Reimagining the workplace that was never built for women

For years, the conversation around women in tech has revolved around getting more women into the industry. While progress has been made, the real issue isn't just about entry, it's about retention, leadership, and influence. Women are present in tech, but far too few sit at the top.

Bias, whether unconscious or not, still shapes leadership pipelines. And for women in tech, the challenge isn't just getting a seat at the table; it's making sure we're recognised as key voices in shaping the future. However, the barriers go beyond perception. The biggest challenges for women in leadership today aren't about proving competence, they're about changing workplace structures that were never designed with women in mind.

Hidden hurdles: flexibility, financial security, and visibility

One of the greatest struggles women face in leadership is that traditional work structures were built for a different era. They assume a linear career path, one without interruptions, caregiving responsibilities, or the need for flexibility. But modern life simply doesn't work that way.

I've experienced firsthand how difficult it can be to juggle career growth with outside responsibilities. Many of the incredible women I know in tech and ecommerce, particularly those running their own businesses and start-ups, are scaling companies between school drop-offs, late-night strategy sessions, and the endless mental load of home life.

Male founders rarely have to answer the question of how they "balance it all." But for women, the expectation often lingers. And it's not just a personal challenge, it's a workplace issue that companies need to address.

For example, paid parental leave is essential, but one of the most overlooked factors is superannuation support during that leave. The long-term financial impact of taking time out of the workforce is huge. Many women retire with significantly less savings than their male counterparts – not because they earned less, but because they spent years working around rigid policies that didn't account for caregiving.

It's a simple fix: if a company can't afford paid parental leave, at the very least, they should be paying superannuation during that period. This isn't about special treatment; it's about making sure women aren't penalised financially for taking on responsibilities that society still disproportionately places on them.

Leadership isn't a zero-sum game

One of the biggest myths in leadership is that success is a competition; someone has to win, and someone has to lose. But that's not how I see leadership, and it's not how most women I know operate. I've always believed in collaborative leadership, where success is about creating opportunities rather than gatekeeping them. Some of the best mentors I've had in my career, both men and women, weren't afraid to be vulnerable. They shared their failures alongside their successes, encouraged me to ask tough questions, and helped me see leadership as something earned through impact, not just tenure.

Yet, early in my career, I saw how leadership was often assumed rather than earned. I worked in fashion retail – a fast-paced, high-pressure industry that, interestingly, was largely female-dominated at the mid-level, yet men still disproportionately held senior roles. The expectation for women to go the extra mile to be recognised was clear.

I often found myself working longer hours, putting my hand up for more responsibilities, and constantly proving my worth. Meanwhile, my male colleagues didn't seem to feel the same pressure. They would leave at 5:00 PM for the gym or a run, while I was still at my desk. At the time, I didn't question it, I just thought that was just how things worked.

Looking back, I realise that unspoken pressure for women to "overdeliver" remains deeply ingrained in many industries, despite some workplaces having made progress. It's a pattern I've seen again and again: women are expected to lean in more, to prove their leadership potential, while men are often assumed to be leaders from the start.

Making real change, not tokenism

Fixing this doesn't mean simply hiring more women into leadership roles. It means making structural changes that genuinely support long-term career growth. That includes:

• Flexible work policies that acknowledge caregiving responsibilities without penalising ambition.
• Superannuation support during parental leave to close long-term financial gaps.
• Formal mentorship programs that connect emerging leaders with decision-makers.
• A shift from rigid hierarchies to leadership structures that reward impact over face time.
• Another critical change? Women need to be present in the spaces where decisions are made. I've seen it play out time and time again – early morning running clubs, golf days, late night investor dinners, and leadership retreats where networking happens, and career opportunities are formed. If women aren't in the room, they don't get the same opportunities. 

Something as simple as mentorship programs that socialise future female leaders with senior executives could make a massive difference. Whether it's shadowing senior leaders, structured sponsorship programs, or ensuring women are part of the informal conversations where business decisions happen, visibility matters.

Turn ideals into action

At Pattern, we're actively turning ideals into action. As a female leader in a male-dominated industry, I've seen firsthand how powerful representation can be. That's why we measure success by outcomes, not hours, and encourage flexible approaches that let our team deliver their best. However, real inclusion demands everyone's involvement. I urge men (and women) on our team to support junior colleagues, especially women, through skill-building opportunities, introductions to key contacts, and challenging biases when they arise. This isn't about checking a box labelled 'inclusivity'; it's a core part of our culture, ensuring equal opportunity for growth and influence.

At the end of the day, the goal isn't just to have more women in leadership. It's to build a tech industry where leadership itself is redefined; one where everyone, regardless of gender, has the opportunity to thrive. I'm convinced tomorrow's workplace will look radically different from the one we've inherited, and the leaders guiding it will be just as transformative.