London, March 2026 – UNBOUND, the women in tech community founded by La Fosse’s Chief Marketing Officer, Lucy Kemp, held its latest event on 12th March 2026 in London. The event, themed around this year’s International Women’s Day theme of Give to Gain, brought together senior leaders for a panel discussion on the career support, advocacy, and honest conversations that genuinely accelerate careers in technology. 

The event was facilitated by Lucy Kemp and featured three panellists: Amy Farrer, Director of Sales Solutions at TUI; Ed Davies, Chief Information Officer at West P&I; and Nene Yamasaki, Analytics Manager at UK Power Networks. 

The panel explored the distinction between mentoring and sponsorship, the dynamics of pay and promotion conversations, flexible working cultures, and what it takes to build the kind of network that opens real doors. 

A key thread throughout the evening was the argument that sponsorship, rather than mentoring, is often the most powerful accelerant for women in tech. Panellists shared specific moments in their own careers where having someone advocate for them behind closed doors made the difference between getting an opportunity and missing it entirely. 

The event also addressed salary conversations directly. The panel’s consensus: go in with data, not a feeling. Benchmark against what you are actually doing, build a body of evidence over time, and do not treat the conversation as a single high-stakes moment. 

Lucy Kemp, Chief Marketing Officer, at La Fosse and founder of UNBOUND, said: “UNBOUND was created because we wanted to focus on the things that actually change outcomes for women in tech. Sponsorship, real talk about pay, and the kind of networks where people give and gain in equal measure. That is exactly what we saw in the room on Thursday.” 

The UNBOUND LinkedIn community was officially launched at the event. The private community provides a space for ongoing discussion, coaching resources, masterclasses, and priority access to future events. 

UNBOUND’s next event will be announced through the community. 

About UNBOUND

UNBOUND is La Fosse’s community for women in technology, founded with the mission of unlocking the full potential of women in the industry. Through events, mentorship programmes, research and community, UNBOUND focuses on the conversations and connections that lead to real career progression. 

About La Fosse

La Fosse is a UK-based technology recruitment and talent consultancy. Its house of brands spans recruitment, executive search, the La Fosse Academy, and Inovus, its transformation and consulting arm. 

The post UNBOUND brings together senior tech leaders to tackle sponsorship, salary, and what actually accelerates careers for women  appeared first on La Fosse.

There are several reasons we see fewer women entering, or working, in cybersecurity. At the core, I believe there’s still a perception and representation issue. Not just in cyber, but in tech careers more generally. 

By the time career decisions are being made, many women have already self-selected out of highly technical pathways because they don’t see themselves reflected there. They assume it isn’t for them. And that assumption goes largely unchallenged. 

The myth of the traditional route

There’s a widespread perception that to work in cybersecurity, you need to have gone down the traditional computer science route. 

In reality, we’ve seen strong cyber talent come from backgrounds in psychology, physics, the military, and from career switchers across all kinds of industries. The issue isn’t ability. It’s finding accessible ways to enter the industry. 

This has a very practical consequence. Many cyber roles require experience before you can actually get experience. The talent pool stays narrow because there aren’t enough early-career pathways or reskilling programmes available. That directly contributes to the diversity problem. 

Where the biggest gender gaps are

I see the biggest gender gaps at senior levels and in deeply technical roles. 

Through our recruitment business, we work closely with senior cybersecurity leaders and CISOs to address this. But the candidate pool is still heavily male-dominated. While gender diversity at entry level is improving, progression into senior cyber, architecture, and CISO-track roles clearly diminishes. 

Getting more women through the door is only part of the answer. What happens after they join matters just as much. 

What needs to change

There is a very real diversity issue in cybersecurity, but it is underpinned by an overall capability challenge. Cyber skills shortages are significant, and organisations cannot afford to overlook available talent when there is a role to fill. 

That means we need to do two things at once: increase the overall number of people entering cybersecurity careers, and address the specific barriers that prevent women from entering and remaining in the industry. 

There are lots of initiatives out there that widen gender diversity at entry level. But hiring women into cyber without addressing progression, sponsorship, and workplace culture creates retention issues. Women come in, and they don’t stay. That isn’t progress. 

How La Fosse Academy approaches this

At La Fosse Academy, our free programme is designed specifically to widen access into areas like cybersecurity. We select applicants based on aptitude and mindset, rather than prior technical exposure. We then provide structured training and long-term development opportunities that encourage organisations to intentionally open up career accessibility, which naturally improves representation. 

Our UNBOUND network is also playing a role here. Designed to create systemic change for women working in all aspects of tech, UNBOUND is helping to give women and organisations the tools needed to progress, dismantle and break through the ongoing barriers that prevent women from thriving in the industry. 

The road ahead

There is still a long way to go. The “1 in 3 by 2031” ambition is possible, but only if organisations actively redesign how they build and progress talent. 

That means creating entry points that don’t demand experience women have had no opportunity to gain. It means investing in progression, not just hiring. And it means building cultures where women don’t have to choose between ambition and belonging. 

Cybersecurity needs more talent. The women are out there. We just need to make the path clearer. 

Interested in a career in cybersecurity?

Find out how La Fosse Academy can help you get started. 

 ………………….

Claudia Cohen is Director of La Fosse Academy, a free technology training programme that finds and develops diverse tech talent for businesses across the UK. To find out more about the Academy and how to get involved, contact Claudia.Cohen@lafosse.com

The post Why there are so few women in cybersecurity and what needs to change appeared first on La Fosse.

At Conrad London, UNBOUND brought together our newly formed steering committee of senior technology leaders to move beyond discussion and start building the roadmap for 2026. This wasn’t another networking event. It was a working session designed to define what meaningful change looks like and how we’re going to deliver it. 

Lucy Kemp, Director of Brand and Marketing at La Fosse and founder of UNBOUND, opened the evening with a clear challenge: “When I’m here with you all next year with this glass of champagne, what are we cheering on? What does good look like, what barriers are there, and how can UNBOUND help you overcome them?” 

The steering committee approach 

UNBOUND is taking a deliberately different approach to driving change in tech. Rather than operating in isolation, we’re building a steering committee of leaders who can shape the direction, provide honest feedback, and help us create programmes that solve real problems rather than tick diversity boxes. 

The committee brings together perspectives from across the technology sector: CTOs, transformation directors, programme managers, and executives who’ve navigated the challenges themselves and are committed to clearing the path for others. 

As Jon Price, Director of Recruitment at La Fosse, explained his commitment: “I’ve been fortunate enough to work in a number of businesses with my wife, who is a performance and people coach. I would see time and time again her ideas either get passed over or picked up by another director and passed off as theirs. The reason I got excited about UNBOUND was it felt really different for us. We’re now at the size and scale where we can actually start to have an impact with our clients and how we shape hiring decisions.” 

What meaningful change actually looks like 

The evening’s discussion revealed several critical themes that will shape UNBOUND’s work in 2026. 

Power skills are not “soft” 

One of the most passionate discussions centred on what many still mistakenly call “soft skills.” The committee was unanimous: the skills that differentiate senior leaders from technical specialists are anything but soft. 

As one member noted: “When you develop your career based on certifications where you know how technically good you are, that works at a base level. But when you want to move to director or head level, the technical certifications aren’t working anymore, and that is a shock for a lot of women.” 

The challenge is real. Women often excel at building technical expertise, accumulating qualifications, and proving their capabilities through measurable achievements. But the transition to leadership requires different skills: strategic thinking, confident communication, navigating difficult conversations, and projecting authority without apology. 

These aren’t innate qualities. They’re learnable capabilities that many men develop through observation, mentorship, and cultural permission to be assertive. Women need structured support to build these same capabilities without waiting years to figure them out through trial and error. 

The mentorship multiplier effect 

The discussion kept returning to mentorship, but with an important evolution. It’s not just about connecting junior women with senior women. It’s about creating mentorship at every level, including reverse mentorship where senior leaders learn from those coming up through the ranks. 

One member shared: “I really like that idea of reverse mentorship, because you need someone maybe that is more senior to be aware of how people are feeling coming up the ranks, because they might have come up at a different time with different challenges.” 

