Sarah Draper joined Telehouse Europe as General Counsel and Chief Risk Officer early in 2022.
Qualifying as a lawyer in 1998, Sarah has worked on some of the largest transactions across Central Government and the private sector during her career.
Sarah ended her almost ten-year tenure at Royal Mail in late 2021, during which time the company went through an initial public offering, launched one of the largest IT transformation programs in Europe and commenced an acquisition journey that saw the Group expand across Europe, Canada and the US, followed by numerous transactions due to the more turbulent times of the COVID pandemic.
Sarah was promoted to Assistant General Counsel and latterly Director of Risk Management and Internal Audit during her time there and successfully created teams, established mentoring programmes, led on diversity and inclusion, brought teams together to drive the strategic objectives of the Company and latterly helped the Group navigate its risks and issues.
In Sarah’s current position at Telehouse, her primary focus is helping the company achieve its strategic vision and objectives whilst keeping it safe, ensuring legal compliance at a corporate level, maintaining various accredited business standards, and navigating all risk related issues and opportunities.
Sarah holds a Bachelor of Laws (LL.B) in Law from the University of Leicester and has completed the Executive Leadership Development Programme at Saïd Business School, University of Oxford.
As leaders in the tech industry, we navigate countless meetings – each one a stage to showcase our expertise; influence business strategies; and demonstrate our leadership skills.
Yet, as women many of us approach these opportunities with hesitation, not due to a lack of preparation, or fear of public speaking, but because historically, our voices have been marginalised. Even today, gender biases in boardrooms and client calls remain, causing apprehension when we should feel confident.
Why are we still facing these issues in 2025, you might wonder? While significant strides have been made towards gender equality, subtle yet profound barriers persist. This reality was highlighted during the “Spilling the Tea – Women and Their Allies Afternoon Tea” event hosted by Telehouse, which I attended alongside both my female and male colleagues. The stories shared by the remarkable women in our company were both enlightening and sobering, and highlighted that, while progress is evident, the fight for genuine equality is ongoing.
Fighting to be heard
Many women have experienced being overlooked for promotions during their careers, despite excelling in their roles. Sheryl Sandberg, former COO of Facebook, popularised an anecdote that men often apply for jobs when they meet 60% of the requirements, whereas women typically apply only if they meet 100%. This resonates with many discussions I’ve had with female peers.
Progress has been made, as shown by the latest FTSE Women Leaders Review which found that women now represent 30% of Executive Committee members in FTSE 100 companies, and hold a record-high 42.1% of board positions in the FTSE 350. Encouragingly, there are no all-male boards remaining in these companies. Yet the number of women in CEO roles within these companies has stagnated, showing no significant change.
These numbers tell a story of momentum but also of unfinished work. Women are rising through the ranks, but the challenges of being seen, heard, and valued in leadership persist. Many of my female colleagues have shared how being interrupted by male colleagues when speaking can discourage them from rejoining conversations. These moments, where their contributions are cut off or overlooked, are all too common and highlight ongoing disparities in communication dynamics.
Outdated biases still linger in workplace cultures, where tasks like note-taking are often assigned based on gender rather than skill. For new mothers, returning from maternity leave can present another set of challenges. Instead of feeling recognised for their contributions, many report feeling undervalued or sidelined, as though balancing work and family diminishes their professional worth. Managing childcare alongside rigid office hours can add another layer of pressure, making it harder to find a supportive rhythm at work.
These experiences often lead to feelings of self-doubt and inadequacy. A KPMG study found that 75% of female executives across industries experience imposter syndrome at some point in their careers, with 57% experiencing it the most when being promoted or while transitioning to new roles. The importance of strong leadership and visible role models, both male and female, in dispelling self-doubt and fostering confidence cannot be overstated. Recognising and celebrating our achievements amidst lingering doubts is crucial for personal and professional growth.
Changing the status quo
Creating a truly inclusive workplace takes effort from everyone, at every level of an organisation. While progress has been made, equality remains out of reach for many. The journey forward starts with leadership setting the tone but relies on every individual to recognise their role in fostering change and inclusion.
One key step is to challenge unconscious biases and create awareness of different communication styles. Inclusive meeting practices can transform workplace dynamics, helping to break down the subtle barriers that perpetuate gender disparities. By actively encouraging contributions from quieter voices and fostering an environment where interruptions are addressed, meetings become more equitable, allowing diverse perspectives to shine through and make a difference.
In addition, tackling systemic challenges, such as pay inequity and barriers to career advancement, remains a critical step in creating workplaces where women can thrive. Maternity leave policies, flexible hours and return-to-work programmes must support rather than sideline women, ensuring they return to roles that recognise their skills and contributions.
Building awareness and understanding of gender challenges needs to start at school age and continue into the workplace to make change happen. Business initiatives like our “Spilling the Tea” events can help educate both men and women about the challenges women face. We have to acknowledge that some male leaders may simply be unaware of these issues, and open dialogue is the only way to start addressing them. By engaging male allies and involving them in discussions about gender equality, we can broaden perspectives and foster empathy and understanding.
Looking forward, organisations must commit to implementing and sustaining diversity initiatives, not just talking about them. Mentorship programmes that pair senior leaders with aspiring female professionals can provide critical guidance and support for career advancement.
I’ve been fortunate to have had mentors and coaches inside and outside my workplaces who generously offered guidance and advocated for me throughout my career. Their support has been invaluable in helping me overcome challenges and achieve professional growth. Whether through formal mentorship programs or informal advice from seasoned professionals, I’ve realised that learning the language of business and cultivating the presence to be heard are essential skills.
Ultimately, advocating for policies that promote work-life balance and flexible working arrangements benefits all employees, regardless of gender. But true change hinges on us – women – supporting women, celebrating each other’s victories and collectively pushing boundaries. From acknowledging everyday successes to championing transformative policies, we hold the power to drive the change we aspire to see in the tech industry.
