I think there are a lot of aspects to that question. We are still seeing some imbalance in the ratio of the incoming cohort and reduced numbers overall, while retention is also an issue. There is the ongoing reality of societal expectations and traditional gender roles, especially around childcare and household responsibilities. While there has been progress, with better policies and more opportunities for men to take on caregiving roles, broader societal support still has not fully shifted. As a result, women at senior levels may drop out or leave the workforce, and in my experience, that number falls to around 30 percent. 

On top of that, many women hesitate to put themselves forward for promotions. We tend to triple-check our readiness, hold ourselves back, and try to perfect every skill before stepping into a role, when often the learning happens on the job. If we could reframe our readiness criteria to what skills do I have that can be adapted to the role and not have I done this role before, we would see that we have very broad skills that can make an impact. 

One of the biggest insights for me was realising how hard it is to be what you cannot see. I did not see many women in high-ranking roles early on in my career, and that lack of visibility did not signal that those positions were available or supported. I was fortunate to have many allies, including male colleagues, who believed diversity made for better business and who were there to support me. I became the first partner in my area to be made a partner who worked three days a week. At the time, no one really knew how to make that work, but we figured it out together because they saw the value in retaining skilled women. That kind of leadership support is critical, and now it is a real option for others. It was about being brave, taking that step, and being willing to give it a try even when I did not know what it would look like.