The committee also identified a critical gap: male leaders need mentorship from women to understand what they don’t know. Without this, even well-intentioned allies struggle to recognise problematic behaviours or understand the barriers women face. 

Beyond visibility to accountability 

The conversation challenged the typical approach of simply “spotlighting” successful women. While visibility matters, the committee pushed for something deeper: creating pathways and removing barriers rather than just celebrating those who’ve made it despite the obstacles. 

As one member put it: “Having those women that are in the C position talking about their challenges, we’ll be like, ‘Oh yeah, so I can do it. Because she’s not special.’ When you really have a conversation with them and they’re telling you all the challenges, you realise they are exactly like us.” 

This connects to a broader insight: success shouldn’t require superhuman resilience. The goal isn’t to help more women survive toxic cultures or navigate impossible demands. It’s to change the systems so that success becomes genuinely achievable for talented people regardless of gender. 

The barriers we’re tackling 

The committee identified several specific obstacles that UNBOUND will address in 2026: 

The confidence gap that’s actually a communication gap 

Women often internalise feedback differently, seeing constructive criticism as evidence they don’t belong rather than guidance for improvement. One member shared an example of a mentee who interpreted her boss’s suggestion to “think about Plan B” as a sign she wasn’t good enough, when he was actually showing care by helping her prepare for all outcomes. 

Workplace inflexibility that treats parenting as a women’s issue 

Multiple committee members raised the challenge of shared parental leave and flexible working that’s only truly available to women. One member noted: “It’s a partnership. It’s not like one or the other. We have to do this together and we have to go on the journey together.” 

Male-dominated leadership teams that lack perspective 

When the committee discussed La Fosse’s own executive team makeup (six members: two women, four men), the conversation was honest about the challenges. As Lucy Kemp explained: “Would we love it to be 50/50? Yes. But what is nice is my CEO, when I came to La Fosse, I said I want to do something for women externally in tech, but I also want to do something internally. And Ollie was so open. He was like, ‘Go and find out what’s happening. Come back to me. We’ll do a plan.’ Although we’re not 50/50, I have a team there who isn’t afraid to almost break things in order to fix it.” 

The shortage of female role models at every career stage 

The pipeline problem isn’t just at the top. Women need to see other women succeeding at every level to understand what’s possible. The committee emphasised the importance of showcasing achievements across all stages, not just celebrating those who’ve reached the C-suite. 

What UNBOUND will deliver in 2026 

Based on the evening’s discussion, the steering committee helped shape several key priorities: 

Structured power skills development 

UNBOUND will create focused programmes teaching the strategic communication, confident presentation, and leadership capabilities that women need to transition from technical roles to senior positions. This includes difficult conversations, self-advocacy, and projecting authority. 

Multi-level mentorship programmes 

Building on the successful launch of the UNBOUND mentorship programme, we’ll expand to include reverse mentorship and peer mentoring opportunities. The goal is creating support networks at every career stage, not just connecting junior women with senior mentors. 

Male allyship education 

The committee was clear: we need more men in the room. Not as saviours, but as partners who understand the challenges and actively work to address them. UNBOUND will create programming specifically designed to educate male leaders on effective allyship and challenge behaviours they might not recognise as problematic. 

Practical workplace solutions 

Rather than just discussing problems, UNBOUND will work with companies to implement specific changes: gender-balanced shortlists, flexible working that’s truly available to all parents, transparent promotion criteria, and accountability measures for diversity commitments. 

Regular measurement and iteration 

The steering committee will reconvene in April 2026 to assess progress and adjust strategy. This isn’t a static programme, it’s an evolving response to what women actually need. 

The honest conversation we need 

One of the most powerful moments of the evening came when discussing the challenges of calling out bad behaviour in workplaces that punish those who speak up. 

A committee member shared: “There are real challenges in calling out behaviours in a certain way that’s acceptable. Sometimes you feel like you can’t because you either get put as the troublemaker, or they don’t want you to be involved because you’re not aligned 100% to their values and you’re challenging the status quo. That, for me, is not okay. I don’t agree with the values here. I don’t want to be at that company anymore.” 

This honesty is exactly why UNBOUND exists. Too many diversity initiatives avoid uncomfortable truths. They celebrate small wins without acknowledging systemic problems. They put the burden of change on women rather than addressing the cultures and structures that create barriers. 

The steering committee’s willingness to have these difficult conversations gives UNBOUND the foundation to drive genuine change rather than just creating another well-intentioned programme that makes no real difference. 

Join us in driving change 

The energy at Conrad London was electric, not because we solved all the problems, but because we moved from talking about what should happen to planning what will happen. 

If you’re a woman in tech looking for mentorship, skill development, or a community of people facing similar challenges, the UNBOUND mentorship programme is now accepting applications. 

If you’re a leader committed to creating genuine change in your organisation, get in touch. The steering committee has shown there’s appetite for real solutions and willingness to do the difficult work of systemic change. 

This isn’t about quick fixes or performative diversity. It’s about creating an industry where talented women don’t just survive, they thrive. Where success doesn’t require superhuman resilience. Where the path to leadership is visible, achievable, and supported at every stage. 

The conversation has started. Now it’s time to build. 

Learn more about the UNBOUND mentorship programme here.

Get in touch about UNBOUND: lucy.kemp@lafosse.com

The post Charting the path forward: insights from UNBOUND’s leadership steering committee appeared first on La Fosse.

The daytime event brought together recruitment professionals, hiring managers, and diversity advocates to share lived experiences, challenge established practices, and develop practical approaches to building more equitable and inclusive workplaces. 

Why these conversations matter now more than ever 

Recruitment sits at a critical intersection, with the power to either reinforce or disrupt existing inequalities in the workplace. As our panel highlighted, the challenges facing black talent aren’t limited to getting in the door – they extend to retention, progression, and leadership representation. 

Jasmine Alexander, our expert panellist, pointed to the elusive notion of “cultural fit” as a particular concern: “From my perspective, what does that even mean, and how can somebody improve from that feedback?” This ambiguous terminology often masks unconscious bias and presents a significant barrier to diverse hiring. 

The panel emphasised that addressing these issues requires moving beyond surface-level diversity initiatives to tackle systemic barriers, personal biases, and workplace cultures that may unintentionally exclude black talent from thriving. 

Meet the panel: diverse insights, shared wisdom 

Our daytime event featured a diverse panel of experts whose varied experiences demonstrate that creating inclusive workplaces requires multi-faceted approaches and honest self-reflection from organisations and individuals alike. 

Eli Dingwall, Talent Development Lead at La Fosse, who moderated the panel, expertly guided the conversation through critical topics including retention strategies, mentorship opportunities, and how businesses often fall prey to their own biases in recruitment processes. 

Jasmine Alexander, Lead Career Outreach Consultant at Programme One, challenged us to question vague rejection feedback like “not a good cultural fit,” urging recruiters to probe deeper: “What do you mean by that? How did you come to that conclusion? What would actually make them a good cultural fit?” Her insights highlight how recruitment professionals can become powerful advocates for fairer hiring processes. 

Jennine Gibbs, Career Development Coach at Coaching with impact, emphasised the importance of authentic relationships in retaining black talent: “Get to know your staff. That’s number one.” She shared that genuine conversations help create environments where people feel safe to share their lived experiences, building the foundation for inclusion. 

Glyn Blaize, COO at La Fosse, shared insights about the need to focus on building better businesses where inclusivity runs through everything, emphasising that this approach creates meaningful change rather than temporary initiatives that may ultimately fall away. 

Arsema Fessehazion, Founder of the Black Recruiters Network, brought valuable perspectives on standing firm in one’s identity in the workplace, sharing her personal experience of being asked to change her name to make it “easier” for clients. Her powerful stance that “my name has so much meaning, identity, heritage, culture” highlighted the everyday challenges many face in bringing their authentic selves to work.

Together, the panellists explored how structured mentoring, sponsorship, and onboarding programmes can transform career trajectories and address the “revolving door” problem many organisations face with black talent. 

