UK
I grew up as a first-generation British-born Indian, and my parents ran shops throughout my childhood. Weekends and holidays were spent helping out, and I was always eager to do the cashing up. I found the whole cycle fascinating, from the cash and carry to the shop floor to the money in the till. That daily rhythm sparked my early interest in finance.
I went on to study Accounting & Finance at Cardiff before moving to London after graduation. I was fortunate in my first role to join a finance team with a healthy balance of men and women, which gave me a strong start. But early in my career, I also faced one of my biggest challenges. A new CFO took me aside and told me, very directly, that he would never promote me because I was of “childbearing age.” It was a stark moment, but it shaped me. My response was to walk away and find an environment where my contributions and potential would be valued.
One of the biggest obstacles has been making sure I’m heard fairly. In male-dominated environments, women don’t need to “mansplain,” but too often we find ourselves having to repeat or reinforce our points just to gain the same recognition. Early in my career, I sometimes wondered if I was going about it the wrong way, maybe I wasn’t being loud enough, or forceful enough. What I’ve learned over time is that the key isn’t to change who I am, but to build strong relationships and establish credibility through knowledge and confidence. When people see that you consistently add value, they start to listen differently. It hasn’t always been easy, but it’s taught me the importance of preparation, clarity, and standing firm in my perspective, while still collaborating openly.
I experienced a situation where a male member of the leadership team would enter meetings, shake hands with every male colleague in the room, and then completely ignore me before sitting down. When this continued to happen, I raised it with the CEO, and Founders. Unfortunately, none of them took action, and the behaviour persisted. The reality is that some people simply don’t want to change, no matter how progressive they may appear on the surface.
Balancing the demands of my role with personal priorities is a dynamic process. It’s not about doing everything at once, but about making intentional choices. I’ve learned that self-care is essential, even though I sometimes forget to prioritise it. I’m at my most effective when I’m well rested and mentally present, both at work and at home. Ultimately, it’s about recognising that balance isn’t a fixed state it requires ongoing adjustment, self-awareness, and honesty about what truly matters at any given time.
This has always been a challenge, as every individual and team dynamic is different. I’ve found that having a deep understanding of my subject matter goes a long way in building credibility. Consistency and competence are key, but they aren’t enough on their own; collaboration and active listening are just as important (even when that means patiently listening to a bit of mansplaining!). I try to lead in a way that balances confidence with openness, showing that I can deliver results while also empowering others. Over time, that combination tends to earn genuine respect and trust.
There has been progress, but it’s been slow. Many firms outwardly promote their commitment to ED&I, yet internally, the reality can be quite different. When I consider a new role, one of the first things I look at is the composition of the senior leadership team and the board, and it’s still surprising how little female representation there often is.
I’d like to see greater accountability for diversity targets, along with more transparency around pay, which remains a significant issue from what I’ve seen in my role. Real change will only come when inclusion is genuinely embedded in an organisation’s culture, rather than treated as a box-ticking exercise or a matter of optics.
This is something I’m always conscious of. When hiring, I look for the right person for the role, but I also try to give the underdog a chance, someone who may not tick every box on paper but shows potential and drive. Not everyone shares my perspective on this, but I believe it’s important to look beyond the obvious choices.
Mentoring is also a key part of my leadership approach, and something I take very seriously. I make sure every member of my team knows my door is always open, no matter the topic. That openness builds trust, psychological safety, and a genuine sense of belonging. It’s been rewarding to have former team members reach out to me even after I’ve moved on, seeking advice and guidance. For me, diversity, security, and happiness are the foundation of a high-performing, well-balanced team.
My advice would be simple: don’t hold back, just go for it. Be strong, be knowledgeable, be humble, but above all, be yourself.
There will be setbacks, but don’t let them define you. Learn from them, grow, and keep moving forward. Every time you push through a challenge, you’re not only building your own path, you’re paving the way for the next woman who comes after you.
My biggest accomplishment has been building a reputation for integrity and resilience in a space that wasn’t designed with women in mind. I’ve always stayed true to myself and resisted the pressure to become a copy of someone else. For me, leadership is about more than personal success; it’s about paving the way for others and fostering a culture of inclusion and opportunity. This perspective has shaped how I view my career; it’s not just a personal journey, but a responsibility to open doors for others and ensure they know they don’t have to fit a mould to succeed.
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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.
