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. 

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On 12th March, we gathered an intimate group of women in tech and their allies for an honest evening exploring what it really takes to accelerate a career. Not theory. Real experiences, specific moments, and practical advice from people who have lived it. 

Our panel, facilitated by Lucy Kemp, brought together three leaders with different career stages, industries and perspectives: 

• Amy Farrer, Director of Sales Solutions, TUI 
• Ed Davies, Chief Information Officer, West P&I 
• Nene Yamasaki, Analytics Manager, UK Power Networks 

Here is what they shared. 

Sponsorship is not the same as mentoring

We talk a lot about mentoring in tech. We talk much less about sponsorship. The distinction matters enormously. 

A mentor shares their experience and wisdom. A sponsor advocates for you. They say your name in the right rooms. They back you when decisions are being made and you are nowhere near the table. 

Amy’s career has been shaped by moments of sponsorship that went far beyond guidance. When she had a poor interview, her sponsor told the hiring manager: “I work with her every day. I see what she is really like. I think she just had one bad day.” She got the role. When she was considering a diagonal move across functions and upwards at the same time, her sponsor coached her, connected her with the right people, and helped her prepare. She got that role too. 

Ed’s experience reinforced that sponsorship often goes unnoticed until much later. Early in his career, a line manager championed him behind the scenes in ways he only recognised in hindsight. “I sort of took it for granted at the time,” he reflected. “But I realised that was a really good step in terms of seeing I deserved to be there and I could do it.” 

Peer sponsorship might be the most underrated career asset

One of the sharpest insights of the evening came when Lucy challenged the assumption that sponsorship always flows downwards from those above you. 

Ed pointed out that peer relationships can matter just as much. The colleagues you work alongside every day are often the ones who speak up in conversations that move careers forward. “It’s also ensuring that your peers can see your work, and they are also pushing,” he said. “What tends to happen is someone off the leadership team will be speaking across the organisation and saying, what do you think of so-and-so. And those peer voices carry a lot of weight.” 

The connections built sideways are not just professional relationships. They are the people who will eventually be in positions to champion you. 

Talking about your work is not boasting. It is strategy.

Amy’s coach once sat her down and showed her a picture of a duck. “Your head is down under the water,” the coach told her, “and you are doing nothing to sell yourself or tell your story. Nobody knows what you do.” 

It is a sentiment many women in the room recognised immediately. We are often conditioned to believe that excellent work will speak for itself. It does not. The evening made clear that telling your story is as much a part of career progression as the work itself. 

Amy’s shift was to approach her time as 50/50. Half delivering, half building relationships and communicating what she was doing. “Networking opens doors not just for your own career, but for business results as well,” she said. “I just wish someone had told me earlier.” 

Lucy added her own strategy: identify the key people in an organisation who others listen to and invest in those relationships specifically. “I want everyone to know how great this person is,” she said. “Sending positive feedback not just to someone’s direct manager but to their skip level as well. It builds the case for them over time.” 

The salary conversation nobody wants to have

One of the most direct exchanges of the evening came around pay. The panel did not flinch. 

Nene’s approach in a regulated-budget environment is to make the conversation continuous, not a single high-stakes moment. “It should not be a moment thing. It is a continuous process of showing up, showing value, and helping leadership understand what we are bringing.” Quantifying impact and making it visible to those with decision-making power is her way of building the case over time. 

Ed made it clear that the most effective managers do not wait for their team members to come to them. “I try to ensure I am putting a case forward for my team so that they do not feel they need to come and ask me.” Building a body of evidence over time, benchmarking against the market, and documenting outcomes together means the conversation is easier when it matters most. 

Lucy was direct about her own experience. “Benchmark what you are actually doing, because often you are doing way more than your role says. Go in with data, not a feeling.” Amy added that a strong business case should also include the honest reality that talented people have options: “Sometimes you have to be honest that you can jump ship. I am a valuable person who can contribute anywhere.” 

Nene, who is in the earlier stages of her career and navigates the salary conversation as an East Asian woman with English as a second language, shared a mindset that was one of the most memorable of the evening. “I am here despite all of these challenges. How amazing is that? And that gives me the confidence and positivity when I talk about the impact I have made.” 

When you are not inside an organisation

Not everyone in the room is a permanent employee. Several questions came from contractors, consultants, and people mid-transition. 