Practical strategies for meaningful change 

The panel moved beyond identifying problems to suggest concrete actions organisations can take to create more inclusive recruitment and retention practices: 

Challenge biased language and feedback 

Recruiters should actively question vague feedback like “not a good cultural fit” and help educate clients about their own biases. Standardised interview processes with set questions for all candidates can create fairer assessment opportunities. 

Focus on retention and progression 

As one panellist noted, “We have a big retention problem when it comes to black talent and recruitment.” Support from managers is crucial in helping talent progress into leadership roles. This requires proper onboarding that extends beyond the first week and can last up to 12 months. 

Create authentic mentorship opportunities 

Effective mentoring and sponsorship programmes play a vital role in supporting career progression. The panel emphasised that these relationships must be authentic rather than simply checking a box for diversity initiatives. 

Celebrate progress honestly 

When discussing how to balance celebrating progress with acknowledging remaining challenges, a panellist offered this wisdom: “It’s really not that difficult. Celebrate progress. Caveat that with ‘this is the journey that we’re on.'” Transparency about both achievements and continuing challenges creates trust and shared purpose. 

Key takeaways for building inclusive recruitment practices 

The daytime discussions highlighted several crucial insights: 

Question established practices: Recruitment processes often contain hidden biases in language, expectations, and assessment criteria that need ongoing scrutiny and revision. 

Invest in relationships: Getting to know team members as individuals builds the psychological safety needed for honest conversations about inclusion. 

Extend support beyond hiring: Proper onboarding, mentoring, and career development pathways are essential for retaining black talent and supporting progression into leadership. 

Balance honesty with optimism: Acknowledge challenges while celebrating real progress to maintain momentum and engagement in diversity initiatives. 

Join the conversation 

This event was just the beginning of an ongoing dialogue about creating more inclusive recruitment practices. We’re committed to continuing these conversations and turning insights into action. 

If you’d like to learn more about future events or discuss how your organisation can build more inclusive recruitment practices, we’d love to hear from you. 

Contact us at info@lafosse.com to continue the conversation. 

The post Beyond cultural fit: Honest conversations on building truly inclusive recruitment practices appeared first on La Fosse.

At our first UNBOUND Birmingham event, we brought together 15 influential women in technology and transformation for an intimate roundtable discussion. Facilitated by Carol Moseley, Chief Digital Information Office at Tipton & Coseley Building Society, this wasn’t networking theatre. This was genuine dialogue about the real challenges of leading when everything keeps shifting. 

The evening delivered exactly what we hoped for: candid insights, practical strategies, and meaningful connections amongst women who understand what it takes to lead through uncertainty. 

Why Birmingham matters for women in tech & change

Lauren Stutz from La Fosse opened the evening with a powerful observation: when we asked women in tech & change what they needed, one message came through clearly. “You think it’s hard for women in London to get together? Put us in Birmingham, put us in Manchester, put us in another city, and it’s equally as hard.” 

UNBOUND’s expansion to the Midlands recognises that transformative conversations aren’t confined to the capital. Birmingham is home to innovative tech companies and forward-thinking leaders who deserve the same opportunities for connection and collective impact. 

This regional approach supports our mission to build pathways, not barriers, for women in tech. Real industry transformation happens when we connect leaders from different markets, sharing insights and strategies that work across diverse business environments. 

The challenge of navigating senior leadership in flux 

The roundtable opened with the question every woman in the room had grappled with: how do you navigate senior leadership when the landscape keeps changing? 

The responses revealed fascinating diversity in experiences and approaches. 

For some, the challenge has been constant throughout their careers. Working in predominantly male industries means adapting has always been part of the job. As one participant shared, having always worked in male-dominated environments, the focus has been on proving capability through delivery rather than dwelling on being the only woman in the room. 

Others highlighted how the public sector presents different dynamics. In organisations with strong female representation at nearly every level, women have created their own rules. These environments feel less about adapting yourself and more about bringing your whole self to the table, whether you have children, hobbies, or different priorities. 

The contrast highlighted an important insight: representation fundamentally changes the experience of leadership. When women see themselves reflected in senior positions, the navigation becomes less about conforming and more about contributing. 

Creating your own support networks 

A recurring theme emerged: women in senior roles have intentionally built networks of other women they can turn to for honest conversations. 

“We’ve made our own rules,” one participant explained, describing a network of women colleagues for coffee, lunch, and drinks. These relationships provide the safe space for conversations that might feel impossible elsewhere. 

This informal support system addresses a critical gap. When you can’t ask your boss certain questions without it being interpreted negatively, having peers who understand your challenges becomes essential. 

The roundtable itself exemplified this principle. Creating forums where women can ask questions, share vulnerabilities, and exchange strategies without judgment accelerates everyone’s growth. 

The double standard of feedback and perception 

The conversation touched on a persistent frustration: the different ways men and women interpret feedback, or lack thereof. 

When women don’t receive feedback, they often assume they’re underperforming. When men don’t receive feedback, they typically assume they’re doing phenomenally well. 

This perception gap creates additional challenges for women navigating senior roles. The constant internal questioning can undermine confidence even when performance is strong. 

Several participants noted that being seen as “fixers” can be both a strength and a limitation. Organisations value women’s ability to solve problems and manage change, but this reputation can also typecast leaders into specific roles rather than recognising their broader strategic capabilities. 

The class and access divide 

The discussion took an unexpected turn when participants explored how socioeconomic background intersects with gender in shaping career trajectories. 

One participant shared research showing that 87% of UK poverty levels persist not because of GCSE results, but because of culture and hope. The education system kills hope between ages 14 and 16 for young people from certain backgrounds. 

This intersectionality matters. A woman from a traditional Punjabi family with overprotective male relatives faces different barriers than a woman from a privileged background. A woman who grew up in social housing navigates different assumptions than one who attended private school. 

Accent became another point of discussion. Regional accents in the UK carry subconscious bias. Some participants have experienced people dismissing their expertise based on how they sound before considering what they’re saying. 

These multiple layers of identity shape how women experience and navigate senior leadership. Understanding this complexity helps create more inclusive environments and more effective support systems. 

The informal network challenge 

Several participants raised the difficulty of accessing informal networks where real influence and decisions happen. 

“Would it be appropriate to invite you to that group? Probably not. And if it was, did your husband come?” one participant asked, highlighting the social dynamics that persist around professional networking. 

When men go to the pub after work or play golf on weekends, they’re building relationships that translate to career opportunities. But for women, particularly those with families or those conscious of perceptions, accessing these spaces requires navigating additional complexity. 

This isn’t about wanting to spend all your time in pubs or on golf courses. It’s about recognising that important relationships and decisions form in these informal settings, and women face structural barriers to participation. 

The challenge becomes even more acute for women in cultures where family expectations limit their ability to participate in after-hours socialising. The solution isn’t expecting everyone to conform to one model, but recognising how these informal networks create advantage and finding alternative ways to build the same connections. 

Authenticity whilst navigating expectations 

The conversation shifted to a question many women in senior roles wrestle with: how much should you adapt yourself to fit in versus staying true to who you are? 

For some, the answer has been clear: maintain your standards and judgment even when it means standing apart. As one participant noted, going to the pub is fine when you have existing rapport, but there are times when maintaining professional boundaries requires different choices. 

Others emphasised the importance of creating environments where you can be yourself. Working in organisations with strong female representation means the rules get made by diverse voices rather than requiring everyone to conform to one model. 

The consensus: women shouldn’t have to choose between career success and authenticity. The goal is creating organisational cultures where diverse approaches to leadership are valued rather than requiring everyone to fit a single mould. 

Resilience and finding your support 

The final theme addressed the loneliness that can accompany senior leadership positions. 

“It’s quite lonely,” one participant admitted. “I didn’t expect it to be probably as lonely as it is. In my previous role, you had a team, you could probably talk more openly. Now, it’s probably a bit more lonely.” 

This honest acknowledgement resonated throughout the room. Senior positions often mean fewer peers who understand your challenges and more situations where you need to project confidence even when you’re uncertain. 

