It’s no secret that the rate of progress towards gender parity is glacial. The most optimistic prediction is that equality is imminent in approximately 20 years, or more depressingly, the World Economic Forum’s Global Gender Gap Report suggests it might take closer to 131 years.

While the pay gap brings to life the unjustness of inequality, there are other equally worrying statistics about women in the workplace. The Global Gender Gap Report finds that while women account for 41.9% of the workforce, the proportion of women in senior leadership roles (Vice-President, Director, or C-suite) has dropped by 10% to 32.2.%. The Advertising Association’s All In survey finds that 29% of women believe that gender hinders career progression.

Beyond gender politics, a lack of representation of women in leadership is simply bad business. McKinsey & Company found that companies with gender-diverse executive teams were 21% more likely to experience above-average profitability. For society, for progression and for the sake of better work, we need to see more women in leadership.

To create more space for women, the industry must work to create a workplace in which women can thrive. To help build a more inclusive industry, women in advertising share their insights on how to break into leadership roles.

As a woman, breaking into leadership roles in advertising can sometimes feel like a real uphill struggle - after all, statistics show that 62.1% of the top jobs are held by men. However, the key lies in finding mentors and allies who not only enhance your skills but also empower you to soar beyond industry limitations. I owe much to mentors like Ant Cauchi and Lloyd Salmons, who not only nurtured my growth at Outside Line but also inspired me to take a bold leap into entrepreneurship with my own community media agency, Whisk.

As a female leader, I've encountered the daunting reality of gender bias, particularly in securing funding for ventures. Yet, I've chosen to view these biases not as obstacles, but as opportunities to shatter stereotypes and champion deserving women. Surrounding myself with supportive employees, colleagues and clients has been key, especially those who will prioritise the well-being and unique needs of women in various life stages, from maternity leave to maintaining a healthy work-life balance.

It's about fostering an inclusive environment where everyone, regardless of gender, can thrive. This includes advocating for longer paternity leave for fathers and flexible work arrangements. By laying down these foundations, we pave the way for a future where women can truly flourish in leadership positions. And let's not forget to pay it forward, holding the door open for the next generation of female changemakers, ensuring they have the support and opportunities they need to rise.

I never saw myself as a woman at work. I saw myself as a recent graduate, as a junior, as a midweight finding their way, as an emerging leader in the industry… Gender was not part of the equation of how I looked at myself and my growth. Of course, I have my personality, my ways of doing things, my habits. And some of it might be influenced by gender. But then again, maybe not. From my personal experience I’d recommend each professional focuses on being themself and striving to do their best work - then, the results will speak for themselves.

It does make me wonder how many societal barriers are built due to individual preconceptions and miseducation. I consider myself lucky to have been brought up with a deep value for work and an open mind - essential pillars for successfully breaking into leadership roles. Those of us already in positions of leadership need to value, respect and admire people for who they are, what they bring to the table, how they help you perform better as a client, as an agency, as a team. Nothing more, nothing less. We are what we do and it’s up to us to set the right precedent to reduce discrimination and prejudice and help break the barrier into leadership roles.

Research shows that the more female executives a company has, the better it performs. Yet, the recent IPA Census reveals that the advertising industry remains a boys' club, especially at C-Suite level.

While there has been some progress, the road to gender parity in leadership roles remains long. For women, not only is it a challenge to earn a spot in the C-Suite, but it’s equally hard to remain there. This is exacerbated by a lack of understanding and support for women's health, which often requires them to work twice as hard without proper recognition.

The current situation creates a vicious cycle in which women need experience to be considered for C-level positions but have few opportunities to gain it. And, while there are numerous mentoring programmes available to women, they are rarely adequately funded.

To break this cycle, we need to be more creative in sourcing and supporting women at the C-level and ensure that they have the necessary experience and opportunities to break into leadership roles. While events such as International Women’s Day and Women’s History Month are great opportunities to address these issues, it’s time we put an end to lip service and enact real change.

After 15 years in back-to-back roles in UK media sales (culminating in running our UK Demand Business at Outbrain) I started parental leave to have my first child in 2021 - with a clear additional personal mandate; take a career breather.

I used my ‘Keep In Touch’ days to connect with stakeholders across the business; understand our global strategy and consider how I (outside of my profile as a regional sales leader) could support these areas. With Brand Studio, there was a business need for us to have in-house brand solutions; to be client-centric with ad innovation we could power on the open web, and the data and insights it could unlock.

By taking the time to consider my personal value across the business and to explore this outside of my working day - Brand Studio and I were perfectly aligned. A fresh approach, no boundaries and a space to create better for our Brand partners.

Two years later, as I prepare to take parental leave again, for my second child - we are a fast-growing, award-winning hub with a portfolio spanning the world’s leading brands - from Audi to Coca Cola.

I was very fortunate to have a life moment that created space for me to evaluate both the professional path I was on, and opportunities that aligned my personal value with business needs. My advice to break into leadership roles is to take breathers when you can; create some space. Great moves are the ones that find synergy between business needs and your own.