With International Women’s Day approaching, I’ve been reflecting—not just because of the occasion but because I’m currently undertaking a Postgraduate Diploma in Leadership and Growth.
This journey has reconnected me with leadership theory, business strategy, and gender equity research, which I’ve been consuming for more than a decade now. All of these reflections have wonderfully reinforced something I’ve always known but rarely said out loud:
I have built something incredible at Welsh ICE.
If you know me, you’ll know that’s not the kind of statement I’d normally make. Like many people, but especially women (in leadership or otherwise), I struggle with imposter syndrome. And after having my second child just 13 months ago, that struggle has only grown.
Even as I write this, there’s a voice in my head questioning whether I should say it at all. Will people judge me for this? Will they doubt it? Or is that just my imposter syndrome talking?
Either way, I feel like it’s important—this week of all weeks—to own this statement.
Because as women in leadership, we need to be better at celebrating our successes. We know that success breeds success, and if we don’t make our achievements visible, how do we inspire the next generation of women to step forward?
So, I’m gritting my teeth and making a pledge—for International Women’s Day and beyond, I will be more self-celebratory. Because if we’re serious about accelerating change towards a more equal society, we need to own our impact, loudly and proudly.
And today, I want to own the impact I have personally made at Welsh ICE.
The Impact of My Leadership at Welsh ICE
When I first stepped onto the board of Welsh ICE, it was an incredible, vibrant community—but financially vulnerable.
Welsh ICE had built a strong reputation for supporting entrepreneurs, but we lacked the long-term financial resilience to secure our future. We relied heavily on external funding, which made us dependent on factors outside of our control. The commercial focus wasn’t as sharp as it needed to be, and decision-making often felt top-down rather than collaborative.
Since stepping into the CEO role, I’ve led transformation:
🚀 Welsh ICE is closer to becoming financially sustainable than ever before. We have diversified revenue streams, restructured operations, and built a commercial model that proves the potential to stand on its own feet. This year, we’ve built a budget that paints a clear picture of the final run towards an ICE that no longer waits on grants to dictate its future. This was a primary objective I set early in my role as CEO.
🚀 We’ve become commercially smart without losing our soul. The business now operates with strategic commercial thinking, but we’ve retained our core values of collaboration, inclusivity, and community support.
🚀 We’ve embedded trust, transparency, and real collaboration into decision-making. Leadership isn’t about controlling information—it’s about sharing knowledge, empowering others, and making better decisions together.
🚀 We’ve built a leadership model that values listening, learning, and adapting. Welsh ICE has moved away from outdated, linear hierarchical models of leadership to something more circular, flatter, dynamic, inclusive, and ultimately, more effective.
This transformation is no accident. It’s the result of my values, and the way I have chosen to lead this organisation.
And a huge part of this success comes from a decision I made on immediately taking on the CEO position. In fact, I pitched myself for the role—but I would not accept it without a key individual next to me.
I knew that I needed a co-leader who would complement my leadership style.
So, I chose Keiran Russell as our COO—not just for his expertise but because I knew he would challenge me in all the right ways. Keiran embodies many of the traits of a traditional male leader—structured, logical, and numbers-driven—but unlike many, he doesn’t fit the stereotypical mould. And just like women in leadership, sometimes that means being underestimated. Perhaps that’s why we share such a strong mutual respect.
Why We Need More Men and Women Working Together at Senior Level
Keiran is a fantastic co-leader, and I have nothing but absolute respect for his commitment to the company, our team, and our community. Since we first worked together at Welsh ICE, I’ve trusted him to challenge my perspectives with his linear, black-and-white numerical thinking. I knew he would always play devil’s advocate with my decisions, but in a way that was constructive, thoughtful, and rooted in our shared goals and ambitions for ICE.
But what makes our leadership dynamic truly exciting is how different our leadership styles are—and how well they work together.
Keiran’s leadership style is transactional (otherwise considered a more masculine leadership style)—he ensures that every ambitious idea is backed by solid execution and careful risk assessment. He grounds our leadership in clear logistical planning and operational efficiency, making sure that our strategies aren’t just ambitious but also achievable.