The question then becomes: where do you find resilience? Is it mentors? Is it your team? Is it friends or family? Is it a glass of wine at home after a difficult day? 

The answer, for most participants, is all of the above. Resilience comes from multiple sources, and recognising this helps leaders build the support structures they need rather than expecting one relationship or approach to provide everything. 

Key takeaways for leading through change 

The evening’s discussions crystallised into several crucial insights: 

Build your network intentionally. Don’t wait for support systems to appear. Actively create relationships with other women who understand your challenges and can provide honest feedback and perspective. 

Recognise intersectionality. Gender is one factor shaping your leadership experience, but class, culture, accent, and background also matter. Understanding these multiple dimensions helps create more inclusive environments. 

Navigate informal networks strategically. Acknowledge that important relationships often form outside formal work settings. Find ways to build equivalent connections that work for your circumstances and values. 

Maintain authenticity. Success shouldn’t require becoming someone you’re not. Seek organisations and opportunities that value diverse leadership styles rather than conformity to one model. 

Address loneliness proactively. Senior leadership can be isolating. Identify multiple sources of support and resilience before you’re in crisis rather than after. 

Support other women. Hold the ladder steady for those climbing behind you. Your experience and willingness to share honestly accelerates everyone’s progress. 

Building momentum in the Midlands 

This first UNBOUND Birmingham event demonstrated the hunger for genuine connection amongst women leading through change in the region. 

The intimate setting worked. With only 15 participants, every voice was heard. Conversations went deep rather than staying superficial. Connections formed that will extend well beyond the evening. 

We’re listening to feedback from participants to shape what comes next. This isn’t about imposing a London-centric model on the regions. It’s about creating the forums women in the Midlands need to accelerate their impact. 

UNBOUND’s mentorship programme, launched earlier this year, is also open to participants across the UK. Whether you’re in Birmingham, Manchester, London, or anywhere else, structured support is available for both mentors and mentees. 

What’s next? 

UNBOUND continues to expand. We host events that prioritise meaningful discussion over networking theatre. Each gathering tackles specific challenges facing women in tech with practical insights and actionable strategies. 

Real change happens through honest conversations, genuine connections, and collective action. This evening proved that when you bring the right people together in an environment designed for candour, transformation begins. 

The post Leading through constant change: insights from UNBOUND Birmingham appeared first on La Fosse.

The evening brought together mentors, mentees, and aspiring participants to share real experiences, practical insights, and actionable strategies for building mentorship relationships that genuinely work. 

Why mentorship matters now more than ever 

Lucy Kemp, La Fosse’s Director of Brand, opened the evening by highlighting a critical insight from our ongoing research: “Mentoring came up time and again when we asked what would drive change forward. It’s really hard to find a mentor, especially as a woman. You look up and that mentoring layer, that leadership layer, it’s smaller, and it’s getting smaller.” 

The challenges are multifaceted. Beyond the scarcity of senior women in leadership positions, there’s confusion about what type of support people actually need. Is it a mentor who shares experience and wisdom? A coach who helps you reach your own conclusions? Or a sponsor who advocates for you in rooms where decisions are made? 

Most importantly, there’s the fundamental difficulty of asking someone to be your mentor – a conversation that can feel daunting but, as Lucy reminded the audience, “Anyone who has ever been asked to be your mentor will be really flattered.” 

Meet the panel: diverse paths, shared wisdom 

The evening featured three panellists whose varied journeys into tech demonstrate that there’s no single path to success, but mentorship can be transformative regardless of your starting point. 

Patricia Manley, Head of Agile Delivery at Seven.One Entertainment, brought the perspective of an immigrant woman who has navigated significant hurdles throughout her 12-year UK career. “Being a woman immigrant who doesn’t look the stereotype of a woman in tech – having accents and appearances that were always issues – I went through a lot of hurdles,” she shared. Now, Patricia coordinates mentorship programmes for non-profits and works as both a mentor and mentee, believing that continuous learning is essential at every career stage. 

Leah Thomas, a Data Business Analyst at News UK and La Fosse Academy Associate, represents the growing number of career changers entering tech. Her path from law graduate to tech professional during the pandemic illustrates the “wobbly” journey many take. “I started as a law graduate, wanted to be a lawyer since I was about 15, and completely had a change of mind,” she explained. After googling “innovation, creativity and tech” and finding coding, she discovered La Fosse Academy, demonstrating how the right guidance can accelerate career transitions. 

Kirstie Smith brought 15+ years of marketing experience, alongside her work teaching at Birmingham City University and running networking groups. Her perspective highlighted how experienced professionals can give back while continuing to grow, emphasising that the next generation needs more than Google searches and YouTube videos – they need human connection and face-to-face relationships. 

The difference between coaching, mentoring, and sponsorship 

One of the evening’s most valuable discussions clarified the distinctions between different types of support – understanding often missing in workplace development conversations. 

Coaching, as Patricia explained, involves “going with you on that journey of discovering what you want to do and asking the right questions for you to discover the answers you already have inside yourself.” A coach helps you unlock your own insights through guided reflection. 

Mentoring comes from a place of shared experience. “Mentors are coming from the point of view of ‘this is my experience, this is what I’ve learned,'” Patricia noted. They offer wisdom gained from walking similar paths and can provide specific guidance based on their journey. 

Sponsorship involves active advocacy – someone who talks about you in the right meetings, puts your name forward for opportunities, and uses their influence to advance your career. 

Understanding these differences helps professionals seek the right type of support for their specific needs and career stage. 

What mentees really need: beyond job searching 

While career transitions often trigger the search for mentorship, the panel revealed that women seek guidance across a much broader spectrum of challenges. 

Confidence building emerged as a primary need. “For me, with females, a lot of the time it’s confidence in different areas,” Kirstie observed. “Confidence at networking events, confidence in general, not knowing where to start with something, or dealing with that overwhelm of information.” 

Power skills development represents another critical gap. Patricia identified the transition point where technical expertise alone isn’t enough: “Up to a certain point, we rely a lot on what we know as technical skills – certifications, coding knowledge. But there’s a point where you want to jump to the next level that’s not just about how many certifications you have. It’s the power skills that you lack.” 

Effective communication and leadership capabilities become essential as careers progress, yet these skills are rarely explicitly taught in technical roles. 

Career direction guidance helps when professionals know where they want to go but need help mapping the path to get there. 

Actionable change: Organisations should recognise that mentorship needs evolve throughout careers. Create programmes that address confidence building, power skills development, and communication training – not just technical skills advancement. 

When mentorship relationships don’t work 

Honest discussion about relationship challenges provided practical guidance for navigating difficult situations. The panel emphasised that not every mentor-mentee pairing will be successful, and that’s normal. 

Communication is key. Patricia stressed the importance of having “that feedback conversation” when relationships aren’t working. “Doing it from a place of love, saying ‘I don’t think this is working because of this’ and being honest about needs and expectations.” 

Structured frameworks help. Kirstie noted how having committed timeframes can actually help relationships succeed: “Even if there’s a personality clash, you’re committed to four meetings. Sometimes that structure provides the safety to work through initial challenges.” 

Choose authentically. Leah’s advice was refreshingly direct: “Choose for you, which sounds selfish, but you’re trying to get something from the relationship. Be honest about what you need and whether this person can provide it.” 

Kirstie also introduced a powerful framework for building authentic mentorship relationships, describing how effective mentors can adopt three distinct approaches: acting as gatekeepers who hold information and open doors to opportunities, midwives who help mentees work through challenges using a coaching approach, or fellow travellers who honestly admit when they don’t know something and explore solutions together. “I think the best productive relationship is when you can just totally be honest with your mentee or your mentor in both ways. And you’re both learning, you’re both like, going through that journey together,” she explained, emphasising how vulnerability and mutual learning create stronger, more sustainable mentorship bonds. 

Actionable change: Implement regular check-ins during mentorship programmes and provide clear frameworks for addressing relationship challenges. Create safe processes for changing mentorship pairings when needed, without stigma or blame. 

