Recently, the Executive Technology Briefing – Women in Technology, held at Tech and AI Live London, May 14-15 2025 brought together a panel of experts to discuss the landscape for women in technology. The panel featured Tia Cheang (Capstone Digital), Nitu Kaushal (Accenture), Charlotte Berry-Selwood (AVK), and Natalie Sweet (Sage).
The discussion offered valuable perspectives on personal journeys, systemic challenges, and actionable strategies for supporting women in the technology sector. While significant progress has been made, the consensus was clear: there is still a lot of work to be done.
Navigating the path into tech: early influences and curiosity
The panellists shared diverse entry points into technology, highlighting the importance of early exposure and intrinsic interests. Tia Cheang found early encouragement through women in STEM initiatives which provided immersive and work experiences, sparking her enthusiasm for early STEM careers. Nitu Kaushal started with a chemistry degree but was drawn to technology through a love for building things, leading her to pursue a Masters in Computer Science. Natalie Sweet was fascinated from a young age by understanding how things worked, often taking things apart, and later realised she loved the marketing side within tech businesses. Charlotte Berry-Selwood initially pursued civil engineering but “fell into” building data centres, linking her passion for the built environment with technology and power.
A recurring theme was the importance of curiosity. Natalie Sweet highlighted how her curiosity about how things worked translated into understanding customer needs. Nitu Kaushal emphasised getting curious and understanding the space you are moving through, especially when it feels uncomfortable.
Facing challenges in male-dominated environments
Several panellists shared experiences of working in predominantly male environments. Nitu Kaushal recalled her first job rolling out the broadband network on the London Underground, where she was often the only woman in practical, male-dominated settings. She noted this didn’t stop her as she liked a challenge, but environments with only men’s urinals were an eye-opener. Natalie Sweet was surprised by the male-dominated nature of her first post-university job, where the only women were in the accounts team processing invoices. Charlotte Berry-Selwood described construction, her basis, as “hugely challenging,” mentioning being the only woman in the room and being given a coffee order. Tia Cheang noted that her early workplaces were very male-dominated, and in her first three or four roles, she was the only female in the office.
Navigating these environments required developing resilience and learning how to connect with people from various backgrounds. Nitu Kaushal’s response to being mistaken for support staff was to put the coat away, get the coffee, and then immediately go to the whiteboard to drive the technical conversation, demonstrating her role. This experience underscored the need for support and allies in uncomfortable situations.
The Power of mentorship and asking for help
Mentorship and coaching were highlighted as crucial for support and career progression. Natalie Sweet reflected that she wished she had sought out a mentor or coach early in her career to voice opinions and navigate the organisational structure in a safe space. Nitu Kaushal stressed the importance of asking for help, specifically in moments like difficult meetings, big deliveries, or seeking promotions. She advised being very clear about what kind of help is needed because people in the industry appreciate clarity.
The concept of mentorship has evolved. There is significant demand for mentorship, with hundreds of people expressing interest. While there are many mentorship schemes, Tia Cheang suggested being selective; she recommended having a separate mentor from your direct manager, as performance management and personal growth mentorship are different. She also found success with informal mentorships initiated through connections on platforms like LinkedIn.
Both Tia Cheang and Nitu Kaushal advocated for a “mix and match” or “Board of Mentors” approach. Instead of searching for a single mentor who knows everything, it’s more effective to have several mentors who can provide guidance on different aspects of life and career. Nitu Kaushal stressed being intentional about what you want from these relationships and noted that a mentor doesn’t always need to know they are providing mentorship – you can use their expertise for “ongoing coaching and maybe in the moment feedback”. For mentorship to work well, panellists agreed that having enough in common, clear domains, and specific goals are key.
Beyond diversity: focusing on inclusivity and opportunity
While there has been a shift in demographics with more girls entering technology, the challenge remains in retaining them – they often stay only a year or two because the environments don’t feel like a good fit. Tia Cheang argued that there’s more work needed on inclusivity rather than just the diversity drive, which can sometimes feel like a “checkbox exercise” to get more women in the interview process.
A significant barrier discussed was the prevalence of “unpromotable tasks” that disproportionately fall to women. These are essential tasks like organising social events, taking meeting minutes, or managing team funds, which consume time but don’t lead to promotion or bonuses. In contrast, interesting projects and innovation work that do further careers often sit with male colleagues. Tia Chang urged leaders to think unconsciously about how work is allocated.
Leadership’s role in fostering change
Leadership is seen as crucial for driving meaningful change in organisations. Panellists offered perspectives on what leaders should be doing:
- Address inclusivity: Move beyond just getting women in the door to creating environments where they feel they belong and want to stay.
- Support reconnection: Acknowledge that people, including women returning after parental leave or sabbaticals, may take breaks. Leaders need to think about how to make it easier for them to reconnect and feel confident back in the workplace.
- Challenge bias: Leaders must stay open to being challenged, continually train on biases, and potentially use technology to remove bias in processes like hiring.
- Allocate tasks fairly: Be mindful of unconsciously assigning unpromotable tasks and ensure challenging, career-advancing work is distributed equitably.
- Foster community and trust: Use internal communities to enable people to discuss shared situations and build trust across all levels.
- Acknowledge reality: any business claiming they have “nailed it” on gender balance and inclusivity is fundamentally failing. Leaders need to own the fact that issues and barriers still exist, both for entry and for retaining women in the industry.
Pushing through discomfort and redefining empowerment
Working in environments where you are in the minority can be uncomfortable. Nitu Kaushal advised getting used to this discomfort and pushing through, noting that the more you experience it, the easier it becomes.
Tia Cheang suggested a shift in the concept of empowerment. Instead of needing to be empowered, women should be taught that they can just step forward. This is particularly important for aspiring leaders; waiting for someone to give you leadership won’t work. The concept should shift towards having the confidence to “own the room,” as any man might naturally do, without needing explicit permission or empowerment.
Conclusion: an ongoing Journey
The breakfast briefing made it clear that while progress is visible, the journey to full gender balance and true inclusivity in technology is far from over. The insights shared by Tia Cheang, Nitu Kaushal, Charlotte Berry-Selwood, and Natalie Sweet underscore the need for early encouragement, increased visibility of role models, systemic changes in workplaces, and a continuous effort from individuals and leadership alike to create environments where women not only enter but thrive and lead. The conversation is ongoing, and so is the essential work required.
