Jo Nicol

Q: Who were the women (or allies) who influenced your journey, and how did their support shape your career?

When I first became a parent, I worked for the fabulous Heather Thomas, and she was very supportive of me working part-time, but also shared her experience of being a working parent and how to protect your non-working time. This came at a time when so much was changing in my world that her wisdom and mentorship were invaluable.

Q: What pivotal moment shaped your professional path, and how did you recognise it at the time?

I took on a Financial Controller role relatively early on in my career and was hesitant at first, as I felt I didn’t have enough experience. The leadership team where I worked really encouraged and supported me and took a chance on my potential, which made me feel valued and trusted. Once I was in the role, I was able to convince myself that I was as capable as they all assured me I was. It taught me not to dismiss opportunities just because I couldn’t meet every requirement on a job description and to have greater confidence in my abilities.

Q: If you could give one piece of advice to the next generation of women entering your field, what would it be?

Take the time to understand what truly matters to you and translate that into a small set of personal values you can use to guide your decisions rather than following what others expect. Don’t be afraid to take calculated risks or step away from the most obvious career path; you’re probably far more capable than you give yourself credit for. Trust your instincts, be willing to try new things, and if something isn’t working, take the initiative to change the situation.

Vinny Leach

Q: What barriers (subtle or obvious) have you faced as a woman in your industry, and how did you navigate them?

When I started my career in technology in the 1990s, I was often the only woman in the room. Some of the barriers were obvious: being overlooked for stretch assignments, assumptions that I would be more suited to support roles rather than leadership, or being mistaken for someone more junior despite my experience.

Others were more subtle. My ideas would sometimes gain traction only after being repeated by someone else. There were moments where I felt pressure to “blend in” rather than show up authentically. Balancing career progression with family responsibilities also came with unspoken expectations that I would slow down or step back.

I navigated these challenges by focusing on three things. First, I invested deeply in my skills, delivering consistently strong outcomes, which made it harder to ignore my contribution. Second, I learned to advocate for myself more explicitly over time, whether that meant clearly stating my ambitions or calling out my work in a factual, confident way. And third, I sought out allies and mentors, both women and men, who valued diversity of thought and were willing to sponsor talent, not just mentor it.

As I’ve progressed, I’ve also felt a responsibility to challenge some of these barriers for others by amplifying voices in meetings, mentoring early‑career women, and normalising different leadership styles. The industry has changed for the better, but there’s still work to do, and I’m proud to be part of that ongoing change.

Q: If you could give one piece of advice to the next generation of women entering your field, what would it be?

Don’t wait to feel “ready” or to be invited before you step forward. Your perspective, voice, and experience have value now, not when you think you have met someone else’s definition of confidence or credibility. Leadership doesn’t require perfection; it needs authenticity and the courage to show up, even when you feel uncertain. Seek out allies and mentors, trust your instincts, and remember that confidence is built through action, not over‑preparation. You belong in the room, even when your perspective feels different. And when you do find your footing, make a point of holding the door open for others coming up behind you.