The power of informal mentorship 

Some of the evening’s most compelling stories came from informal mentorship relationships that developed organically. Patricia shared how she approached someone she admired: “I saw him behaving amazingly well, and one day I decided to say, ‘Hey, could we meet for half an hour every other week?’ That was amazing because we didn’t set up any agenda, but every time I met with him, I had my questions prepared.” 

This informal approach yielded more learning than her formal company mentorship programme, highlighting how authentic relationships often develop when there’s genuine curiosity and mutual respect. 

Actionable change: Encourage employees to identify and approach informal mentors within and outside their organisation. Provide guidance on how to structure these conversations and maintain ongoing relationships.

Measuring mentorship impact 

The discussion of programme evaluation revealed sophisticated approaches to understanding mentorship effectiveness beyond basic completion rates. 

Relationship continuation serves as a key indicator. As Leah noted: “A really good measure of whether you had a good mentor is if your mentee wants to keep in contact with you afterwards.” 

Goal achievement tracking requires establishing clear objectives at the beginning and checking progress throughout the relationship. 

Structured feedback collection works best when integrated into the mentorship process rather than lengthy surveys at the end. 

Qualitative insights often provide more valuable data than quantitative metrics, revealing the real impact on confidence, career clarity, and skill development. 

Actionable change: Design mentorship programmes with built-in measurement from the start. Focus on relationship quality indicators and goal achievement rather than just participation rates. 

The UNBOUND mentorship programme launch 

The evening concluded with the launch of UNBOUND’s own mentorship programme, designed to address the insights gathered throughout the research and discussion process. 

The programme structure reflects best practices identified: 

• Four-month commitment with one hour per month 
• Careful matching process over six weeks to ensure compatibility 
• Built-in evaluation through retrospectives to assess impact and improve the programme 
• Open access beyond event attendees to create broader community impact 

Participants left with QR codes providing immediate access to applications, emphasising that the programme is designed for anyone committed to meaningful mentorship relationships. 

Key takeaways for building effective mentorship 

The evening’s discussions crystallised into several crucial insights: 

Mentorship is not one-size-fits-all: Different career stages and challenges require different types of support. Understanding whether someone needs mentoring, coaching, or sponsorship is the first step to providing effective guidance. 

Informal relationships often work best: While structured programmes provide valuable frameworks, some of the most impactful mentorship happens through organic relationships built on genuine curiosity and mutual respect. 

Both sides benefit: Effective mentorship provides value to mentors through fresh perspectives, leadership development, and the satisfaction of contributing to someone else’s growth. 

Diversity matters: Mentors don’t need to look exactly like their mentees, but representation and shared experiences can provide unique value and inspiration. 

Communication creates success: Clear expectations, regular check-ins, and honest feedback transform mentorship from a casual relationship into a powerful development tool. 

Looking forward: building a mentorship culture 

The technology industry stands at a critical juncture. As Patricia observed, the leadership layer that should provide mentorship guidance is actually shrinking, making structured programmes and intentional relationship building more important than ever. 

However, the appetite for meaningful mentorship clearly exists. The enthusiasm in the room at The Loading Bay, the quality of questions from attendees, and the immediate interest in joining the UNBOUND programme all demonstrate that people are ready to invest in relationships that create real change. 

The path forward requires both individual commitment and organisational support. Companies must recognise mentorship as a strategic capability rather than a nice-to-have add-on. Individuals must approach mentorship with authenticity, clear goals, and genuine commitment to both giving and receiving value. 

Join the mentorship movement 

UNBOUND’s mentorship programme represents just the beginning of building the support networks women in tech deserve. By creating structured opportunities for meaningful relationships, providing frameworks for success, and measuring real impact, we’re working to ensure that career progression doesn’t depend on chance encounters or personal networks. 

The programme is open to anyone ready to commit to genuine mentorship relationships – whether as a mentor sharing their experience, a mentee seeking guidance, or someone who sees value in both roles. 

Ready to be part of building the support networks women in tech need? 

Apply for the UNBOUND mentorship programme 

Join the UNBOUND community for updates on future events and mentorship opportunities 

Download our Women at Work Blueprint for research-backed insights on what women really need to thrive in technology careers 

This isn’t just about individual career development – it’s about creating an industry where talent thrives through connection, guidance, and authentic support. The conversation has started. Now it’s time to build the relationships that will drive real change. 

The post Building the support networks women need: insights from UNBOUND’s mentorship event appeared first on La Fosse.

Developing young talent speaks to my personal values and, as a leader, it’s where I’d love to continue to take the business. Providing an equitable starting line for young people to begin their careers is front and centre for me, and La Fosse Academy offers just that – we train and develop the next generation of junior talent, with a focus on improving DEI in the industry. It speaks directly to our vision of helping create a world where talent is recognised regardless of background and lived experience.  

That equitable starting line was one of the reasons I was attracted to the fast-paced world of the recruitment sector in the first place. Irrelevant of your background, upbringing, education, financial backing, or societal beliefs, there’s a home for everybody who has the right skill set – it’s what makes our industry a vibrant and energetic place for your career.  

This sadly comes with its downsides, with varying levels of quality and consistency for our customers and candidates, but I truly believe there’s exceptional talent in our sector, delivering real value to businesses and the wider economy. The numbers speak for themselves, with the UK recruitment market now estimated at £140 billion (a £20 billion increase on 2019), highlighting the importance we play in continued growth.  

One of the most rewarding parts of my job is hearing about the experiences of the rising stars we’re developing at La Fosse Academy. I’ve recently been speaking to some of our current and graduated Associates, alongside some of our key Academy customers.  

Harry de Blaby was part of the first cohort at La Fosse Academy. He completed his placement with C. Hoare & Co., was taken on permanently, and has recently been promoted to Delivery Manager. Harry went from a deckhand on luxury yachts to signing up to the Academy and subsequently beginning his tech career in London.

Harry says of his experience: “The Academy set me up with all the skills I needed. Even going into a role that I wasn’t technically trained for, I still had the technical, industry-relevant base knowledge to understand what an API was, how a system hangs together, DevOps processes, and all the must-haves to develop a successful career.” 

Harry’s mentor and line manager, CTO Chris Loake, says the qualities he’s looking for in entry-level talent are “a general aptitude to learn, to problem-solve, to apply skills to shifting context”. Chris says he believes good leadership is about not walking past problems but addressing them and finding solutions. By identifying junior talent to provide diverse thinking and problem-solving, Chris and his team have unlocked future potential that now contributes to the private bank’s current and future success.  

Sophie Hebdidge, our Academy Director, said recently, “The Academy is special because it’s different. We worked backwards when we designed the programme, asking our customers, “What would you benefit from in terms of junior tech talent joining your business?”. We’re not only training people in specific skills or tech – we’re teaching them the underlying techniques they need to be able to succeed in the workplace. We took this approach because technologies continue to evolve, and it allows our Associates to follow the career path they feel most inspired and empowered by.” 

Some of our Associates have found themselves exceeding their own expectations. Zahra Mahmood is 18 months into her placement at the Department of Transport and has not only developed her technical capability but has gone above and beyond with her wider professional skills. Most notably, she won a nationwide hackathon and attended a presentation at 10 Downing Street. Zahra credits the Academy for giving her the opportunity to stretch herself, and she’s now looking forward to a successful career in the civil service as a result.  

Although there are numerous individual success stories, and we’ve now helped over 200 Associates start their careers in tech and transformation, not everything is rosy. The market is competitive, and the economic backdrop is challenging. As a result, customers in every sector are battling for business and facing the question of where to allocate hiring budgets.  

Whilst many customers buy into the idea of solving junior tech talent shortages and improving long-term DEI shortfalls, the reality is it requires a solid support structure, an attractive employee value proposition, a stable management team, and a consistent flow of good talent. None of these challenges are easy for us to solve, but we’re excited about what 2024 has in store for us, our Associates, and our Academy customers.     

(If you’d like some further reading, I thought this article by McKinsey made some interesting points. And if you’d like to talk to me about any of the topics in this blog, please do reach out as I’d love to hear from you.) 

