Breaking Barriers – Retaining & Elevating Women in Tech

Our recent roundtable offered a timely and progressive discussion on how organisations can better support women in tech, not just through recruitment, but by creating environments where they can thrive and grow.

Spork Digital
15 May 2025
11 min

The conversation brought together women working across cybersecurity, engineering, AI, product management, and talent development, reflecting on their experiences and proposing meaningful ways companies can build more inclusive and resilient cultures.

Why Women Leave Tech: Lack of Progression, Cultural Barriers, and the “Motherhood Penalty”

Despite increasing efforts to bring more women into tech, many leave mid-career. A common theme was the lack of transparent progression.

“About 50% of women leave tech before they turn 35 because they can’t see a path forward. If progression isn’t clear, or it feels like others are advancing through back channels, it drives women away.”
Sian Wilson, Executive Director at Day One

Others highlighted the lack of flexibility and support around childcare, with some still seeing caregiving as “a woman’s issue”.

Sian added: “If you’re stuck at a level and can’t see how to progress –and it’s not financially or emotionally viable to push further – you’re going to look elsewhere.”

The group agreed that supporting women at different life stages, especially around maternity and menopause, must become standard practice. These shouldn’t be topics that only women discuss with each other behind closed doors.

“We need to support our team members when they’re going through these issues and make it so it isn’t something that women talk about just with each other, but something that is taken seriously by a company – taken seriously at every level.”
Diane Gilbert, Senior Lead of Programmes at Plexal

She continued, ‘then the problem’s not just seen as a woman’s issue or a liability. Take the menopause, for example – ten years ago it would’ve been a shock to hear that word spoken in a professional environment. But it’s something that will affect 50% of the population, and we need to support that.’

Bias in Hiring: Culture Add, Not Culture Fit

Despite growing awareness around diversity in tech, many hiring practices continue to be shaped by unconscious bias, especially when it comes to who is seen as a “good fit.” At the roundtable, participants shared how these assumptions play out not only during the recruitment process but in the very foundations of how roles are created and who is considered for them.

Carmel Farquhar, Head of Growth and Client Services at Spork, described being hired into a male-dominated agency – not as part of a meaningful inclusion effort, but because a potential client had raised concerns: “The only reason the role was created was because the company wanted to win work from a charity-led business,” she explained. “The woman at the charity asked, ‘Why would I hire you to do our website when not one woman works for you?’ So they hired me. At the time, I didn’t expect to be offered the job, especially not as the only woman.”

But the inclusion proved superficial:

“At the end of the interview, the partner said, ‘Carmel, just let me know – you’re not going to have kids anytime soon, are you?’ Then he went, ‘Only joking, I’m only joking.” But then he added, ‘Seriously, off the record – if you are, just let me know.’ I just thought… what?”
Carmel Farquhar, Head of Growth and Client Services at Spork

Her experience reflected a wider issue: women being brought into organisations to tick boxes rather than being valued for their skills, and then facing inappropriate scrutiny about their personal lives.

The issue of “fit” came up repeatedly throughout the discussion, not just about gender. Sian shared an example from a large organisation she had led, where she discovered the underperformance of a sales division was tied to the makeup of the team. It was almost entirely composed of young white men from the same small town. With no diversity of background or thought, the team offered little challenge or innovation, and even the few women who had joined didn’t stay long. Culture, she pointed out, wasn’t just misaligned – it was unwelcoming. To counter this, Sian has built a different approach into her own business, Day One. The company removes CVs and evaluates candidates on a mix of technical and soft skills – whilst removing identifying details to ensure a fair and equitable process:

“When we talk about culture fit, we call it culture add. It’s not about fitting into the culture – because sometimes, that culture might be toxic. You want people who can add to your culture, not reinforce what’s already there.”
Sian Wilson, Executive Director at Day One

Yuxuan Chua, Product Strategist at Spork, offered a stark reminder of how personal bias can quietly become hiring policy, especially when left unchallenged. She described how, in some regions, it’s not unusual for hiring managers to say outright: ‘We don’t want to hire a female software developer because she’ll just leave when she turns 30 or 32.’

It’s a belief often expressed without embarrassment, framed as a practical concern regarding retention. But as Yuxuan pointed out, these kinds of comments reveal a deeper issue: people being reduced to assumptions about their ambitions, their longevity, and their place on a team – regardless of their actual skills or goals.

