appointment to a new role. 

These are valid, external inputs that line managers and HR professionals in particular should consider. Assessing whether line managers have the knowledge and skill to support female leaders is a first consideration. It may be that additional training and development is needed to equip line managers with skills to offer appropriate support.  

Ensuring remuneration and reward systems are equitable and assessing whether the organisation has a culture of expressing appreciation is a further consideration. Finally, supporting newly appointed leaders by arranging suitable mentors and coaches can be invaluable in addressing imposter syndrome. An independent coach can help a new, female leader apply a more compassionate and realistic lens in assessing their ability and impact in the round.  

Imposter syndrome is a significant, prevalent and very real constraint on female leaders. However, there are numerous practical steps that individual sufferers and line managers can take to replace feelings of anxiety and inadequacy with confidence and self-belief.

About the Author

Sue Musson holds a BA from Columbia University and achieved her first board-level leadership role at the age of twenty-seven. She is keen to share what she has learned to help other leaders build their confidence and capability. 

For 30 years, Sue has held senior executive and non-executive roles in the business services sector, in her own successful businesses and in five National Health Service (NHS) trusts.  She recently completed her term as Chairman of Liverpool University Hospitals, one of the UK’s largest hospital trusts, with 14,000 staff and a turnover of £1.2Bn.  Sue led the trust through a merger, the pandemic and numerous challenges including the completion of a new hospital, formally opened by the Prince and Princess of Wales. She regularly chairs panels to appoint UK judges. 

In her new book, Firecracker Leadership, Sue has drawn upon her extensive leadership experience to create a practical, “how to” toolkit to inform, reassure, amuse and challenge readers looking to supercharge their leadership skillset. Delving into the real-life challenges faced by leaders, this guide offers compelling case studies that reinforce the importance of what Sue coins “The Firecracker Leadership Framework”^[1]. 

• [1] Available as a free PDF at www.suemusson.com

The post How to Combat Imposter Syndrome as a Female Leader  appeared first on The European Business Review.

In this interview with EBR, Ayumi Moore Aoki, founder and CEO of Women in Tech Global, discusses the challenges women face in the tech industry and how her organisation is creating an inclusive space and opportunities for women across the globe. 

As the Founder and CEO of Women in Tech® Global, could you elaborate on your personal background and experiences that led to the creation of this organisation? What specific challenges or opportunities did you observe in the tech industry that motivated you to establish Women in Tech® Global? 

My journey to establishing this organisation is deeply rooted in my personal experiences and challenges. Initially, I had a high-flying corporate career, but I made a life-changing decision to pivot towards technology. I taught myself how to code and transitioned into entrepreneurship. For a decade, I dedicated myself to growing my company and my family, during which time I had two more children. 

Throughout this journey, I faced numerous challenges as a woman entrepreneur. Hiring women developers was particularly difficult, and securing funding was an uphill battle. These experiences underscored the gender disparities in the tech industry. After a difficult pregnancy with my fourth child, I was physically and mentally exhausted. Seeking inspiration, I attended a major tech conference in 2017, only to discover that the gender gap in tech was not narrowing but widening. 

In my quest for solutions, I looked for existing initiatives aimed at supporting women in tech. However, I couldn’t find a global community that provided a robust network of support for women, combined with on-the-ground programmes to help women embrace technology. This realisation drove me to establish Women in Tech® Global. 

Women in Tech® Global is built on four foundational pillars: education, business, digital inclusion, and advocacy. Our mission is to create a strong, supportive network for women in technology, while also implementing practical programmes that empower women to succeed in the tech industry. By addressing these key areas, we aim to create a more inclusive and equitable tech industry for all.  

The #BeyondCeilings campaign, launched in partnership with UN Women, addresses the pervasive glass ceiling faced by women globally. What specific goals and strategies does this campaign employ to bring about tangible change?  

The Beyond Ceilings campaign is a response to the persistent existence of the glass ceiling that stifles the ambitions and achievements of girls and women globally. Our goal is to raise awareness and catalyse collective action to dismantle these invisible barriers.  

Through the campaign film created by WAY TV and directed by Maïlis, we bring the metaphorical glass ceiling into tangible reality, highlighting the societal constraints that hinder women’s progress. Our strategy includes global advocacy efforts through various channels, including TV commercials, print and digital media, out-of-home placements in major cities, social media, influencers and more.  