The post Young talent – The equitable starting line appeared first on La Fosse.

So, what exactly is imposter syndrome and why do we experience it?

Imposter syndrome is described as the condition of feeling anxious, not experiencing success internally, despite objectively reaching successful milestones. This can lead to feelings of fraudulency and inadequacy, convincing yourself that one day you’ll walk into the office, and everyone will realise you don’t deserve to be there.

It won’t matter that externally you’re receiving praise and achieving in all your appraisals; you’ll persuade yourself that any achievements were down to timing and good luck – and eventually, everyone else will realise the same thing. Due to this, you’ll create impossible standards for you to reach, striving for perfection and likely burning yourself out in the process.

Interestingly, early research focused on accomplished, successful women who experienced imposter syndrome. More recently, it has become evident that anyone can feel this, at any point during their career.

For example:

• 80% of CEOs feel out of their depth in their role
• 62% of working adults have experienced imposter syndrome in the last 12 months
• Two-thirds of Britons say they have difficulty accepting compliments and praise
• Nearly half of students experience imposter syndrome

How can we stop feeling like an imposter, and recognise our achievements for what they are?

• First and foremost – acknowledge those feelings! It’s perfectly okay to feel like this, and it’s likely that your colleagues, friends, or your manager has experienced similar feelings.
• Talk about it– as the saying goes, a problem shared is a problem halved! Talking through your feelings with someone you trust can provide you with some external context, helping to reduce the catastrophising feelings you might be experiencing.
• Build connections – this can help support others that are also feeling the same and ensures that we’re caring for our peers.

If you’re interested in learning more about this, take a look at:

• https://www.betterup.com/blog/what-is-imposter-syndrome-and-how-to-avoid-it
• https://www.healthline.com/health/mental-health/imposter-syndrome#takeaway
• https://www.linkedin.com/posts/stevenbartlett-123_lets-settle-a-myth-when-you-feel-like-activity-7072572992974639105-MfD7?utm_source=share&utm_medium=member_desktop

Below also shows some of the ways that we can work to overcome these feelings:

Take a look at our Insights Hub for a range of professional resources.

The post “What am I doing here?” – Imposter syndrome and how to overcome it appeared first on La Fosse.

Despite the overwhelming prevalence of technology in our everyday lives, and the progress of gender equality, women are vastly underrepresented in the tech industry, and movement towards a better balance is woefully slow.

We want to change that. 

Our DEI Toolkit relays actionable insights for employers, employees, leaders, and individual allies who want to play their role in retaining female tech talent, and presents practical guidance on career progression for women working in technology. 

Summarising discussions that took place at our Closing the Revolving Door: Women in Tech event, held in partnership with Preqin and the Tech Talent Charter, the toolkit outlines ways to engage and empower women in tech and support female retention across the industry.  

The challenge

Women working in tech increased by just 1% in 2022.  

While conversations on gender disparity at work have gained traction in a wider sense, the increase of women working in the tech industry is barely marginal. But the issues go beyond poor growth.   

An eye-popping 50% of women working in technology leave by the age of 35. For those who stay, the statistics don’t improve, with 20% of women over the age of 35 still in junior tech roles, and only 22% of senior tech roles held by gender minorities. 

The benefits

Gender diversity at work is better for business. 

Improving gender diversity in tech is not only about fostering fairer and more equitable working environments; recruiting and retaining gender-diverse teams simply makes good business sense.

Diverse teams offer fresh perspectives, generate unique ideas, and present new approaches to problem-solving. Out of this comes a greater readiness for innovation, more valued and engaged employees, higher employee retention, and balanced decision-making. Ultimately, a gender-diverse workforce equates to higher revenue growth and a firm foundation to recruit and attract a diverse talent pool. 

According to a report by McKinsey & Company, gender-diverse executive teams are 21% more likely to have above-average profitability compared to companies with less diversity.

Despite the clear advantages of retaining female tech talent, leaders keen to adopt a more inclusive culture can be doubtful of the value DEI programs bring, with a significant 51% of CEOS reporting that current DEI initiatives are not effective.

The solution

How to promote gender diversity and inclusion in the workplace. 

We each have a different role to play in promoting gender diversity at work. If you’re asking yourself “What can we do as a company? What can I do as an individual?”, we have actionable insights to help you make better decisions.  

Learn how to: 

• Recognise and reduce the gender pay gap 
• Create gender-equal promotion and progression opportunities 
• Foster family-friendly work culture 
• Overcome hostile work environments 
• Educate and create allyship through support networks 

Download the DEI toolkit

The post Women in Tech DEI Toolkit: How to drive diversity and retain female talent appeared first on La Fosse.

Through a series of internal communication, we:

• Learnt about the life of Jesse Moorland, Founder of the Association for the Study of Negro Life and History, an organisation dedicated to researching and promoting achievements by Black Americans and other people of African descent.
• Listened to the powerful lyrics of Nina Simone, a famous singer who created urgent emotional intensity by singing songs of love, protest, and Black Empowerment.
• Found out about Althea McNish, one of the first designers of African-Caribbean descent to achieve international recognition. Her designs injected much-needed colour and life into the post-war fashion and textiles industry from the 1950s onwards.
• Shone a spotlight on the Kai Collective, a London-based Black-owned fashion brand founded by Fisayo Longe. Her ‘Gaia dress’ was celebrated by the fashion elite, and Fisayo has featured in numerous publications, including Forbes Magazine.
• Featured Zambian-born William JM Chilila, who, after making it to the semi-finals of MasterChef, went on to become the Head Chef of London West African fine-dining restaurant Akoko.

We were lucky enough to take a trip to the Black Cultural Archives, a Brixton institution that collects, preserves, and celebrates the histories of people of African and Caribbean descent in the UK. After the visit, Stephanie Pempestios, Marketing Executive at La Fosse Associates, had this to say about her experience:

“It was great to discover so much Black history right on your doorstep, and celebrate Black art, literature, and film all in one place through their library, screening rooms, and memorabilia. The district of Lambeth, (which includes Brixton) was where many Caribbean Americans and West Indian Americans moved to in order to find work, which led to the early post-war settlement and development of the Black community in Brixton. So, for this reason, the area of Brixton and its surrounding areas are of great importance to Black history today, and this is represented by memorials, statues and museums dedicated to the people of the Windrush. This was a great experience to do as part of BHM and we will be sure to find and support these museums and archives who continue to educate the public on Black history.”

Another highlight was a delicious lunch prepared for the team by Jollof Mama, a West London family-run business, bringing the taste of West African food to the masses by “showcasing Nigeria’s finest dishes using traditional ingredients with a modern twist”. The size of the queue and the clean plates certainly spoke for themselves!

As we conclude celebrating Black History Month, it’s important that efforts are continued; recognising Black history shouldn’t only occur in October.Taking the opportunity to learn more about Black history throughout the year and listening to our Black colleagues, service users, friends, and family is so important and will go some way to making society a more equal and appreciative place. DE&I is an ongoing, vital project; our aim as a business is to be representative of the community we are a part of. Some of the ways we hope to achieve this are:

• Companywide DE&I training - provided by our Talent Development team.
• Ongoing recognition - through celebrating Black art, history, and literature through our clubs, trips, etc.
• Our Proud2Be Network – creating a safe and welcoming space for all to share experiences and ongoing conversations around underrepresented talent.
• Consistent interview structures and the use of psychometric tools – giving everyone an equal and consistent process to minimise bias.
• Training for all levels – giving everyone an equal opportunity to succeed.

And it’s not just about implementing internal change. There are a variety of actions we can take outside our working environment to recognise and promote Black culture, which include:

• Support Black-owned businesses – you can use the #BlackOwnedBusiness hashtag and encourage your circle of influence to do the same. Follow Black-owned businesses and share their content, so that these businesses can grow their audience and awareness of their brands.
• Read more about why it’s important to support Black-owned businesses, and some examples of those based in the UK.
• Take a look at these fantastic recipes and make your own African-inspired dinner, or try William JM Chilila’s very own chicken Yassa recipe.
• Do some research about Black history in your own community and go out and explore – find a museum, a statue, or a gallery and learn more about its significance in your local area.