Lucy’s answer was vivid. When she was consulting, she would give away small pieces of work for free. “That is how I would get in front of influential people. When you give something of value, they will always remember you.” Ed echoed the importance of long-term relationships with trusted partners, including with recruitment firms like La Fosse. “Keep those relationships going even when you are not necessarily looking for something. Maintain them and think about what you can give. You never know what will come back.” 

Career paths are not linear. And that is fine.

Nene’s supervisor told her something when she was early in her career that has stayed with her: “You will see different views depending on where you are. You will find out more things. Just enjoy it at the time.” The permission to stop mapping a rigid 20-year plan and to focus on what was valuable to build right now was, she said, genuinely freeing. 

Ed talked about a difficult restructuring where a new leadership layer was placed above him and his sponsor moved on. His sponsor’s parting advice was simple: “Do not make a rash decision. Think it through. I know your worth.” He stayed, persevered, and the new team eventually recognised what he was capable of. The experience taught him something lasting: “Your loyalty is not necessarily to an organisation. Your loyalty is to people who value your work.” 

On the harder questions

The evening was not all structured panel discussion. The floor opened up, and so did the room. 

There was a frank conversation about menopause and what organisations are still failing to do. Lucy was honest. “No organisation I know is getting this right. But what I try to think about is: where do I want to be in five years? What can I get from this organisation that helps me get there?” The reframe, she said, is not about making peace with something that should not be happening. It is about making sure you are still building, still moving, and still finding ways to extract value for yourself even when the system has not caught up. 

Someone in the room had recently graduated. She was unsure what she had to offer and felt like she was all gain and no give. Every panellist told her the same thing: just ask. “Anyone who comes up to me and says they would love a mentor or some advice, I walk on air for the rest of the day,” said Lucy. “Please just go and ask someone. They are going to be overjoyed, and even if they cannot help, they will point you somewhere.” 

What we launched

At the event, we officially launched the UNBOUND private LinkedIn community. This is the space where everything UNBOUND happens: event access, coaching resources, masterclasses, conversations, and our Give to Gain network. The questions asked at events like this one will continue there. The connections made will continue there. 

This is what giving and gaining looks like in practice. 

Join the UNBOUND LinkedIn community to access ongoing support, priority event access, and a network of people who are genuinely committed to the same thing you are. 

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The numbers make uncomfortable reading. Women in tech wait, on average, three to four years to advance, compared to the two-year industry norm. They earn 16% less per hour than their male counterparts. And one in four leaves the industry altogether when progression stalls. 

These aren’t personal failings. They’re structural ones. But while systemic change takes time, there are practical steps women in tech can take right now to strengthen their position in the conversations that shape their careers. 

As CMO at La Fosse, and through the work we do with UNBOUND, our community for women in tech and transformation, I’ve spoken with hundreds of women navigating these exact challenges. Here’s what I’ve learnt. 

1. Stop waiting until you feel ready

This one comes up again and again. Women are often encouraged (explicitly or implicitly) to wait until they’re fully ready before making a move. In tech, that usually means waiting too long. 

Promotion conversations should be grounded in evidence, not feelings. If you’re already delivering outcomes at the next level, leading projects, influencing decisions, driving results, that’s your signal. Don’t sit on it. 

If you’re already operating at that level, make it visible. Promotion conversations should be based on impact, not perfection. 

2. Frame promotion discussions as business cases 

The strongest promotion conversations in tech are structured like business cases, not appeals. Talk about outcomes, not effort. Show how your work has increased revenue, reduced risk, improved delivery, or strengthened capability. 

Map your current responsibilities against the role you want. If you’re already doing the job, say so. If you’re not quite there, ask what specifically needs to happen and by when. Clear criteria turns vague feedback into a roadmap. 

3. Prepare for salary negotiations like a business conversation

Salary negotiations can feel intensely personal. But reframe them: they’re business conversations about value. 

Research market benchmarks. La Fosse’s annual Salary Index is a useful starting point. Understand internal salary bands where possible. Come prepared with specific examples of measurable impact. The more factual the conversation, the less emotional labour you carry. You’re not asking for a favour. You’re aligning pay with contribution. 

If the organisation struggles to engage transparently, that information is valuable too. It could signal an unhealthy culture.

4. Don’t internalise structural barriers as a confidence problem

Research consistently shows women are less likely to negotiate salary or proactively seek promotion. But this isn’t a confidence deficit. It’s a rational response to opaque systems. 

When promotion frameworks are unclear and decisions happen behind closed doors, hesitation makes sense. Instead of assuming you need to be more assertive, seek clarity. Ask direct questions about progression pathways, salary bands, and expectations. The clearer the system, the easier it becomes to advocate within it. 

