Three hard truths about being a woman in tech

There is no shortage of conversations being had around women in technology. Representation figures are tracked, panels are convened, and initiatives are launched, but the conversation stays on the surface and much of the discussion circles the same territory. The more useful question now is not whether women are entering tech (sure, they are) but whether they are shaping it commercially.

In advertising technology in particular, we have seen meaningful progress in participation, but senior commercial authority still tells a more nuanced story. Executive roles and final decision-making power do not properly reflect the broader workforce. If the industry truly wants to move beyond symbolic progress, it has to focus more on influence: who owns revenue, who sets strategy and who is accountable for growth. 

You will never feel completely qualified but that should not be a barrier

One of the most persistent misconceptions about working in tech is that every role requires deep technical expertise from day one which quietly deters capable people and women, in particular, from stepping forward. The reality is that very few commercial roles demand specialist technical mastery at the outset. What they do demand is judgement, adaptability and the ability to translate complexity into value.

Technology moves too quickly for anyone to achieve permanent mastery. If you wait until you feel entirely fluent in every moving part, you will never stop waiting. The individuals who progress are rarely those who know the most in absolute terms but those who are prepared to make decisions with imperfect information, ask direct questions and continue learning in public. That can sometimes feel uncomfortable, but commercial leadership is built on taking responsibility, rather than reaching a mythical 'fully qualified' status, where you know everything.

This is a commercial industry first, a technology industry second

Tech can sometimes present itself as uniquely complex, using dense language and a fragmented ecosystem. But strip that back and the fundamentals remain familiar: businesses exist to solve client problems profitably and at scale, and this concept hasn't changed as technology has evolved and advanced.

Early in my career, I worked in client-facing roles that made this clear very quickly. Long-term growth did not come from dazzling presentations about features. It came from understanding a client's commercial priorities, being candid about what was achievable and delivering consistently against agreed outcomes. High-level leadership in this sector requires connecting technical capability to commercial reality. Being able to understand margin, operational pressure, risks and the consequences of poor delivery are all part of this. The most successful are the storytellers, who can explain complex systems and tech in plain English and make clear recommendations without hiding behind jargon.

For women navigating progression, this matters. It shifts the focus from trying to compete on perceived technical bravado to strengthening commercial authority. In this industry, influence is built by demonstrating that you can protect revenue and identify growth opportunities and if the wider conversation about women in tech is to advance, it needs to reflect this. 

Mobility is not accidental, it requires visibility and intent

It would be unrealistic to suggest that structural barriers have disappeared. Bias can still shape who is sponsored, who is stretched and who is seen as "ready". But it is equally unhelpful to portray progression as entirely outside an individual's control.

Careers in tech rarely follow a linear path. Lateral moves, international shifts and role expansions are often where the most significant development occurs. Being deliberate about mobility and seeking exposure to revenue ownership, product strategy or operational leadership, builds a profile that is difficult to overlook.

Visibility also matters more than many are comfortable admitting. Delivering strong results is essential, but so is ensuring that those results are understood by the right stakeholders. That is not self-promotion for its own sake; it is professional accountability. Commercial organisations allocate opportunity based on perceived impact. If your contribution is invisible, so too is your readiness for greater responsibility.

Raising the standard of the conversation

We need to raise the standards of the conversation for women in tech, which often focuses on encouraging women to enter the industry and centres around reassurance. The conversation needs to move to providing more clarity about the factors that actually shift outcomes. Representation is a starting point but sustainable change comes when women control budgets, define strategy and are accountable for business performance.

So, my advice for aspiring female professionals is to stop waiting for a better C-suite balance before entering the tech world. The industry does not need more people waiting quietly at the edges until they feel "technical enough". It needs commercially minded leaders who are prepared to engage with the complexity and move forward anyway. Approaching the industry with that focus on commercial impact and adaptability is a powerful way to establish your presence and secure a seat at the table.