My leadership style, on the other hand, is transformational. I focus on keeping the team engaged, inspired, and aligned with our bigger vision. Research has found that transformational leadership—which is more commonly found in female leaders—creates higher levels of innovation, stronger team morale, and better long-term performance.¹
So between us:
📌 Keiran ensures the business runs efficiently and sustainably.
📌 I ensure the team is inspired, engaged, and constantly growing.
📌 Together, we create a leadership model that is both ambitious and strategic.
This isn’t just a “nice to have”—it’s backed by research. Studies show that companies with a mix of transactional and transformational leadership styles perform better, navigate change more effectively, and create stronger workplace cultures.²
Keiran and I work well together because regardless of our genders and differences in styles, we see and respect the value we each bring. We approach discussions positively and constructively, knowing that at the core of every decision is a shared goal: what’s best for the company and the people within and around it.
This is why businesses need more women at the table, in balance with men—not just for diversity’s sake, but because balanced leadership leads to better businesses. This means that breaking the glass ceiling in our companies and sectors isn’t enough – we need to stop and learn from each other. More to the point, women need more male allies who are prepared to listen and learn from them, and when it’s appropriate, say (ideally publicly), “you know what, you were right”.
Listening, Learning, and Making Better Decisions
Possibly, one of the most valuable things I bring to Welsh ICE as a leader is my ability to listen.
I don’t believe leadership should be about making decisions in isolation. I believe it’s about collaborating to find solutions, and making better decisions because of the people around you.
With this in mind, I deeply value the Senior Management Team (SMT) and the board members who bring different perspectives to the table:
💡 Steve Burt, our Board Chair, and another male ally, has provided guidance, strategic insight, and a listening ear, particularly when I’ve encountered challenges infused with toxic masculinity.
💡 Annie Browne, another Board Member, has been my emotional rock—the person I can be 100% real with, as both a CEO, a women, and a mum.
💡 My Senior Management Team—Keiran, Rachel, and Tom—each bring a unique perspective that helps shape the company. Very rarely would I make a decision that my SMT disagrees with after a constructive conversation.
Rachel’s creative leadership has ensured that ICE’s energy and identity remain strong through change, while Tom’s commercial strategy has been vital in securing our financial future. They, alongside Keiran and I, have helped transform ICE into a business that is both resilient and deeply connected to its community.
But I don’t stop at just the SMT.
📌 Keiran and I spend time with every team member, one-on-one, every quarter. We do this to ensure that their opinions are fresh in our minds as we shape strategy.
This kind of leadership—where listening and collaboration are fundamental—is exactly what research tells us **makes women strong leaders.**³
A Challenge to Other Businesses: It’s Time to Rethink Leadership
If your leadership team is still overwhelmingly male, or if you haven’t fully embraced the value of diverse leadership, ask yourself:
🤔 What could your business achieve with more female leaders at the table?
🤔 How much stronger would your team be if male leaders actively learned from women?
🤔 Are outdated leadership models limiting your company’s potential?
Because businesses that embrace change, inclusivity, and balance aren’t just making workplaces fairer—they’re making them better, stronger, and more successful.
Welsh ICE is living proof of that. And if more businesses follow suit—truly valuing diverse leadership, rather than just ticking boxes—we won’t have to wait until 2158 for gender equality. We’ll get there in our lifetime. But we need to start today!
olving business world.
References
¹ Eagly, A. H., Johannesen-Schmidt, M. C., & Van Engen, M. L. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129(4), 569–591.
² Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
³ Ely, R. J., Ibarra, H., & Kolb, D. M. (2011). Taking gender into account: Theory and design for women’s leadership development programs. Academy of Management Learning & Education, 10(3), 474–493.
⁴ McKinsey & Company (2020). Diversity wins: How inclusion matters. Retrieved from https://www.mckinsey.com
⁵ Catalyst (2020). Why diversity and inclusion matter: Financial performance. Retrieved from https://www.catalyst.org
⁶ World Economic Forum (2024). Global Gender Gap Report. Retrieved from https://www.weforum.org/reports/global-gender-gap-report-2024