5. Build allies and visibility before you need them 

Career progression rarely hinges on a single conversation. Advocacy starts months before the promotion meeting, in how visible your work is and who understands your impact. 

There’s a meaningful difference between mentors and sponsors. Mentors offer guidance. Sponsors put your name forward, recommend you for opportunities, and advocate for you in rooms where decisions are made. Women in tech need both. 

Build relationships with senior colleagues who will actively champion your progression, not just advise you from the sidelines. 

Why career progression for women in tech still matters

Data from La Fosse’s UNBOUND initiative shows that 43% of female career exits are driven by a lack of clear progression. Inflexible working and limited support for skills development compound the problem. 

When progression feels unclear or inaccessible, staying stops making sense. But while we push for systemic change, women in tech don’t have to wait for the system to catch up. 

Don’t wait to be recognised. Track your impact. Ask clear questions. Prepare thoroughly. And remember, negotiating pay or promotion isn’t being difficult. It’s being strategic. 

About the author

Lucy Kemp is Chief Marketing Officer at La Fosse and a passionate advocate for building workplaces where people can do their best work. She leads La Fosse’s UNBOUND initiative, a community for women in tech and transformation that brings together mentorship, events, and peer connection to support career growth at every stage. 

If this resonated with you, UNBOUND is open to women working in tech and transformation roles across the UK. Whether you’re looking for a mentor, want to connect with a community that gets it, or simply want to stay close to the conversations that matter, we’d love to have you involved. 

Find out more and join the UNBOUND community here 

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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

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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

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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.

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.

Read the full interview on our Executive site.

Hi Claire, thanks for joining me today. Can you start by giving a little bit of info about you and an overview of your career so far?

I studied English literature at university, then started working part-time at Kedge Capital, now the Waypoint Group (B-Flexion). There were only 15 people at that point, so I was working very closely with the CIO, the CFO, and the head of the investment team. The company grew to around 150 people while I was there; I was involved in the set-up of most of the businesses and therefore was fortunate to get a lot of experience very quickly.

With accounting, often you follow one of two streams; financial accounting or FP&A (financial planning and analysis). At Waypoint, I covered both sides at different times and was lucky to be able to grow as the business did. The role that really gave me the confidence and experience to progress was as the Group Valuation Manager – I set up the Valuation Committee and was responsible for reviewing the valuations of all the underlying business assets across the Group and the ultimate fund holding accounts.

I then got the opportunity to work on the merger between Stallergenes and Greer and manage all the financial aspects of the de-listing, merger and relisting on the Euronext Paris of the two companies. From there I moved to Stallergenes Greer as their accounting director and took the newly formed Group through their first audit and annual reporting process. This was a fantastic learning experience within a listed company environment.

After a couple of years in that role, I moved across to become Group Finance Director, where I was in charge of FP&A and corporate finance. I was no.2 to the CFO and having a broad experience meant the CFO could throw me into most things. ‘Growing up’ in the financial services sector, I got exposed to various tax topics and restructuring projects and worked closely with the tax and legal teams.

Finally, I joined Surgical Intelligence Holdings as CFO two years ago when it was still the majority shareholder of Caresyntax. As well as managing the segregation and restructuring of the entity, I have also established more transparent reporting for our investors. I initially worked on implementing a robust governance framework, including establishing board committees and investor relations.

I joined Caresyntax as we were just kicking off our Series C fundraising, which we did in house with a small team. I had to learn about the business incredibly fast; within a few weeks I was joining fundraising calls with potential investors. However, we were extremely successful and raised $130m of new capital from investors.

Following the fundraising, I stepped into the interim CFO role for Caresyntax, building out a finance team in the US and Germany, managing its move to US GAAP reporting, and ensuring the finance team was well placed to support the business going forward.

Were there any noticeable differences you saw from being a strong number two to the CFO, to the number one?

Although in many ways it felt like a natural progression (I’d already had some experience at Stallergenes when we didn’t have a CFO for several months) it still felt as though a safety net had been removed to an extent. I have had to have the courage of my convictions and take the right decisions for my team and the business.

Do you have advice for anyone looking to progress to CFO?

Learn to delegate

I think generally, my advice to someone who is moving up is that the CFO is stretched very thinly across so many projects and deliverables and therefore can’t be in the detail on everything. As a more junior accountant, you can reconcile every number, but as CFO, you just don’t have the time to do that. As such, it is essential to build and develop a team that you can really trust and then learn to delegate to them.