The recent Women in Tech® Global Summit in Paris received widespread acclaim. Could you delve into some of the key themes, discussions, or success stories from the summit that you believe are pivotal in advancing gender equality and women’s leadership in technology?  

The third edition of the Women in Tech® Global Summit in Paris gathered over 400 delegates from across the globe, including government officials, business leaders, and representatives from civil society. They engaged in vibrant discussions exploring the intersection of gender equality, technology, and sustainability, as well as the potential of AI to bridge the gender gap, the ways to reduce the gender digital divide, and the importance of fostering diversity and inclusion in tech workspaces.   

Panels also delved into the evolving dynamics of web3, fintech, tech diplomacy, cybersecurity, youth engagement in technology, and the game-changing impact of women in venture capital. These discussions, along with keynote speeches, networking opportunities and a pitching competition, provided a comprehensive platform to address the key challenges faced by women in the tech industry and engage in constructive, future-oriented dialogues.   

Women in Tech® Global has been instrumental in empowering women in STEAM fields. Can you share some notable achievements or initiatives by Women in Tech® Global that have significantly impacted women’s careers and opportunities in technology? 

Women in Tech® Global has spearheaded the empowerment of women in STEAM with chapters in 57 countries across 6 continents and over 200,000 members. Our mission is to impact 5 million women and girls in STEAM fields by 2030, focusing on four pillars:   

• In advocacy, we engage in constructive dialogue with governments and the public. For example, we actively participate in events such as Friends of Europe and the Reykjavik Women Political Leaders Global Forum. We partner with UN Women to advocate for gender equality on a global scale. Additionally, we hold our annual Women in Tech Global Summit under the High Patronage of Mr. Emmanuel Macron, the President of France. 
• In business, we empower women entrepreneurs and leaders through our global mentoring programme, events and networking opportunities, talent hub with a dedicated job board, certified programmes in collaboration with the European Business University of Luxembourg, and a crowdfunding platform that supports women in startups. With over 288,000 event participants and over 2,000 mentor-mentee pairings, we are fostering meaningful connections worldwide.
• In digital inclusion, we bridge the digital divide by donating computers to schools, establishing learning centres, and providing digital literacy courses in underprivileged communities. To date, we have donated over 350 computers and laptops to schools in India and South Africa and established learning centres in Brazil, Burundi, and South Africa. 
• In education, we nurture future tech leaders through our Women in Tech® Academy, offering a range of skilling programmes, from ‘Coding 101’ to blockchain technology. For example, our Kid’s Lab in Cape Verde equipped 150 children with basic computing skills, and MAKEATHON in Nigeria graduated 2500 girls and women with soft, digital and tech skills. To date, over 81,000 girls and women have benefited from our skilling programmes. 

In your view, what are the underlying factors contributing to the underrepresentation of women in senior leadership roles in tech, and how does Women in Tech® Global work to address these barriers effectively?  

The underrepresentation of women in senior leadership roles can be attributed to different reasons ranging from gender bias and non-flexible working environments to a lack of role models and mentorship opportunities. The tech industry has historically been male-dominated, creating environments that may be less inclusive for women. Companies may lack policies and practices that support gender diversity and inclusion.  

Women in Tech® Global seeks to address these barriers by advocating for inclusive policies and practices within tech companies, promoting transparency and equal opportunities for women across all levels. We offer specialised Diversity, Equity, and Inclusion (DE&I) workshops for corporate partners to educate and provide them with tools to create more inclusive workplaces. To support women in their tech careers, we provide mentoring programmes, education, and skill-building initiatives, empowering them with the knowledge, skills, and confidence needed to pursue leadership roles in tech. 

Collaboration and partnerships play a crucial role in driving meaningful change. How does Women in Tech® Global collaborate with industry stakeholders, policymakers, and other organisations to create a more inclusive and equitable tech ecosystem?  

Women in Tech® Global collaborates closely with industry stakeholders, policymakers, governments and other organisations. Their support empowers us to drive systemic change in the tech industry.  

In 2023, we signed a Memorandum of Understanding (MoU) with UN Women to strengthen our cooperation and promote joint initiatives to empower women and girls in ICT across Europe and Central Asia. Together, we launched the Beyond Ceilings campaign to raise awareness of the pervasive glass ceiling for girls and women.  

