As we’ve just passed Women’s Equality Day at the end of August, we are once again confronted with the statistics demonstrating the lack of diversity in senior leadership positions, especially within the fintech industry.
According to a 2025 study, only 18% of senior executives in the UK financial services businesses were women, and only 9% of the CEOs surveyed were female. This result was an increase on the previous year, but only 0.4% more female senior execs in 2025 than in the previous 12 months. This is all while women make up nearly half of entry-level tech roles. Progress is happening, but the pace is insufficient. We need to move beyond awareness and toward greater transparency in promotion pathways and equity distribution.
Making further progress will require greater transparency in promotion pathways and equity distribution, alongside new approaches to attracting talent. There are several ways to achieve this, but meaningful change will require buy-in from across the industry to remove barriers and drive real progress.
More female representation
The first step we need to take in order to help facilitate equality in the boardroom is more public female representation. During my time as events lead at Bitpace, I have seen encouraging signs of greater female representation on fintech panels, in hiring pipelines and in decision-making roles. This visibility is crucial to inspire others because “you cannot be what you cannot see.” However, while these foundations are being laid, the real progress is driven by today’s leaders who actively mentor and advocate for structural change. In the crypto and fintech space specifically, we are beginning to recognise that diversity can be a competitive advantage that contributes to better, more inclusive financial products.
Having more female representation in these leadership roles shows the wider industry what the new normal is: that women have a place in these industries that have been traditionally seen as male-led. Throughout my career, you don’t often get the opportunity to work with female spokespeople, due to the fact we have fewer women in leadership positions in fintech. That experience shaped my commitment to visibility. By having more diversity and women at the top, we can expect others to follow, inspired by those who came before them. We need to nurture working environments where your voice is not just heard but integrated into the strategy, shaping the future of fintech.
Hire from outside your immediate industry
The fintech industry can place too much emphasis on specific sector experience rather than talent or transferable skills. This presents one of the biggest barriers to women reaching leadership, particularly within crypto, where previous blockchain experience can be valued over transferable leadership skills. Companies should actively recruit talent from adjacent industries, particularly finance, payments and technology, allowing for fresh ideas and a wider pool of experts.
My career journey was an atypical one. I worked across a variety of industries before moving into events in the fintech industry, but having experience across different industries equipped me with the strategic flexibility to approach challenges differently and bring fresh perspectives. Recognising the value of transferable skills can open doors for women working in adjacent fields while bringing new voices and perspectives into the industry.
Fix representation at industry events
One area that we should immediately look to reform is the availability and voice given to female spokespeople at industry events. Seeing only a handful of women among a sea of speakers reinforces the perception that only men can make it to senior leadership, especially within the crypto space.
To give them credit, event organisers increasingly put out specific calls for female speakers. However, the relatively small number of women who have reached senior positions means the pool they can draw from remains limited. Companies should commit to providing media training and creating opportunities for more women to take the stage, not simply because it’s diverse, but because it broadens the perspectives shaping the industry’s future. Providing women with these platforms also gives them an opportunity to share their experiences and create clearer pathways for those hoping to follow in their footsteps.
Creating pathways through sponsorship, not just mentorship
Mentorship is valuable, but advice alone will not create the next generation of female leaders. Sponsorship requires senior leaders, both male and female, to actively use their influence, recommending women for promotions, introducing them to influential networks and putting them forward for speaking and development opportunities.
As leaders, we only succeed when our team does. We need to share the opportunities available so that we don’t just get one seat at the table and we expand the table for everyone who follows. Organisations can support this by creating formal networks and leadership development programmes, ensuring women have both access to influential people and the institutional support to progress.
All of that being said, progress is being made, and we are moving in the right direction. To make a difference sooner, we need to ensure that we are giving fair opportunities to all and providing a voice for those who are struggling to access a platform. Gender-balanced boardrooms should be the standard, not the exception. Through empowerment, we can create a world where leadership is judged by impact and vision, not gender.