Learn how to communicate numbers in a business sense

But also, to be an effective CFO, you need to have a gut instinct for the numbers so you can identify quickly when something does not align with expectations. You need to really understand the business and what’s driving those numbers. That’s where accountants can struggle to take the next step: it is not just about producing the numbers, but about translating the numbers into something that is valuable for the CEO, executive team, and the board.

Volunteer

I have always had a propensity for saying ‘yes’ when asked to do things, to the extent that I have made the mistake of taking on way too much. However, it is the same willingness to get involved with things outside of my immediate remit that has also given me the opportunity for growth.

I would definitely advise someone wanting to progress in their career to volunteer for things no matter how small it may seem – it may just lead to a fantastic opportunity.

Step outside of your own remit

It is not unusual for accountants to progress up through a narrow path focused either on FP&A, financial accounting or commercial finance. On reaching senior roles they realise they don’t know much about audit or financial accounting standards, or they haven’t established solid commercial and management reporting acumen. As a good CFO you don’t need to be an expert in everything, but you do need to have some appreciation and understanding of the broader function. Having the opportunity to develop a deep understanding of all these aspects is not an opportunity everyone will get, but if you can participate in a project or move into a role where you can gain skills outside of your core role it can be valuable.

My advice for anybody that wants to progress quickly? If you want to progress ahead of the curve, then you must be brave.

Where to next?

CFO Series: Euan Marshall – CMC Markets

8 Key Insights to Creating a Flexible & Sustainable Finance Department for the Future

The post CFO Series: Claire Masterson – Caresyntax appeared first on La Fosse.

Within the corporate world, women often face difficulties in advancing their career at the same rate as men, with the industry’s longstanding diversity and gender gaps both causing and compounding this issue. Although it is everyone’s shared responsibility to #BreakTheBias – the theme of this year’s International Women’s Day – there are many ways women can get ahead in the industry, creating space for themselves to thrive, driving change, and inspiring others.

For this blog, we interviewed three women who are leading the way in technology and tech recruitment within the La Fosse group:

Hannah Crisp – Managing Consultant at La Fosse

Sophie Hebdidge – Academy Director at La Fosse Academy

Claudia Cohen – Head of Commercial at La Fosse Academy

Excelling in your career

Be bold and play to your strengths

Being self-aware within any career is important, and one of the main keys to growth is knowing your weaknesses but playing to your strengths. Hannah Crisp advises women in tech to “find the aspect of tech you are passionate about and let that fuel you!”

Although there may be boundaries or restrictions which make it harder to succeed, you shouldn’t let them limit what you can achieve. In order to thrive, you must believe in your own potential. When you assertively challenge societal norms and put yourself first, this attitude will change how others perceive you, and you in turn will inspire other women to succeed.

“Be bold and dream big. You can achieve whatever you set your mind to.” – Sophie Hebdidge

Step of your comfort zone

With the tech industry constantly evolving, there is always something new you can learn. Claudia Cohen reiterates the importance of this. Her advice is to “have the right attitude, be willing to learn, take feedback, and always look to constantly be improving.”

​Use the ever-changing environment and new emerging trends to create opportunities for yourself by offering up your own unique opinions and knowledge to your networks. Say yes to new opportunities that arise – you may end up surprising yourself!

“The best way to learn is to do – so say yes to chances when they come your way.” – Sophie Hebdidge

​

Standing your ground

Stay true to yourself

Although ambition is vital for success, it’s equally as important to stay true to yourself and your values. Standing your ground can be difficult to do and is something that women often struggle with, especially those with less experience in leadership roles, but it is a skill worth developing. Hannah is just one of the many female leaders who find this challenging at times.

“I saw my male colleagues as headstrong or determined but I was worried about being deemed as “inflexible or difficult.” – Hannah Crisp

This is a common theme within the workplace, but it doesn’t mean you should compromise – have conviction in your own beliefs, stand your ground, and don’t be afraid of what people may think. Chances are you may be raising opinions on behalf of other underrepresented groups and setting a precedent to help your peers feel comfortable in speaking up too.

Rock the boat

Within the world of work, you’re going to have different opinions from others (and maybe even better ones!) so contribute, lead, and shake things up a bit! Never fear the rejection that may come with presenting new ideas because every opinion is valid and everyone has the right to be heard. You’ve worked just as hard to be where you are as everyone else, so trust your ability, take that opportunity, and run with it.

