IWD 2022: UNSW Business School celebrates its incredible alumnae
Published on the 25 February 2022 by Kate Bettes | UNSW Business School
As part of International Women’s Day 2022, UNSW Business School is celebrating its extraordinary graduates.
In the lead-up to International Women’s Day 2022, UNSW Business School sat down with seven of its alumnae to ask them what biases they thought needed to be broken in their respective industries, and what leadership advice they had for the next generation of leaders.
#BreakTheBias #IWD22
Natalie Lowe, Managing Partner, The Orangeblowfish (BCom '99) - Shanghai, China
What do you think is the biggest bias that needs to be broken in your industry?
“You can’t have your cake and eat it.”
When I had our first child, I quit my corporate career because I felt that I wasn’t succeeding at work or at home. But the pandemic has brought on a new work lifestyle that we are all adjusting to in a positive way.
Gone are the days where people feel the need to work 15-16 hours and brag about sleeping four hours a day. Traditional agencies and large corporations in China and Asia, now need to offer flexible working options – remote working, part-time working – to retain senior talent.
What advice would you give to the next generation of female leaders?
Never let anyone make you feel inferior about who you are. What you are often criticized for, is most likely going to be your strength in life.
Case in point: Throughout my life, I have often been criticized for being too vocal: speaking my mind, not being able to take “no” for an answer and being too much of a dreamer. Honestly, if I didn’t have any of these traits, I wouldn’t be where I am today.
What are some exciting changes you’ve noticed for female-identifying people in your industry over time?
When we started The Orangeblowfish in 2012, there weren’t a lot of people going broke to set something outside of their comfort zone. Fast forward to 2021, and according to Hurun Research Institute, China is home to two-thirds of the world’s top women billionaires; four times more than the US! There are more women leaders on the rise, and this is amazing to see. With a dream, determination, and persistence to succeed, anything is possible.
Marina Wu, Co-Founder at Earlywork (BCom '20) - Sydney, Australia
What do you think is the biggest bias that needs to be broken in your industry?
If I asked you to imagine a ‘typical’ founder or business leader, I wouldn’t expect you to conjure up an image of a female of Asian descent. Numerous studies support the notion that people expect men to be better leaders or people in power. These social norms – that are shared by men and women alike – need to change across the board, but especially in the start-up and tech industry.
What advice would you give to the next generation of female leaders?
Explore your passions and hobbies, even if they aren’t directly related to your career. I’m a strong believer that the journey you take to learn and master something is the best educational and character-building experience one can get. I personally attribute my grit, ambition and creativity to my lifelong passion of classical music and playing piano.
What are some exciting changes you’ve noticed for female-identifying people in your industry over time?
I’ve been exploring crypto and Web3 recently, and unsurprisingly, the majority of thought-leaders and builders were male. But we’re starting to see female led Web3 projects such as World of Women, Boss Beauties and Crypto Coven, come to the forefront of the conversation. It’s been awesome to see how these projects have gone beyond being a “trend” to become a key pillar of the Web3 space.
Raquelle Zuzarte, Founder & CMO, Equity Project For All (AGSM MBA '97) - New York, USA
What do you think is the biggest bias that needs to be broken in your industry?
The biggest bias is the mindset that “new is risky and not worth a shot” – whether it is giving voice to new creators from diverse backgrounds, new techniques of marketing or new, emergent technologies.
A 'wait and see’ approach has meant more nimble brands like the upstart DTC (direct-to-consumer) brands, are often willing to take calculated risks and rely on growth ‘hacking’ through trial and error to unlock new sources of value through distribution models and go-to-market strategies. The incumbents have been slower to adopt new growth models or simply react only when investor activists voice concern.
It is during COVID, that this innovation has been critical. We have seen the rise of many female-led start-ups in tech, retail, and other sectors, pushing the boundaries on what is possible.
What advice would you give to the next generation of female leaders?
Follow the money and follow your inner voice towards your purpose. Following the money means listening carefully to consumers’ unmet needs and asking two key questions – what are the biggest problems consumers are trying to solve, and do I have a solution that is better, faster, and more impactful than current offerings? I encourage my mentees to always be curious, ask lots of questions, and assemble a personal board of directors to provide inspiration and guidance as they grow in their career or entrepreneurial journey.
