IWD 2026 - The next phase of progress for Women in Technology

International Women's Day is both personal and professional for me, but at its core, it represents progress and responsibility within our industry.

I lead accounts in a fast-moving marketing and media environment while raising two young children. That dual perspective informs how I approach leadership, performance, and culture. Many women in business and technology operate at full capacity across work and home, managing responsibilities that do not appear on an organizational chart yet directly influence how we perform and lead. Any serious discussion about advancement must acknowledge the broader context in which women build their careers.

I was raised by a mother who left the workforce to raise her children. She believed strongly in independence and personal identity. She often said that if she had access to the flexibility many companies offer today, her career path might have looked different. Observing her shaped my understanding of ambition. It is not defined solely by title or compensation. It is about having the opportunity to pursue professional growth without compromising one's sense of self.

Leadership and Authority

A defining moment in my career occurred during a period of personal loss. I experienced empathy and flexibility from leadership at Theorem at a time when it mattered most. My boss trusted in my ability to deliver and gave me space to manage my personal circumstances. That experience reinforced a principle I now apply in my own leadership approach: people drive performance. When employees feel respected and supported, they produce stronger outcomes and demonstrate greater long-term commitment.

Across advertising, marketing, and technology, progress in female representation is evident. More women are entering the industry, advancing into senior roles, and shaping strategic direction, and their influence is expanding across teams and disciplines.

Influence, however, does not automatically translate into authority. Many organizations still concentrate final decision-making power in executive roles that remain disproportionately male. The next phase of progress requires more women holding positions with budget control, strategic oversight, and ultimate accountability. Representation at the highest levels of leadership directly affects how resources are allocated, how risk is assessed, and how success is defined.

Structural Support and Sustainability

Structural realities continue to shape career progression. Returning to work after having children highlights the extent of invisible labor many working mothers manage. Coordinating childcare, navigating feeding schedules, and maintaining professional standards requires sustained focus and discipline. Performance expectations often remain constant even when circumstances change. These factors influence retention and advancement more than many organizations formally recognize.

Meaningful support must extend beyond mentorship. Mentorship develops confidence and expands access, but policy determines whether careers are sustainable over time. Fully paid maternity leave should be standard practice, and childcare support can reduce financial and operational strain for working families. Leadership development initiatives should normalize caregiving responsibilities across genders so that women's careers aren't disproportionately impacted compared to male counterparts.

Workplace culture plays a central role in enabling this shift. Earlier in my career, I associated long hours and constant presence with professional ambition. Over time, my evaluation of organizational strength has evolved. Flexibility, trust, and clearly defined expectations are equally critical. Sustainable high performance depends on environments that recognize employees have responsibilities beyond the workplace.

Credibility and Representation

Organisations that speak publicly about advancing women must support those statements with measurable action. Reporting on pay equity, publishing data on female representation in senior leadership, and outlining concrete development pathways demonstrate accountability. This kind of transparency builds credibility with employees, partners, and clients.

The marketing and technology sectors also influence perception through the narratives they create. Authentic representation begins with decision-making authority behind the scenes. When women hold senior creative and strategic roles, the resulting work reflects a broader range of professional and personal experiences. Women should be visible across industries, life stages, and leadership levels, without being confined to limited portrayals.

International Women's Day should prompt careful assessment by business leaders. Representation has improved and influence has expanded, but the priority now is to translate that influence into sustained executive authority, supported by policies that enable long-term career progression.

Enduring progress will be measured not only by participation but by leadership.