For the second consecutive year, our Women in Tech Global Summit has been honoured with the high patronage of Mr. Emmanuel Macron, President of the French Republic, elevating our mission to global recognition. 

Additionally, we have partnered with the US Department of Commerce to host the US x EU Women in Tech Trade mission, and we are proud founding members of Conversations Unscripted, an initiative driving gender equality in technology and politics. 

The tech industry is constantly evolving. How does Women in Tech® Global stay agile and responsive to emerging trends and challenges, ensuring that its programmes and initiatives remain relevant and impactful? 

Women in Tech® Global remains responsive to emerging trends in the tech industry by fostering a culture of innovation and continuous learning. We continuously assess market dynamics, gather feedback from our global community, and adapt our programmes and initiatives to address evolving needs. We also partner with universities, tech companies, and other industry institutions. This commitment to staying adaptable and open-minded, combined with our strategic partnerships, enables us to deliver relevant and impactful programmes that empower women in STEAM fields worldwide. 

Looking ahead, what are your aspirations and visions for Women in Tech® Global in the next five to ten years? Are there any upcoming projects or initiatives that you are particularly excited about? 

Our aspirations for Women in Tech® Global are ambitious and inspiring. Our primary goal is to impact 5 million women and girls in STEAM by 2030. We are currently close to half a million, so we still have 4.5 million to go. To achieve this, we plan to continue expanding our presence to 100 countries and growing our community on our WIT-h platform. 

We are particularly excited about several programmes in the pipeline. One of the highlights is a youth summer school that will be deployed in all regions of the world, aiming to inspire and educate the next generation of women in tech. Additionally, we will be strengthening our tech diplomacy activities and focusing on policy-making to drive systemic change in the industry. 

We are also gearing up for a strong presence at significant global events, such as next year’s Osaka World Expo. These platforms will allow us to advocate for gender equality in tech on a global stage.  

As a leader and advocate for women in tech, what advice would you offer to aspiring women professionals looking to navigate and succeed in the tech industry, especially in overcoming barriers like the glass ceiling and gender biases?

Follow your dreams and don’t let anyone tell you what you can or cannot do. Believing in yourself is key to breaking through limitations. Support others with kindness and authenticity; a strong, supportive community can make a significant difference. You can join our community and grow your network with people who will support you and connect you to different opportunities. Continue to invest in your education, whether it is soft or hard skills — remain curious and always be willing to learn. Speak up, be visible, and communicate your actions, achievements, and goals. By doing so, you not only advocate for yourself but also inspire and pave the way for others. Remember, your voice and your contributions are vital to creating a more inclusive tech industry. 

Executive Profile

Ayumi Moore Aoki is a social entrepreneur and visionary leader committed to driving positive and sustainable change through technology. As the Founder and CEO of Women in Tech® Global, Ayumi has spearheaded a global movement that empowers women and girls in Science, Technology, Engineering, Arts, and Mathematics (STEAM). With headquarters in Paris and a presence in 57 countries, the organisation has over 200,000 members and aims to empower 5 million women and girls in STEAM by 2030.

Under Ayumi’s leadership, Women in Tech® Global operates on four pillars: education, business, digital inclusion, and advocacy. These pillars underpin the organisation’s comprehensive approach to equipping women with the skills necessary for STEAM careers, supporting women entrepreneurs and leaders, ensuring digital access for all, and driving systemic change to challenge gender biases in the tech industry.

Ayumi Moore Aoki’s role as a tech diplomat has proven effective in uniting international stakeholders across government, NGOs, academia, and the private sector. Her work on the inaugural Women in Tech US-EU Trade Mission has been instrumental in creating transatlantic opportunities for US female tech entrepreneurs, a project led by US Under Secretary of Commerce for International Trade, Marisa Lago. The Women in Tech Global Summit, recognised with the high patronage of French President Emmanuel Macron, highlights its global impact. Additionally, Women in Tech® Global has formed strategic partnerships with UN Women, the ICT Ministry of Burundi, and the Government of Cape Verde, and is an active member of the Edison Alliance of the World Economic Forum.  

Born in Brazil to a Brazilian mother and a Japanese father, Ayumi’s diverse upbringing shaped her beliefs. Moving to South Africa during apartheid, she witnessed injustices and discrimination, fuelling her desire to challenge oppressive norms based on gender and race.  

