This year’s International Women’s Day (IWD) carries the theme “Accelerate Action,” emphasising the need for continued efforts toward gender equality. Amid ongoing diversity, equity, and inclusion (DEI) challenges globally and persistent gender disparities in industries such as technology, this year’s theme highlights the importance of maintaining momentum. The focus is on fostering inclusive hiring practices, workplace cultures, and leadership opportunities to address underrepresentation, particularly in male-dominated fields.
Despite progress in gender representation in the fintech industry, challenges still remain, particularly at senior levels, where women continue to be underrepresented. Addressing this imbalance requires sustained commitment from companies, not only in recruitment but also in career progression, mentorship, and inclusive workplace policies that support long-term retention.
Jenny Hadlow, Chief Operating Officer at Checkout.com, shares her perspective on this year’s theme and the progress her company has made:
“This International Women’s Day theme “Accelerate Action” is incredibly relevant given the backdrop of DEI rollbacks in the US. It requires intentional and constant effort for us to drive equality for underrepresented or marginalised groups. As women in technology, we are that – unrepresented. With women making up half of the global population, we all need to accelerate action at this moment, not slow down or be satisfied with our progress, to ensure we build inclusive hiring practices, company cultures, and career paths.
“At Checkout.com, we set a hiring goal in 2023 for all new hires to the company to be at least 40% female or non-binary. I’m really pleased that we crushed that goal in 2024. I’m also proud to say that we have reached gender parity in my own department, Operations. There is work left to be done – as with senior roles in many businesses – female representation still remains skewed, so I turn my focus in 2025 to how we assess career development and promotional opportunities for junior female members of staff to become the next generation of leaders, as well as ensuring we source internal candidates and diverse external candidates for all our senior openings.
“There is no silver bullet to improving gender representation – there’s so many factors in the employee life cycle and small, incremental improvements we can make. There is a big element to talent acquisition and ensuring we have diverse slates with hiring and interviewing. We also need to protect the retention of more junior, diverse employees and develop them in the company. It’s culture, it’s policy, it’s benefits. It doesn’t have to be any big bang programme, but it’s small intentional decisions that add up to a company that attracts top, female talent.
“One thing I’ve found really powerful as a working mother, is how often my senior male counterparts speak about their children and parenting demands. They bring being a parent to work and to their management style, which gives me a lot of comfort and a sense of belonging in balancing being a mother. There is a lot our allies can do in how they behave to build that inclusive culture.”
Jenny’s insights highlight the multi-faceted approach required to drive lasting change in gender representation. As International Women’s Day 2025 calls on organisations and individuals to accelerate action, Jenny’s focus on career progression for junior female employees and inclusive leadership hiring serves as a powerful example of the work that can be done. Her reflections on allyship from her male colleagues also serves as a reminder that everyone can make a difference to inclusion in the workplace.
By making small, intentional decisions every day, across hiring, retention, policies, and workplace culture – companies can foster environments where women not only enter the workforce but thrive as leaders.
