UK
I didn’t take the traditional CFO route. What drew me to finance was the chance to learn and grow while working. After leaving sixth form in the Midlands, I sought a role with study prospects and started as an Accountancy Secretary. I studied AAT at night school and progressed to an Accounts Assistant role with day release from BPP, doubling my salary.
One of the biggest early challenges was entering the industry without a university degree. I had to work twice as hard to prove my capability and earn credibility. There were moments of doubt, limited access to formal networks, and a constant need to validate my place at the table.
Being hired as a wildcard at Markit was a turning point. It led to a 12-year journey scaling the business from $1m to $2bn, building teams in London and New York. But even then, navigating high-growth environments without the “textbook” background meant I had to rely heavily on grit, adaptability, and relationship-building.
After the merger, I contracted across sectors - Frozen Foods, Coffee, Recruitment, MedComs. Until Paul Taylor, a former Markit colleague, called: “We’ve got funding. Want to build something from scratch?” that was the start of Hub.
One of the biggest obstacles I’ve faced is impostor syndrome. Something that still surfaces even today. Early in my career, I often felt I had to prove my worth twice over, especially in rooms where I was the only woman. That pressure to constantly validate my place was exhausting and isolating at times.
Establishing authority was another challenge. In environments where leadership was typically male, I had to earn respect through a mix of confidence, honesty, and genuine interest. One moment that stands out: my male manager couldn’t get a product lead to share critical information. I approached him with curiosity and openness, and gained his trust almost instantly. The look of surprise on my manager’s face said it all.
These experiences taught me that a smile, solid data, and emotional intelligence can be powerful tools. But they also reminded me how much harder women often have to work to be heard and trusted. I’ve learned to focus on what I can control, and to lead with authenticity, even when the odds feel stacked.
I experienced gender-based bias after becoming a mum. I was removed from my role because it was assumed I couldn’t manage it on a four-day schedule, despite my capability and commitment. My son is now 17, so it wasn’t that long ago, and the experience still fuels my drive.
Rather than accept being sidelined, I took control of my path. I leaned on the relationships and respect I’d built to carve out a new role - one that ultimately accelerated my growth. I also chose to invest in myself: I qualified as a CIMA accountant while on maternity leave, studying through sleepless nights and working every month of that leave. I only went offline when I was in labour.
That decision didn’t just prove a point, it reshaped my career. It taught me that resilience, self-belief, and strategic action can turn exclusion into opportunity.
Absolutely. Rony Grushka, one of the founders and CFO at Markit, has been a pivotal influence in my career for over 20 years. His belief in me early on gave me the confidence to take bold steps I might not have otherwise considered. His continued support has helped shape my leadership style and strategic thinking.
During my time at Markit, I also benefited from a mentoring scheme where I was paired with Nigel Hyde. At a time when I was juggling work and new parenthood, his steady guidance helped me stay grounded, focused and resilient. That experience didn’t just help me through a tough period, it fundamentally shaped how I lead today, especially in how I support and mentor others navigating their own challenges.
I’ve seen positive shifts in attitudes toward gender diversity in finance, but there’s still work to be done. At Hub, we’re proud that over 20% of our team are women, especially meaningful in India. We hire based on merit, but also foster inclusion through female-focused events and networking. Last Diwali, the team dressed me up - it was a joyful reminder of how connection builds culture.
For me, true diversity isn’t about numbers, it’s about complementary skills and mutual respect. I’d love to see more workplaces where gender isn’t a qualifier, just part of a balanced, high-performing team
My advice to young women entering finance or other male-dominated fields is: don’t let gender ratios define your mindset. They’re hard to ignore, but focusing too much on them can be limiting. Instead, lean into your strengths, stay open to opportunity, and surround yourself with good support. That shift in perspective helped me navigate challenges with confidence.
Interestingly, two of my nieces now want to be accountants, and my son too, though only after a rugby career!
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Lou Corbally has just under 20 years experience recruiting into Financial Services in London. Over nearly two decades, there have been incredible changes in the industry. One of the most significant shifts has been the growing emphasis on diversity and inclusion (D&I). To better understand these changes, she has been meeting and interviewing senior female leaders working in Financial Services as part of the series, Breaking Barriers: She Means Business.