“Don’t be afraid to rock the boat. You’re at the table, so make it worthwhile.” – Sophie Hebdidge

​

Connecting with others

Find a mentor and be a mentor!

Forging relationships with people on similar journeys to yours and drawing from their experience helps you to expand your knowledge base and skillset. When interviewed, Sophie swore by mentoring as being the best way to get ahead. She advised that women “never stop asking for advice from someone who is a few steps ahead in their career. Use them as a sounding board for big decisions, tricky situations, and guidance.”

If you already feel like you are in a position to help others, do the same – you will probably be surprised by the number of people who view you as someone they look up to. ​

“Be a mentor. You don’t need to be senior to mentor others, you’ll be surprised by how much you can learn from passing your experience onto others.” – Sophie Hebdidge

Build a support group

Surrounding yourself with people who inspire and support you can be incredibly useful to your career. Especially given the tech sector’s lack of female representation, having a support circle with other women and allies is a great way to explore your thoughts and ideas in a safe space.

“Seek out mentors and sponsors within the business who can help you develop.” – Claudia Cohen

If you’re confident and keen to enact change, there’s no stronger force for breaking the bias than using your experience to become a leader and supporter of other women. As Hannah states; “It’s our role to champion other women.”

Find inspiration

Make use of other influential figures – gender irrespective – within your business and wider networks to learn and take inspiration from. Some other ways Sophie does this is through reading books, listening to podcasts, and following inspirational people on social media.

“I feel so lucky to be part of a team and to work with so many women internally and externally that really inspire me and challenge me to be more ambitious!” – Hannah Crisp​

​Where to next?

To read about how we are creating an inclusive environment for women at La Fosse, learn more about our dedication to Diversity and Inclusion within the workplace here.

​If you liked this blog, you might also like:

Women in Dev #1: Why software talent wants more than table tennis

Women in Dev #2: CTOs, Software and Sherlock Holmes

The post Getting ahead… as a woman in tech appeared first on La Fosse.

This season, the Secret Leaders team organised a series of live events, each bringing together brilliant guests to discuss the ups and downs along the way to building their companies, and how they are trying to change the world for the better.

In the second of these, held on the night before International Women’s Day, host Dan met some of the most respected leaders in the UK to discuss all things leadership, equality, and entrepreneurship from a variety of perspectives. See below for insights from: Renée Elliot – Founder of Planet Organic, Alexandra Depledge – Co-Founder of Hassle & Resi, Reshma Sohoni – Co-Founder of Europe’s biggest seed investment fund, Seedcamp and Alicia Navarro, founder of Skimlinks.

Role models are timeless

The lexicographical implications of “female founder” can be unhelpful. All of the entrepreneurs on the Secret Leaders panel have achieved phenomenal things in business – and don’t count being women as restrictive. ‘I have succeeded because I’m a woman, not in spite of that.’ Pointed out Reshma. Alicia concurred. ‘If being a woman has been the hardest thing you’ve had to deal with on your journey in business, you’ve been lucky.’

Female role models are still important though, hence the old adage: “You cannot be what you cannot see.” This is why Renée’s role models aren’t just those who are older than her. ‘I am inspired by any woman, whatever age, who is following a business that they believe in, that makes a difference, that they have a huge passion for and that they just can’t go through life without doing. I look up to those women – no matter what their age.’

Investment X Factor

For many founders, VC Seed investment is the first trigger towards dreams becoming reality. Winning funding from this community is notoriously difficult for women – for every £1 invested by VC in the UK, less than 1 penny goes to start-ups run by women. As entrepreneurs, some of whom won first round of funding over a decade ago, what’s their perspective on the current landscape?

‘It’s getting easier, but you still have to be incredibly tenacious and determined.’ Observes Renée. But Alicia also pointed out that investors aren’t just looking for passionate entrepreneurs – VC investment necessitates a very specific business model.

‘People have a misconception that raising money is like X Factor. But if you’re seeking VC investment, you’re essentially committing to raising a massive caffeine injection of funds every two years. It’s crucial to understand that dynamic when you’re pitching.’

Do your homework – and don’t be afraid of your ambition

With 1 in 5 UK businesses run by a woman, perhaps the rollercoaster of VC is simply not the route that the grand majority are choosing to go for. ‘The stats don’t lie – there aren’t enough women getting funding.’ Observed Alex. ‘But part of this might be because women might want to do it slightly differently – they want to build a business, their way and in their own time, and don’t want to get on that treadmill where you have no life.’

