UK
Growing up in India and coming from a Gujarati Family, finance has always fascinated me because of its critical role in shaping businesses and economies. I was drawn to the problem-solving aspect of financial management and the opportunity to make strategic decisions that could impact an organisation's success.
When I moved to the UK to advance my career, I faced challenges in adapting to a new professional culture, where workplace interactions and expectations differed significantly from what I was accustomed to in India. I had to work on adjusting my communication style to be more assertive and concise while also understanding the nuances of corporate politics. Additionally, breaking into senior roles as a woman of colour required consistent effort to prove my capabilities beyond technical skills by showcasing strategic leadership and adaptability in a highly competitive environment.
One of the key obstacles I faced was overcoming unconscious bias and stereotypes associated with leadership. In the financial sector, where leadership has traditionally been male-dominated, I sometimes found that my perspectives were scrutinised more intensely than those of my male counterparts. For example, in high-pressure negotiations, I noticed that my ability to take tough stances was often met with surprise or scepticism, whereas similar behaviour from male colleagues was seen as the norm.
Additionally, I encountered situations where networking opportunities and informal mentorship were often centred around male-dominated activities, making it challenging to access the same level of camaraderie and informal knowledge sharing. Overcoming these obstacles required resilience, a strong support network, and a focus on delivering exceptional results consistently.
In one of my early leadership roles in the UK, I was leading a major financial restructuring project. Despite my deep understanding of the project and the recommendations I provided, I found that my suggestions were often questioned or overlooked during meetings, only to be acknowledged when reiterated by a male colleague.
This experience was frustrating but also eye-opening. I addressed the situation by ensuring I presented my ideas with a strong, data-backed narrative and built alliances with key stakeholders outside formal meetings. I also learned to speak up more assertively and claim ownership of my contributions, reinforcing my credibility through consistent performance and visible leadership.
Balancing a high-responsibility role as a CFO with my personal life, especially as a mother of two young children, was an ongoing challenge that required careful planning and a strong support system. Early in my career, I struggled with the guilt of not always being present for important family moments while managing the pressures of my role. Over time, I've learned to set clear boundaries by prioritising tasks based on impact and delegating effectively at work. I ensure that my family time is non-negotiable by scheduling dedicated moments with my children, whether it's bedtime stories, weekend outings, or simply being fully present during mealtimes. Flexibility has been key—leveraging technology to stay connected with my team while making time for school events and personal milestones. As the majority of my family is back home, I also rely on a strong network of friends and professional childcare to help manage responsibilities.
Ultimately, I believe that being a good leader at work and a present parent at home are not mutually exclusive, and I strive to set an example for my children that pursuing professional ambitions and nurturing a family can go hand in hand. My Girls have been very supportive of my journey to CFO, and in many ways, it has inspired them to be independent, strong, hard-working individuals with an objective that women can achieve as much or more than their male counterparts.
Gaining respect in a male-dominated environment required me to balance confidence with approachability. When I first took on a leadership role in a team that had been accustomed to male leadership, I faced initial resistance and scepticism. I focused on earning trust by demonstrating my technical expertise, making data-driven decisions, and showing a deep understanding of the business. I also made an effort to listen actively, acknowledge different perspectives, and create a collaborative team environment. Over time, my leadership style—rooted in transparency and inclusivity—helped shift perceptions, and I was able to establish myself as a trusted leader who could drive both performance and engagement.
Yes, mentorship has played a crucial role in my career journey. One of my mentors, a senior male leader in the finance industry, provided me with invaluable guidance on navigating cultural differences and positioning myself effectively in leadership discussions. He taught me the importance of self-advocacy and encouraged me to embrace my unique background as an asset rather than a barrier. His mentorship gave me the confidence to take calculated risks, such as transitioning into more strategic roles and pushing for greater responsibility.
Having role models who had successfully navigated similar challenges helped me stay motivated and focused on my long-term goals. Albourne runs its own mentorship program, in which I have been paired with mentors from my peer group. This gives me a great sounding board to discuss day-to-day issues and the insights it provides are invaluable. I am also a part of a women's finance leaders group to connect with women in financial services, which gives me perspective and support in my past and current roles.
Over the past decade, I have observed positive changes in the finance industry, with more organisations recognising the value of gender diversity and inclusion. There is now greater awareness, and initiatives such as women's leadership programs and flexible work arrangements have made a difference. However, despite these improvements, challenges remain, particularly in ensuring equal opportunities for women of colour in leadership roles.
I would like to see more sponsorship opportunities, structured mentorship programs, and an emphasis on closing the gender pay gap. Representation at the highest levels is still lacking, and organisations must focus on creating truly inclusive environments where diverse voices are heard and valued.
Diversity is at the core of my hiring and mentoring philosophy. I believe that a diverse team brings a richer perspective and leads to better decision-making. In my hiring process, I ensure that we attract a diverse pool of candidates by being intentional in our outreach and reducing biases in the selection process. Beyond hiring, I actively mentor women and individuals from underrepresented backgrounds, helping them navigate career challenges and develop leadership skills. I also encourage an open and inclusive work culture where everyone feels empowered to contribute and grow, reinforcing the idea that diversity and performance go hand in hand.
"Shake the imposter syndrome". My advice to young women entering finance would be to stay confident in their abilities, continuously build their knowledge, and never shy away from opportunities to lead. It's essential to find mentors who can provide guidance and support and to actively network within the industry. When I first started, I underestimated the power of networking, but I learned that building relationships and having visibility in the right circles is crucial for career growth. I would also encourage women to embrace challenges and not be discouraged by setbacks—resilience and perseverance are key to long-term success in any male-dominated field.
One of my biggest accomplishments has been to lead the financial transformation in Albourne. This will deliver significant cost efficiencies while fostering an inclusive work environment. Beyond the financial success, I am proud of the impact I have had in mentoring and paving the way for other women to step into leadership roles. Seeing my mentees succeed and grow into confident professionals has been incredibly fulfilling and has reaffirmed my belief that leadership is about lifting others as you climb. This accomplishment has shaped my perspective on my career—not just as a series of achievements but as a journey of empowerment and positive influence.
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Lou Corbally has just under 20 years experience recruiting into Financial Services in London. Over nearly two decades, there have been incredible changes in the industry. One of the most significant shifts has been the growing emphasis on diversity and inclusion (D&I). To better understand these changes, she has been meeting and interviewing senior female leaders working in Financial Services as part of the series, Breaking Barriers: She Means Business.