These assumptions don’t just shape who gets hired, they also influence who feels they belong once they’re through the door. Subtle signals, like surprised comments or dismissive remarks, often reveal unspoken ideas about who’s expected to be in the room. While they may seem small, their cumulative effect can be isolating.

Building truly inclusive workplaces means going beyond fixing hiring processes. It requires challenging the assumptions behind “culture fit” and making sure that when people arrive, they don’t feel like exceptions, but like they were always meant to be there.

Retention Starts with Culture

It was clear from the discussion that retention is less about perks and more about culture. Participants shared both toxic and supportive workplace experiences, drawing a direct line between organisational values and career decisions, especially for women navigating parenthood, flexibility, and advancement.

Diane spoke openly about how company culture shaped her own career decisions. She recalled working at a male-dominated tech company where long hours were the norm and flexibility was frowned upon. “There was a real culture of presenteeism,’ she explained. ‘And when I told the VP – an American man – that I was pregnant, he just looked shocked. It was as if I’d broken an unspoken rule.”

Despite already working flexibly at the time, the combination of being female, pregnant, and not visibly present late into the evening seemed to mark her out.

“I essentially got managed out when I was about to go on maternity leave. That was just a step too far: female, flexible working, and pregnant.”
Diane Gilbert, Senior Lead of Programmes at Plexal

Her story underscored a broader point: culture isn’t just about values written on a wall, it’s how those values show up in critical moments. When leadership embraces flexibility, empathy, and equity, people stay. When it doesn’t, they leave. But if exclusion drives attrition, inclusion isn’t about ticking boxes – it’s about recognising that ambition looks different for everyone.

Alexandra Forsyth, Threat Intelligence Lead and Cyber Security Strategy, highlighted the need to value women across the full spectrum of working styles and aspirations:

“There are different types of women. Some like to work nine to five, and that’s okay. Everyone has different responsibilities and lifestyles. But for those who are ambitious, who up-skill and educate themselves outside of work, we need to champion them more and let them raise their voices. And even those who don’t do that 24/7 are still creative in their own way. It’s about championing both.”
Alexandra Forsyth, Threat Intelligence Lead and Cyber Security Strategy

Her point reinforced a broader theme: that inclusion isn’t about a single path or personality type – it’s about seeing value in different contributions, and making space for each to thrive.

The discussion highlighted that career aspirations vary among individuals, while some aim for leadership roles, others prefer stability. Recognising and supporting both paths is essential for an inclusive workplace.

There was a shared sense that while the challenges are real, the solutions are already in motion – in inclusive leadership, peer advocacy, and flexible environments where different definitions of success are all valid. Changing culture doesn’t happen overnight, but it happens one decision, one conversation, and one role model at a time.

AI, Recruitment, and the Risk of Reinforcing Bias

The conversation highlighted that while AI tools can enhance recruitment efficiency, they also risk perpetuating existing biases if not carefully managed.

Sian emphasised the limitations of keyword-based filtering, noting that such systems can overlook capable candidates whose experience doesn’t align perfectly with predefined terms: ‘You might be a returner… You might not have had the job title that’s the same as this job title here,’ she explained. ‘If you’re just using AI keyword searches at the front of the application process, you’re filtering out actually, some really skilled people.’

Alexandra raised a longer-term concern: ‘One thing we’re seeing is less of a need for entry-level roles. So what we might see is people coming in at a more senior level, which will affect culture.’ This trend risks narrowing opportunities for those entering the workforce and may shift team dynamics if organisations aren’t prepared to support inclusive integration at every stage.

Dilara Kaan, Digital Excellence Director at Capgemini Invent, reflected on how filtering systems can cause strong candidates to be overlooked: ‘Why are thousands of people applying for a job and maybe not even 10% getting an interview? They might be a perfect fit for it, but don’t go through. How do we overcome that?’

Yuxuan pointed to a core issue with over-reliance on AI: ‘You can have the issue of garbage in, garbage out. AI systems trained on biased data may simply reproduce those same biases in their outputs’, she warned. Beyond the technology itself, the conversation turned to the human side of recruitment.