“Black History Month provides a fresh reminder to take stock of where systemic racism persists and focus on how we can make a difference. It offers an opportunity to reimagine what possibilities lie ahead. We have achieved so much, but we have only just started our journey to make the changes needed to make a real difference.”

Jackie Dane – Chief People Officer at La Fosse

The post Black History Month: What we’ve learnt appeared first on La Fosse.

Jo has been in the recruitment space for almost 22 years and set up Diversity in Recruitment in 2021 to give recruiters the skills, tools and confidence to support their clients properly while making recruitment inclusive, accessible, and equitable for all candidates. Diversity in Recruitment’s mission is to make recruitment processes accessible to everyone and improve the experiences of underrepresented and marginalised candidates.

Jo is working with La Fosse to up-skill our HR and Learning & Development teams, to audit our business model, hiring strategies and training programmes, and to work with a cross-collaborative group of ambassadors who care about and are involved in our diversity, equality, and inclusion initiatives. This training will support La Fosse to create the most diverse environment possible and ensure we attract top talent, aligned with our values.

Read our Q&A below:

When it comes to DE&I what is one thing you want to see all businesses doing in the next 5 years?

That’s a massive question, I can think of at least 20 things, but if I can only choose one it’s got to be – do everything that you possibly can to ensure that a candidate’s identity, background, and circumstance is never the reason they don’t get the job they want, the promotion they deserve and the salary they are entitled to.

If businesses want to start making changes, what’s the first step they need to be taking to start moving forward?

Get educated; you cannot fix a problem you don’t understand. You must take the time to really get under the bonnet of inequality to understand the lived experiences of underrepresented and marginalised people. Also, understanding the diversity of your people and the way in which they experience inclusion (or not) in your business is super important, so often employers roll out events and initiatives without diagnosing the problem. A deep dive, managed by an external provider like the Global Equality Collective, will give you the data and insight you need to start the work that drives authentic change.

What are your best tips on how to be an ally?

1. Understand that your role is to stand next to and behind the community you are supporting, not in front
2. Learn the history, and understand the experiences of the folks you are advocating for
3. Be prepared to call out bias, discrimination, and prejudice whenever you witness it
4. Understand the needs and the support the community needs from you, and avoid making assumptions. Be an ally 365 days a year, not just in June
5. You can’t pick and choose what groups you stand for, don’t ever forget the T in LGBTQ+!

How to continue these efforts throughout the year so you are not just rainbow washing?

If you must ask yourself ‘are we rainbow washing?’ you probably are to be fair. Supporting your LGBTQ+ colleagues must be consistent throughout the year, if it’s only something you talk about in June, you have no place turning that logo into the PRIDE flag. As I mentioned before, you need a deep understanding of how your LGBTQ+ community experience life within your business, so you know what needs your attention.

LGBTQ+ inclusion doesn’t just happen because you have a few people from the community in your business, you need to be able to clearly articulate your inclusion work, which could include clear anti-discrimination policies, a commitment to pay equality, a leadership team that’s invested in LGBTQ+ inclusion, LGBTQ+ friendly benefits (especially family building), an active LGBTQ+ employee resource group, LGBTQ+ inclusion training, a gender-neutral working environment, Trans inclusion work, and finally supporting the external LGBTQ+ community such as supporting local charities.

What are the do’s and don’ts for businesses during pride?

Do… plan ahead, base your work around education, give examples of your LGBTQ+ inclusion work to influence others, push your network to make changes, and celebrate and acknowledge the LGBTQ+ community in other months.

Before you do anything, ask yourself what you are trying to achieve by the activity and how it benefits and advocates for the community. Be led by the LBGTQ+ community in your business, don’t stand in front of them and talk on their behalf.

Don’t… just acknowledge the month with a few statements of solidarity on LinkedIn. Don’t expect freebies and speakers if you run events. If you haven’t done any work internally for your LGBTQ+ colleagues you should not be making noise externally. Don’t let Pride be led by your marketing team alone.

Why is diversity training so important?

Equality, Diversity, Inclusion and Equity can often be a broad and complex landscape where learning is never done. I have yet to meet anyone who’s a true expert in everything. You wouldn’t expect a colleague who was super passionate about maths and finance suddenly step up to be your CFO, so don’t expect people to suddenly lead your D&I work without investing in their professional development and education; passion alone doesn’t turn the dial.

A huge thank you to Jo who has been working closely with our teams. As a business, we are excited for the doors we are unlocking and the opportunities we are opening.

If you’re interested in learning more about building diverse talent pipelines and strategies, please get in touch with our commercial director Claudia Cohen from La Fosse Academy – claudia.cohen@lafosse.com

The post How to be an ally with DE&I expert Jo Major appeared first on La Fosse.

Thank you everyone for joining us, especially our special guest Dan Yomi! Having known Dan since university where he was Student Union President, I’ve had the absolute pleasure of seeing not only his individual growth, but also the support he’s given to so many people. So, Dan, I’ll let you take the floor and give us a brief intro of your journey so far!

Hi Eli. Thank you for having me! So, I came to the UK from Nigeria in 2014 for my Master’s degree. It’s been an interesting journey… coming to a new city and trying to integrate culturally, not just as an international student, but also as someone who is queer. I remember going to my first gay club in Bournemouth and seeing two guys kissing and holding hands – and they were not running from the police! I thought, this is strange! And that triggered something in me. I didn’t think it was possible.

My queer life was non-existent in Nigeria. I was born into a very religious home, and I think my experience at university really helped me to learn – joining the LGBT society and being in a space with queer people. I started gaining confidence, but also, when I went to gay clubs, when I saw queer people, my experience as a black queer person in certain spaces was also different. I just wanted to be me.

I came out in 2018 and it was a difficult moment in my life… my mum was crying, saying I ruined the family reputation, what will the church members say… I just got to a stage in my life where I was tired of being alive, you know? And I think when we get to that point, nothing else matters apart from peace, so I really wanted to prioritise my mental health and not care about the opinions of others. And that led to me founding Living Free UK, because I felt that I want it to be easier for the next Dan to come out. And I think that was part of my conversation with my mother, She said, “Oh, I thought being gay was a white thing” – this confused me a lot because I’m not white, and I’m queer, so what now, right?! But I wasn’t really offended because I understand where the ignorance is coming from – and having no references to fall back to wasn’t helpful either. I didn’t know any queer Nigerians, and all she saw in mainstream media was something that was not reflective of society, so I thought, I’m going to open this space, I’m going to speak to queer Africans, so the younger me in Nigeria would sneak and watch a YouTube video and see people who look like them.

So, we’ve been open since 2018, creating safe spaces; I do a lot of work for LGBTQ+ asylum seekers and refugees. Going through that process is daunting, so I’m passionate about creating spaces because I know how difficult it was for me and I want to make it easier for young people and people who didn’t have the privilege I’ve now got.

Thanks Dan! That’s very interesting. I think that you’re right to touch on intersectionality and how it’s different for people that are black and queer within queer spaces. When you’re talking about Living Free UK, creating those spaces for the ‘younger Dans’, what does a comfortable, appropriate queer space look like for you?

Although I was in the UK, where legally I wouldn’t go to jail for falling in love with a man, I still feel that as a black person and a migrant, my identities impact the way I’m viewed within and outside LGBTQ+ community. Although I had well-meaning, well-intending white gay friends who I love, some people still made some (unintentionally) hurtful comments. Or I went to Nigerian spaces where people would say I wasn’t Nigerian enough because of my queerness. I just needed this space where I could be Queer, Black and Migrant on every level. So, what that looks like within Free Living UK. We’ve done three seasons of interviews with visible queer Africans on our YouTube channel which is amazing because you can’t be what you can’t see, and when you do see something, it makes you feel like you can do that thing. We also create physical spaces by organising events through. We also create physical spaces by organising events throughout the year for LGBTQ+ Africans, asylum seekers, refugees and allies. This has also been an opportunity to educate potential allies because when I spot someone who genuinely wants to learn about my lived experience, we will have that conversation, because part of me feels that they can’t know if I don’t teach them.