In 2008, Ayumi’s journey into the tech world began with self-taught coding, which transformed her life and career, eventually leading to the founding of Women in Tech® Global in 2018. As an international expert in women’s empowerment, Ayumi frequently speaks at global events, including LEAP (Riyadh), TEDx Ist (Portugal), UFM Business Forum (Barcelona), GMI Summit (Dubai), Paris Blockchain Summit, INMerge Summit (Baku), IVS (Kyoto) and PauseFest (Melbourne). 

Currently pursuing an EDBA at the École des Ponts Business School, Ayumi is deepening her knowledge to drive greater social impact through business and technology. 

In recognition of her outstanding contributions to gender equality and her transformative work in the tech industry, Ayumi Moore Aoki was selected as one of the 40 Women Forbes France 2023. 

The post Shattering Glass Ceilings: How Women in Tech® Global Is Empowering Women to Succeed in Tech appeared first on The European Business Review.

In the traditionally male-dominated field of insurance, Ekhosuehi Iyahen stands out not only for her groundbreaking work but also for her role as a pioneering female leader. As the Secretary General of the Insurance Development Forum (IDF), she has led the charge in building an institution whose mandate is more relevant than ever, with an impressive track record of delivery that belies its short years of existence. 

The IDF, a public-private partnership led by the insurance industry and supported by international organisations, aims to optimise and extend the use of insurance and its related risk management capabilities. The goal is to build greater resilience and protection for people, communities, businesses, and public institutions vulnerable to disasters and their associated economic shocks. In an era marked by escalating climate crises and deep concerns about insurability, the need for innovative insurance and risk management solutions has never been more urgent, nor has it resonated more loudly with governments and the communities they serve than it does today.  

Appointed as the first Secretary General of the institution in October 2018, Ekhosuehi was tasked with translating the vision and ambition of the IDF into practical programmes. She explains: 

“When I took on the role, the mandate I was charged with was to build an institution that would enable the optimal coordination of insurance-related activities; the development of shared priorities; the mobilisation of resources; the promotion of strategic and operational relationships within and between governments, industry, and international institutions; and to do so in a way that would safeguard the integrity and effectiveness of joint efforts and collective resources.   

Anyone who has a shred of experience with institutional or team building would know that this is not an easy task! Despite the challenge, I understood the importance of the work given my own personal and professional experience. I therefore saw the role and mandate as an unprecedented opportunity to drive meaningful change with the actors around the table on a pressing global issue. I was also absolutely clear in my vision that a differentiator for the institution would need to be a focus on (i) implementation and the development of solutions, (ii) driving engagement with and amongst the members of the IDF aimed at building trust, a sense of community, and shared sense of purpose and priorities, and (iii) a focus on advocacy as to the relevance of insurance in the context of resilience and adaptation.” 

Bridging the Protection Gap 

In a world where headlines frequently feature natural catastrophes such as hurricanes, earthquakes, floods, droughts, and heatwaves wreaking havoc on both people and economies, the IDF has emerged as a beacon of leadership. The organisation effectively bridges public and private sector efforts toward defining practical solutions needed by those on the front lines of disasters who often have little financial protection available to them. 

The IDF’s mission is simple yet profound: to harness the power of the insurance industry to help vulnerable communities become more resilient against disasters, aligning with the United Nations Sustainable Development Goals (SDGs) and the Global 2030 Agenda. 

The protection gap, representing the global disparity between insured and uninsured losses, illustrates a society’s and economy’s resilience to disasters. A significant protection gap reduces the financial capacity of economies to recover from disasters, as the absence of insurance complicates recovery efforts for businesses and individuals. For 2023, Swiss Re’s sigma report revealed that only 38% (USD 108 billion) of global economic losses totaling USD 280 billion were insured. With climate change exacerbating hazards, increasing asset accumulation, and more people residing in high-risk zones, the repercussions of natural catastrophes are expected to escalate, and continue to disproportionately impact vulnerable communities.  

The IDF’s mission is guided by three pillars: Implementation, Engagement, and Advocacy. These pillars ensure that each project and partnership is purpose-driven and delivers practical, positive results. By deepening engagement across sectors, fostering greater ownership and understanding, and advocating for a shift from ex-post to ex-ante financing, we aim to drive impactful long-term change. 

The year 2023 marked a significant moment for the insurance industry’s role in global development, with the IDF playing a central role in driving this change and supporting the strategic implementation of insurance and pre-arranged finance to expedite economic recovery after disasters and help rebuild communities with improved resilience. 