“In addition to having a robust recruitment process, it’s essential to ensure managers are applying inclusive practices and have the confidence to do so. Even if they’re sitting on a panel with senior peers, they need to be able to help them check their biases – that’s critical.”
Opemipo Koshemani, Fractional People Leader and HR Consultant

Diane stressed the importance of embedding inclusion from the outset: ‘It’s much easier to embed inclusive culture and practices from the start than to try and shift them once they’ve been cemented. You need to be conscious of your diversity and hiring practices from day one.’ As Dilara put it, ‘If you have a diverse group of leaders, you’re far more likely to build a stronger culture – with a broader range of perspectives and points of view.’

A more balanced approach is essential, one that leverages technology to support, rather than replace, human judgment. Hiring processes shouldn’t be one-size-fits-all; while technology can streamline certain aspects, the human element remains crucial. When implemented thoughtfully, AI has the potential to widen access and improve fairness in recruitment. However, without deliberate oversight, it risks reinforcing the very barriers organisations aim to dismantle.

Leadership, Role Models, and Authenticity

The final part of the roundtable explored leadership and representation. While having women in senior roles matters, participants stressed that representation alone isn’t enough.

“At what point is just having the presence of women in those roles enough?”
Yuxuan Chua Product Strategist at Spork

Yuxuan put it to the panel, “because once you get into a particular position, you feel a kind of pressure to fit in with the culture that’s already there. That creates a limitation in driving real change.”

This tension between visibility and meaningful inclusion came up repeatedly.

“Just having people there for the sake of being there doesn’t do anything. If there’s a 50/50 gender split on the board, but none have had to balance work and caregiving, they won’t truly understand or relate to the challenges I’ve had to overcome.”
Dilara Kaan, Digital Excellence Director at Capgemini Invent

Diane expanded on this idea: ‘It’s about making space – whether that’s someone who’s an introvert making space for someone who’s an extrovert, or vice versa. That’s what inclusion really looks like.’

For Dilara, representation that reflects lived experience is what enables belonging:

“Do we have people in senior leadership who haven’t gone through the traditional route – who didn’t graduate from university, who come from underrepresented backgrounds? That’s what creates a real sense of belonging. If people can look up and think, I can be myself here and thrive. That’s what real inclusion looks like.”
Dilara Kaan, Digital Excellence Director at Capgemini Invent

Alexandra echoed the need for more intentional support: “Leadership roles for women need to be advocated for more, with women getting together to share knowledge and remove competition. This also applies to men advocating for women, which does happen, but could be increased.”

“Often, women can be seen as ‘bossy’ and ‘too ambitious,’ which can prevent them from stepping into higher roles. in order to introduce the next generation of leaders, we need to show them people they can aspire to be and inspire talent.”
Alexandra Forsyth, Threat Intelligence Lead and Cyber Security Strategy

The importance of allyship – particularly in calling out microaggressions – also featured in the discussion. Reflecting on this, Sian emphasised the need to challenge outdated assumptions, even when it feels uncomfortable:

“We’ve all had those moments where someone assumes the only woman in the room will take notes. The only way to change it is to speak up.”
Sian Wilson, Executive Director at Day One

Looking Ahead

There was a strong sense of urgency and optimism in the room. While the challenges facing women in tech are systemic, participants felt they are not insurmountable.

Discussions highlighted the importance of better training, especially for hiring managers, to ensure inclusive practices are fully understood and embedded. Equally critical is creating safe environments where everyone feels empowered to show up as their full selves.

Mentorship emerged as a powerful driver of inclusion. Several attendees shared how meaningful it is to be guided by someone who shares your lived experience. As Sian reflected, progress sometimes comes down to the confidence to speak up and challenge the status quo, even when it’s uncomfortable.

By rethinking progression, investing in inclusive leadership, and building cultures that value difference, organisations can begin to reverse the talent drain. Representation matters – but only when it leads to true understanding and lasting change.

While much of the discussion focused on barriers, Dilara, highlighted that not all companies are falling short.

“I’ve worked with some global organisations that are genuinely role-modelling the inclusive cultures we want to see,” she said. “My current employer, Capgemini Invent, is a great example – I was pleasantly surprised by how balanced and inclusive the leadership culture is.”

She reminded the group that inclusion must be holistic: “In the fight for inclusion, we shouldn’t leave anyone behind. Gen Z men, for example, are sometimes left out of the conversation.”

“True inclusion means we all rise together.”
Dilara Kaan, Digital Excellence Director at Capgemini Invent