Absolutely. And that’s a big conversation going on at the moment: how much responsibility do queer people have to teach allies how to behave? I’m curious to hear what your thoughts are on that?

So when I said teaching, I just meant personally – you know, if I met a friend who genuinely, respectfully wanted to learn about something they just didn’t know about, I would explain – but the onus is not on the oppressed to educate the oppressors. I’m of the school of thought that the reason there is sexism is because of the actions of men, so men need to educate themselves; and this also goes for racism, homophobia, ableism and transphobia. I think it’s asking too much to ask people who are already marginalised to educate people for free, right? Existing in your self is a full-time job, regardless of your intersectionality. So yeah, I think allies should do the work.

People shouldn’t feel entitled to information from queer and other marginalised people… Google is your friend! I think it’s also about encouraging a culture where people do their own research. It can be draining when someone just comes to you without any basic knowledge.

I guess on that note, often people are worried to take that step because they’re worried they’ll get something wrong. What would be your advice there?

Yeah, that comes up a lot. No one wants to be told they offended someone; it’s not a nice feeling. But what I tell people is, it’s ok to make that mistake. I don’t think the issue for me is in the mistake, it’s actually in our reactions. As a queer person, if someone says something insensitive, of course I’m not happy, but I think it’s more about how they react to me calling them out. So you have group A, who would say, “I’m sorry, you know I did not mean any offense” and they’re keen to change their behaviour. Then there’s group B, who tend to get defensive. And I think that for me that is where the problem lies. It’s not in the mistake that we made, it’s in that act of listening and knowing that sometimes you will get it wrong. As a cis man who exists in a patriarchal society, I know that I benefit from a system that dehumanises women (both cis and trans). That’s the consciousness I now bring to the table; that of learning, engaging, but also being humble enough to apologise and listen. Nine times out of ten, I think people get defensive and prioritise their feeling of discomfort, but even though they’re not the victim here, I’ve seen a lot of marginalised people get gaslit into apologising. And I tell people,

“If you don’t feel safe, you don’t have to call out racism or homophobia or transphobia.”

This is just my school of thought… because I also think that the onus, especially in the place of work, would be for the organisation to create a space where people can express themselves and speak up. A lot of times people just don’t say anything because we’re scared, so it’s just being conscious of not prioritising our feelings over the oppression of others’. If you’re uncomfortable with being called out, remember it’s not about you, it’s someone reacting to what you said.

What do you think the role of an ally is?

An ally for me is someone who personally advocates and actively works for the inclusion of the marginalised. And when I say marginalised, I mean various intersected identities; of race, of sexuality, disability etc… an ally is someone although not part of that group is keen, intentional, and willing to put in the work. This person is passionate about solidarizing with that community.

Ok, and where do allies fit in a situation in which someone doesn’t feel safe?

Oh yes, in being an active bystander. So I think it comes down to:

Being comfortable talking about the oppression of a marginalised group. If you’re an ally (for example) to the Black Queer community, this means being comfortable talking about the racism & homophobia that these communities face. It’s a difficult conversation to have I know, but I think understanding, being conscious, showing empathy, and turning the spotlight back onto the marginalised leads to being an active bystander.

Being conscious about our Privileges. This is about knowing that if you say the same thing as someone who’s queer (as a cis-het person), you will get a different reaction and certainly wouldn’t get punished for calling out oppression. Also, having straight privilege (for example) doesn’t mean straight people don’t have struggles, it just means their sexuality is not part of what makes their lives difficult.​

Yeah, I love that, it’s kind of this whole thing that as an ally, you should stand beside or behind – but never in front.

Yes, I think you’re absolutely right – allyship is about listening, learning, and supporting from behind. I think when it feels like you’re taking the spotlight, maybe you want to take a step back and just champion someone who is of that group because they may not have access to spaces that you have. And we all have privilege, as I say. It’s not about feeling guilty, it’s just feeling conscious, empathetic and sad about a system that dehumanises our fellow humans simply because of their differences.

That’s a really good point to make. So, we’re coming up to Pride Month soon of course… what are your views on the typical way companies may respond to Pride Month and how you see that fitting in with queer representation within businesses? And also, what kind of pitfalls to avoid as a business?

That’s an interesting question. One of the reasons I was keen to speaking here tonight was because it wasn’t happening in June. The sad reality is that a lot of companies don’t recognise that Queer people are still queer 365 days a year. Don’t get me wrong, I feel It’s important to recognise the work corporations do during Pride, but rainbow washing kind of speaks to the intentions behind it and I’m always curious to understanding the experiences of the employees within such organisations.

Yeah, I absolutely agree with that. So moving on to Living Free, I’d love to hear a bit more about its history and what you have been doing recently.

So going back to my mum’s conversation… I was passionate about visibility, I just needed people to see that you can be Asian, Black, Migrant and Queer. There is also a misconception about some of us who migrate to the UK or US for education or work; it’s the idea that we have been westernised, which clearly isn’t true because Queer history is African History. As you know, I’m out, and I’ve had to pay the price of losing relationships with friends and family.

Living Free UK started as a YouTube channel and we’ve since grown to becoming a CIC (Community Interest Company) supporting LGBTQ+ Africans, asylum seekers and refugees, by creating both digital and physical spaces in the UK and Globally. We do a crucial work in creating spaces for our community to unwind and exist in our unedited selves.

One of our biggest wins was securing funding to offer free therapy for LGBTQ+ asylum seekers during the COVID 19 pandemic. This was run by a culturally competent therapist which led to some very positive conversations and feedback around mental health awareness. We also offered free food vouchers to LGBTQ+ Asylum seekers.

That’s amazing, I always love following how it’s grown over the last few years, it’s been awesome to see.

Living Free UK also launched a global space on Clubhouse called The Cool Off Zone. With over 2,000 members across the world, the club has been pivotal to creating a digital space for Queer Africans in the UK, US, and the continent of Africa. Allies are also welcome to our spaces because when you meet allies who are passionate, who are willing to listen and learn, it makes our lives easier.

Yeah I absolutely agree. I think like you said, you don’t always want to thank people for doing the bare minimum, but also in the world we live in, the bare minimum is often more than most! So how can people support Living Free UK?

You can support us by first getting to know who we are and what we do via our website www.livingfreeuk.org.

You can also donate to our newly launched AfroYanga Hardship Fund for LGBT Asylum seekers.

Currently, asylum seekers are not allowed to work, and some have no recourse to public funds. Your donation will help towards our hardship fund of £80 for food per week per person and £25 for phone data, and £50 for bodily essentials per month for each beneficiary.

Your donation will also provide training, certifications & licences such as Cyber Security, Business Analysis, Digital Marketing, Door Supervision licence, etc., to LGBTIQ+ asylum seekers for £600 per person.
Your donation will also provide financial support for staffing, volunteer expenses, and other related emergencies.

By addressing their needs, we aim to contribute to the stable support and well-being of LGBTIQ+ Africans, asylum seekers and refugees in the U.K.

You can donate via Bank Transfer, PayPal or our GoFundMe Page all available on our website www.livingfreeuk.org. You can also follow us on Instagram, Facebook and Twitter @livingfree_uk

Thank you in advance for your donations and support!

Dan Yomi

Dan is the Founder/Director of Living Free UK, a registered community interest company that provides support and validation for LGBTQ+ Africans, asylum seekers and refugees. He was elected the 1st Black President of the Bournemouth University’s Student Union and served on the Board of Trustees for two years. He now works full time as a Recruitment Consultant and also volunteers on the Board of Directors at house of Rainbow. He gained recognition when conversations of his coming out as a Nigerian Gay Man to his family surfaced on social media, which was then amplified by the international media.

Discover more about diversity, equality and inclusion at La Fosse.
Read La Fosse’s Diversity and Inclusion Statement of Intent.

The post Queerness, identity, and allyship: Interview with Dan Yomi (part 1) appeared first on La Fosse.