Women bring proven value to boardrooms, yet many companies still struggle to achieve true diversity at the top. And while the business case for diverse boards is undeniable, we also need more women actively stepping into these roles with intention and strategy.

Boards are where power sits – and we need more women in them

The way we think about board service needs to change. Too often, it’s framed as something to consider later in a career – a retirement plan, not a career accelerator. But boardrooms aren’t just places for oversight; they are spaces where industries are shaped, markets are influenced, and decisions that impact millions are made.

Serving on a board isn’t just about governance. It’s about expanding your leadership, influence, shaping industries from the top down and playing a role in steering the future of business. Women who sit on boards gain exposure to corporate strategy, investor relations, and regulatory oversight – skills that enhance their leadership trajectory, not just their board credentials. We need more women in boardrooms.

Research backs this up. Companies with diverse boards don’t just look good on paper – they perform better, innovate faster, and make smarter risk decisions. McKinsey and BCG report that companies with gender-diverse leadership are 21% more profitable and generate 45% more revenue from innovation. Gender-balanced boards are 30% less likely to experience governance-related controversies and approve contingency plans 40% faster during crises. These aren’t just nice-to-haves. These are competitive advantages that businesses can’t afford to ignore.

Yet, the pipeline remains slow-moving. Despite the clear benefits, women are often left out of board conversations until later in their careers. This isn’t because of a lack of talent, it’s because many women aren’t given a clear roadmap for when and how to step into governance roles. That’s something we can change.

The visibility gap: why women aren’t getting into board roles sooner

The problem isn’t a lack of talent. It’s a lack of visibility, access, and strategy.

Most women aren’t given a roadmap for when and how to step into board service. One of the biggest challenges isn’t just getting access to board seats, it’s knowing how and when to pursue them. Too many women assume board service is something you’re invited into, rather than something you can proactively build towards. But that’s not how the boardroom works. Board seats don’t just open up. They are claimed.

Most professionals don’t wait until their 50s to start planning for executive leadership, so why wait to think about the boardroom? The problem is that women aren’t being told when to get curious about board service, how to position themselves, or what pathways exist.

The truth is, many women already have the expertise boards need. Strategic decision-making, financial oversight, risk management – these are core skills developed in executive leadership, investment roles, and entrepreneurship. But if no one is telling women how to translate those skills into governance, they aren’t stepping forward for the opportunities they’re qualified for.

This isn’t just about individual ambition, it’s about systemic change. Companies, investors, and governance networks must be more intentional about creating structured pathways for women into board leadership. At the same time, women need to see governance not as a distant opportunity, but as a tangible career step they can work toward with strategy and intention.

Making board service a career strategy, not an afterthought

So how do more women step into the boardroom – and do it earlier, smarter, and with intention?

Women belong in the boardroom – not as a diversity metric, but as leaders shaping the future of business. The challenge isn’t whether women have the talent for governance. It’s whether they have the strategy, networks, and visibility to step into these roles at the right time.

One of the biggest mindset shifts women must make is treating board service like any other career goal – not something to consider later, but something to intentionally work toward, plan for, and strategically pursue. Just as no one expects to wake up one day and be qualified to be a CEO without years of experience, the same is true for securing a board seat. It takes preparation, positioning, and the right network to get there.

Governance is a space more women should see as part of their leadership journey – earlier, smarter, and with intention.

For women who want to proactively step into board service, three key steps are essential:

First, building a board-ready profile is crucial. Traditional executive CVs focus on operational achievements, but board CVs must highlight governance, oversight, and risk expertise. Women need to reposition themselves as strategic assets for boards, not just strong operators.

Second, gaining governance experience early makes corporate board roles far more accessible. Advisory boards, nonprofit directorships, and industry committees provide invaluable exposure to governance, strategic oversight, and high-level decision-making. These roles build credibility and create pathways to corporate board opportunities.

Third, visibility is everything. 80% of board roles are filled through networks, not public applications. This is why women must be intentional about making their governance ambitions known, engaging with board-focused networks, and seeking mentorship from experienced directors. At Netā, we work with ambitious professionals to position them for board success, connecting them with the right opportunities, insights, and industry leaders to accelerate their journey.

The boardroom should not be a space that women enter only if they are lucky enough to be invited in. It should be a space they step into with purpose, confidence, and a clear strategy.

Why this matters now

Governance is shifting. Investors, regulators, and companies are finally recognising that diverse boards lead to stronger, more resilient businesses. The Financial Times Women Leaders Review recently made it clear that many companies are falling short of diversity targets, despite the overwhelming evidence that inclusive governance leads to better financial and strategic outcomes.

This is not just about getting more women onto boards – it’s about shaping a future where governance reflects the realities of the markets and communities businesses serve. It’s about moving beyond last-minute diversity hires to building sustainable pathways for more women to claim leadership roles in governance.

Women don’t need to wait for permission to step into board roles. They need access, strategy, and opportunity – and they need to start seeing the boardroom as a space where they belong now, not decades from now. The boardroom isn’t just a place of oversight. It’s a place of power. The more women we have in governance, the stronger our businesses, industries, and economies will be.

The question isn’t whether women belong at the table. It’s whether businesses can afford to keep running without them. The time to step in is now.

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