Reshma, founder of one of Europe’s first early-stage VC funds, Seedcamp, didn’t deny the pressures associated with her industry.’ Not every business should take VC, so definitely do your homework. But, if you like the sound of it, don’t be afraid of your own ambition. For me, I’m in this because I love the pressure.’

Having children

With 2019’s theme for International Women’s Day as #balanceforbetter, one of the most difficult balancing acts for many entrepreneurs and parent is the tightrope between work and family. Though women’s role as the primary care-giver is increasingly being challenged, subjects like childcare and paternity and maternity leave remain thorny issues.
‘When I meet mothers aged 30-45 who have battled through their careers, it’s very rare that their husband hasn’t taken a step back in their career which has allowed them to do that.’ Said Reshma.

Alex is unsatisfied with the way mothers are treated in business. ‘When I got pregnant with my first child, my investors were furious. But with my second, I committed to taking 8 months off. During that time, my business partner took the company from £70,000 revenue to £150,000. So I defy anyone to tell you that a CEO can’t have a child whilst advancing a massive high-growth company.’

As an employer, Alex ensures that her business grants equal maternity and paternity rights to reflect these values. ‘Men need to be taking equal care of children if we are going to get further.’

What works for networking works for dating

So what should up and coming female entrepreneurs bear in mind on their journey? Alex believes it’s a good time to be a woman. “A lot of people are looking to tick a box, so take advantage of it.”

Alicia and Reshma reflected on their time at breakfasts at Piccadilly Waterstones, and the value of networking – as you never know which meetup will change your life. ‘What works for networking works for dating.’ Said Alicia. ‘Most people are just happy when someone is easy to chat to and takes the initiative to talk to them.’

Superpowers

To conclude, all the guests were asked by an audience member what their superpowers were:

Renée: ‘I have a clear vision, bags of integrity and an open heart.’

Alicia: ‘Empathy – truly understanding how people feel about a challenge let you build a great product around it. Resilience – aka the ability to laugh off everything that happens to you and make a great story out of it.’

Reshma: ‘Optimism. I’m smart. And humour – I don’t take myself or anyone seriously, so I don’t get bothered by what anyone says.’

Alex: ‘I’m humble. I’m quite authentic. And I have an incredible sense of what’s fair – I don’t build companies to make money, but because I want to make a difference to my staff.’

The post Leadership, equality, and entrepreneurship appeared first on La Fosse.

Venture Capital is funding the future. Therefore, it’s imperative the decisions made by VCs are free from bias, and that they encourage their portfolio companies to hire from a diverse talent pool. This will have a knock-on effect on the wider tech industry. Unfortunately, VCs cannot promote diversity within their portfolios without first addressing the lack of diversity in their own organisations.

A study of 160 active VC firms and over 1,500 employees, carried out by the non-profit partnership Diversity VC in May 2017, found that:

• Women comprise just 27% of the VC labour force compared to 47% in the U.K. labour force overall. This figure includes non-investment professionals within VC.
• When specifically considering investment roles (from the titles of Analyst to Partner) women are further underrepresented at only 18%. The equivalent figure for non-investment roles (such as Investor Relations, Marketing and Legal) stands at 43%.
• Women represent only 13% of decision-makers in VCs (decision-maker = An individual on an investment committee, typically an investment partner, who makes the final decision over which investments to make)
• Almost half of all firms have no women in their investment teams. Looking exclusively at decision makers, a staggering 66% of investment teams have no women decision-makers.

Diversity VC is aiming to significantly improve female representation at a senior level in the industry, through working with firms to set targets that are both ambitious and achievable. Their industry-wide goal is to see women holding at least 20% of senior decision-making positions in U.K. VC by 2020.

To help achieve this, they partnered with a number of industry experts including two La Fosse consultants, Tillie Hands, and Andrew Richardson, to co-write ‘Diversity in VC: A Practical Toolkit.’ The toolkit is designed to help VCs recognise their own biases and drive diversity within their own teams, as well as their portfolios.

Andrew and Tillie co-wrote Module 4 on ‘Offer Management and Induction,’ including:

• Questions to ask prospective candidates to test how inclusive an atmosphere is promoted within your business
• How to tailor your job offer to suit the requirements of individuals from different backgrounds
• How to design an induction process, PDP and Buddy System which provides employees with a structured support network from Day one

Read the toolkit here >

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