In 2023, the IDF initiated several successful projects, demonstrating that further reinforced it as convening power and leadership role in driving solutions. This included deepened public and private sector engagement through high-level events and partnerships with 42 projects across 30 countries, over 500 participants involved in inclusive insurance roadmap developments, 150+ community leaders trained in Geospatial Information Management (GIM) under the Anticipatory Action (AA) and Disaster Risk Reduction (DRR) Initiative, and USD 30 million in insurance industry co-investments in sovereign Disaster Risk Financing Programmes. This is just a snapshot of some of the outcomes that underscore the organisation’s growing impact.  

A Vision for the Future 

As we head further into 2024, the vision for the IDF is rooted in the belief that its members and partners must quickly and effectively translate ideas into operational realities and impact. The challenges that vulnerable communities face, particularly those related to climate change, require both immediate action and long-term solutions. These solutions must strive to maintain a balance between regional and global initiatives while always keeping a strong connection to local contexts, and building partnerships and initiatives designed for the long-term, with scalability and replicability firmly in mind, as Ekhosuehi explains: 

“One of the most rewarding aspects of my role is bringing together diverse communities and stakeholders. The collaboration between the public and private sectors, international organisations, and local governments is essential in addressing complex issues like the climate crisis. This collective effort is critical for creating effective solutions. 

I firmly believe that insurance can play a transformative role in driving global resilience. It provides essential financial protection and support for communities facing climate and disaster risks. However, access to such protection needs to be scaled and the urgency of the moment demands more than incremental change. We must continue to build on the progress we’ve made in policy engagement and practical implementation.  

A Call to Action 

As we move further into 2024, the IDF is committed to driving action aimed at narrowing the global protection gap and provoking systemic change. Ekhosuehi outlines: 

“I am constantly inspired by the diversity and depth of expertise I encounter in my work at all levels. Each perspective is crucial in shaping effective policies and strategies. As an institution, the IDF strives to combine technical expertise with a commitment to integrity.  

The IDF’s journey in this field is a testament to the power of collaboration and the potential of visionary leadership in addressing some of the world’s most pressing challenges. We work hard to avoid cynicism even in the face of the complexity of the challenges encountered because it is clear that the solutions needed will require effective partnerships.  

Looking ahead to the rest of 2024 as we near COP29, I am convinced that while we’ve reached an important milestone in the recognition of the role insurance plays in global resilience and adaptation, there is an opportunity to further accelerate our efforts. Collaboration between the public, private, and development sectors is not just beneficial—it is essential.  

Earlier this year, we broke a new frontier when we announced plans to facilitate investments in resilient infrastructure in developing/emerging markets through a pioneering Blueprint, developed in partnership with BlackRock. The objective of the Blueprint is to catalyse investments in resilient infrastructure, thereby enhancing the resilience of vulnerable communities in developing and emerging economies to risks specifically from climate change and other natural disasters. Through innovative investment structures and leveraging the expertise of the insurance industry, the Blueprint aims to provide a replicable, scalable solution for resilient infrastructure projects with measurable positive outcomes on communities. It is a truly unique, innovative, and exciting initiative, and we look forward to providing updates as the year progresses.” 

In a role as challenging and multifaceted as the IDF’s, steadiness and focus are paramount. Navigating the complexities of the public and private sector and myriad of stakeholders, each with their own perspectives and interests is a skill. To be effective, it’s essential to listen and engage thoughtfully while remaining firm about the institution’s purpose, objectives, and outcomes. Establishing clear direction and rules of engagement is crucial; it is this clarity that builds the trust, confidence, and support necessary for successful collaboration and ultimately impact. 

Find out more about the Insurance Development Forum.

Executive Profile

Ekhosuehi Iyahen is the Secretary General of the Insurance Development Forum (IDF), a Public-Private Partnership led by the insurance industry and supported by the World Bank and the United Nations and other international organisations, aiming to enhance the use of insurance to build greater resilience against disasters and to help achieve the United Nations Sustainable Development Goals and Global 2030 Agenda.

Ekhosuehi has extensive experience working with Governments, international development agencies, private sector entities and academic institutions on public financial management and strengthening risk management and financing systems and the role of insurance. 

The post A Beacon of Leadership: Pioneering Resilience for Vulnerable Communities through Insurance  appeared first on The European Business Review.