Op-ed: Why Gender Equity is a Business-Critical Metric

Conversations around gender equality can be incredibly divisive. It’s easy to see how the fear of criticism or even cancellation disincentivises both individuals and organisations from taking a complex or controversial stance, hence the barrage of same-same sentiments year after year. 

Last year, I did not want to contribute another empty platitude to the conversation. I did not want to add to the noise. But, feeling the pressure as a newly-appointed CEO in a male-dominated industry, a strange combination of obligation, fear and audacity took over, and I threw together a very honest post about, well, exactly that.

By then it was 5:00pm. My network had all logged off for the day, and if they hadn’t, surely IWD fatigue had set in and my post would slip under the radar. Instead, the response was overwhelming. For the next 24 hours, dozens of people – many of them strangers – reached out to say my words had resonated more than anything else they’d read that day.

Now, here we are again, IWD 2025. And despite the ‘success’ of last year’s post from an engagement standpoint, the familiar fear is back. This year’s theme is ‘Accelerate Action’, and it calls for “increased momentum and urgency in addressing the systemic barriers and biases that women face, both in personal and professional spheres.” Clearly, this is something I can speak to. So what do I want to say, exactly?

The truth is – and the digital landscape is the perfect example – change really is happening too slowly when it comes to gender equality in the workforce. In 2024, women made up just 27% of Aotearoa’s tech industry, and we remained vastly underrepresented in executive roles. One survey of NZX-listed companies revealed that there were more CEOs named Mark on the list than all of the female CEOs put together.

These statistics grabbed me for two reasons. In my work, progress isn’t just talked about, it’s measured. I’m sure much of my hesitancy to speak out around IWD comes down to the wishy-washy factor. Not all IWD content is without substance, but it sure does inspire a ton of unquantifiable generalisations, vague calls-to-action…the kind of girlboss word salad that leaves me starving.

Compelling data points, such as our country’s over-representation of Marks-in-charge, might not satisfy me exactly, but they do fuel me. I have always been a very driven individual. Following a volatile upbringing where violence and addiction were the only constants, I left home at 15 years-old and at 23, moved to London, where an entry-level opportunity at The Ritz ignited a passion for luxury brand marketing.

I’ve been on a mission every day since, working my way up the corporate ladder from managerial to executive to directorship roles at some of the biggest brands in the world. It’s been unbelievably challenging, but the reward – and this was reinforced to me by the knowledge that women make up less than 30% of NZ’s tech industry – is a profound sense of purpose as someone with both the platform, and the privilege, to improve the numbers.

Today, PH Digital’s senior leadership team is entirely woman-led, with female heads of department driving our agency’s strategy, performance and growth. Beyond that, we have a majority-female team of expert digital strategists. I cannot overstate how rare this is, or how proud I am to have created a space where women don’t just have a seat at the table, they set the agenda. 

This is especially true as my career has been more frequently roadblocked by female bosses than male – something us ladies really need to unpack and get real about rectifying. I know I’m not alone in my experience, after all. And I don’t believe it’s a case of ‘women blaming women for women’s oppression’ to point out that there is a culture of gatekeeping that goes on in business. I’m also aware of the optics of making such a statement, which is proof of how strongly I feel it must be said. 

This is why days like IWD matter. Not because they magically solve centuries of social and economic inequality, but because they force those in positions of power to ask hard questions. What have we actually changed? Where are we still falling short? And what actions will create real, lasting impact?

For businesses looking to make meaningful change, it’s not just about hiring more women; it’s about building an infrastructure where women can thrive. It means prioritising leadership pathways, rethinking outdated workplace norms, and treating gender equity like any other business-critical metric: something that requires data, accountability, and real commitment.

Meaningful change also requires redefining leadership itself. For too long, leadership has been equated with dominance, ruthless pragmatism, and profits over people. But what if the best leaders aren’t the loudest in the room? What if real leadership is about collaboration, adaptability, and understanding that people perform best when they’re well-supported, well-resourced, and know they’re valued beyond their output?

I always suspected the latter to be true, but early in my career I felt pressure to emulate the mostly-male bosses around me to show them I was ‘up to the task’. It took me time to realise that the version of me that makes the biggest impact as a boss is the most authentic one – empathetic, passionate and people-focused. It took me even longer to learn that leadership isn’t about having all the answers; it’s about creating space for others to propose solutions you might not have even considered. 

Which is why I want to add that yes, ‘Accelerating Action’ calls for radical moves that affect major change. And yes, every individual has it in them to mobilise their community and make a difference. But, if you’re feeling the weight of IWD – wondering if you’re doing enough, or if things are changing fast enough – know that progress isn’t always big and loud. Sometimes, it’s the quiet work of challenging our personal biases, of making room at the table or, in my case, pushing through the fear to simply speak our minds.

Because in the end, change isn’t inevitable, it’s intentional. We have to mean what we say. We also have to measure our progress in real outcomes, not vanity metrics. And if we’re serious about moving the dial for women, we have to be serious about accountability.

I’m all for accelerating action. Let’s just make it count.

This op-ed was originally published by Stuff NZ in The Post | Te Upoko o te Ika, as part of their International Women's Day 2025 coverage.

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