As International Women’s Day puts gender equality back in focus, many women in tech are still facing the same career frustration – doing the work, delivering results, but struggling to secure the promotion or pay progression that matches their impact.
Despite years of discussion around diversity and inclusion, 75% of women in tech report waiting three to four years to advance in comparison to the two-year industry norm, they earn 16% less per hour than men, and 25% leave the industry altogether when progression stalls.
According to Lucy Kemp, employee experience expert and Chief Marketing Officer at tech talent specialist La Fosse, the challenge lies in learning to navigate systems that aren’t always designed with transparency in mind.
“Women don’t lack ambition,” says Lucy. “But too many are operating in environments where the rules around progression and pay aren’t clear. That makes self-advocacy harder and riskier.”
Lucy shares five ways women in tech can approach promotion and pay conversations more strategically and confidently.
Stop waiting until you feel ‘ready’
“Women are often encouraged to wait until they’re completely ready before asking for a promotion,” says Lucy. “In tech, that usually means waiting too long.”<
Instead of focusing on how you feel, she advises focusing on evidence. “If you’re already delivering outcomes at the next level – leading projects, influencing decisions, driving measurable results – that’s your signal. Promotion conversations should be based on impact, not perfection.”
Frame promotion discussions around business impact
According to Lucy, the strongest promotion conversations are structured like business cases.
“Talk about outcomes, not effort. Show how your work has increased revenue, reduced risk, improved delivery, or strengthened capability. Decision-makers respond to value demonstration.”
She recommends mapping your current responsibilities against the role you want. “If you’re already operating at that level, make it visible. And if the answer is ‘not yet’, ask for clarity – what specifically needs to happen, and by when?”
Clear criteria will turn vague feedback into a roadmap.
Research and preparation are the key to results
“Salary discussions can feel deeply personal, especially for women,” Lucy explains. “But they’re business conversations about value.”
Preparation is key. She advises researching market benchmarks, understanding internal salary bands where possible, and being ready with specific examples of measurable impact.
“The more factual you are, the less emotional labour you carry. You’re not asking for a favour, you’re just aligning pay with contribution.”
If the organisation struggles to engage transparently, that information is valuable too, and could signal an unhealthy culture.
Don’t internalise structural barriers as a confidence problem
Research consistently shows women are less likely to negotiate salary or proactively ask for promotion. But Lucy cautions against interpreting this as a personal failing.
“When promotion frameworks are opaque or decisions happen behind closed doors, hesitation becomes a rational response,” she says. “Confidence is shaped by environment.”
Instead of assuming you need to be more assertive, she suggests seeking clarity. “Ask direct questions about progression pathways, salary bands and expectations. The clearer the system becomes, the easier it is to advocate for yourself within it.”
Build allies and visibility before you need them
Career progression rarely hinges on one conversation. “Advocacy doesn’t start in the promotion meeting,” Lucy explains. “It starts months earlier – in how visible your work is and who understands your impact.”
She recommends building relationships with senior colleagues who can actively support your progression – not just advise you.
“Mentors offer guidance, but a sponsor is someone who will put your name forward for opportunities, recommend you for a promotion, and advocate for you in rooms where decisions are made. Women in tech need both.”
Why this matters now
Insights from La Fosse’s UNBOUND initiative show that 43% of female career exits are driven by a lack of clear progression, with inflexible working and limited support for skills development also contributing to women leaving roles.
“When progression feels unclear or inaccessible, staying stops making sense,” says Lucy. “But while systemic change is critical, women can still take practical steps to strengthen their position in career-defining conversations.”
Her final advice is simple:
“Don’t wait to be recognised. Track your impact. Ask clear questions. Prepare thoroughly. And remember, negotiating pay or promotion isn’t being difficult. It’s being strategic.”