What are some exciting changes you’ve noticed for female-identifying people in your industry over time?
I’ve seen greater recognition of female leaders and their contributions, and importantly, more heightened awareness of the unique insights and experiences of women from diverse backgrounds. But although there is greater awareness, this has not translated to significantly greater action towards equal representation and much work remains to be done in this area.
I am encouraged by advances in measurement like the Gender Equality Measure (GEM), that are now quantifying what the gender gap is, while providing solutions on how to bridge that gap through equal representation at the decision-making table, and more concerted efforts in sourcing talent that brings together a variety of viewpoints. At Equity Project For All, we are always hearing from our clients about how strong stories that authentically strike a chord with consumers, and recognise the influential role of diverse female voices, drive greater impact than non-diverse campaigns.
What improvements could be made?
We need more leaders to "walk the talk" -- not just rhetoric, but real change. Male, female, diverse leaders working together – creating change needs fuel and momentum and above all a deep conviction, that this will benefit all stakeholders: the company, the shareholders, the investors and, above all, the customers.
We need more female role models who are established in their field, pulling up emerging, next gen female leaders – mentoring, sponsoring and empowering them to ask for that next role and question the status quo. That takes courage. No one is going to tap you on the back and say, "it's now your turn in the CEO seat". And as women, we need to work extra hard to showcase our expertise, support each other and demonstrate the value we bring proactively, boldly, and with no apologies.
Sarah Hyland, Founder & Head of Purpose, Together Business Australia (BCom '13) - Darwin, Australia
What do you think is the biggest bias that needs to be broken in your industry?
Generally speaking, accountants are problem solvers. But it is this 'rush to solve' bias that can be thanked for getting in the way of diversity, innovation and evolution as a profession. If decision makers are able to slow down, deliberate, and fully consider all information available to them (and seek out more information where needed) it can be a game changer for diversity, innovation and the evolution of business.
What advice would you give to the next generation of female leaders?
Do the inner work, get comfortable with yourself and what it is that you deeply believe in, and then find a way to make a living out of what it is you are passionate about. Always speak your truth from a place of love, not fear.
Apoorva Kallianpur, Senior Commercial Manager, Vocus (BCom, '13) - Sydney, Australia
What do you think is the biggest bias that needs to be broken in your industry?
That professional ‘success’ and a happy, meaningful life are mutually exclusive. Throughout my career, I have found fulfilment in my professional development, while also balancing academic study, volunteering on Not-for-Profit Boards, mentoring and dedicating time for group fitness classes.
What advice would you give to the next generation of female leaders?
Understand your strengths and be confident to share your perspective. Conventional wisdom taught us to identify weaknesses and focus on them to improve performance. But my belief is that understanding your core strengths and building on these to make them even better is the optimal route to career progression.
Dominique Powis, Chief Technology Officer, MedicalDirector (AGSM MBT, '09) - Sydney, Australia
What do you think is the biggest bias that needs to be broken in your industry?
Unconscious bias. We are not born with bias – we learn it. And while that's disappointing, it does mean we can change it. We've all been guilty of harbouring unconscious bias, but with a strong top-down culture of trust, respect, as well as seeing and celebrating the value in one another's diversity, we can help make it disappear.
What advice would you give to the next generation of female leaders?
Set your goals, identify role models, and role companies, and define your personal brand. Embrace the imposter syndrome! Then dig deep, persevere, focus and – most of all – enjoy the journey.
You will experience challenges (if it was easy, why do it?), but look for supporters and stakeholders, and you will also experience some incredible highs and wins. Above all, support and celebrate your fellow women who are also on their journey.
What are some exciting changes you’ve noticed for female-identifying people in your industry over time?
Having women in visible leadership roles across industries is incredibly important. And reporting on the progress of metrics of companies show that the industry is changing. At MedicalDirector, we have over 50 per cent female representation at the executive level, while companies like Telstra Health have a female CEO and CFO. These examples create key role models for both girls' career aspirations and women looking for career direction.
What improvements could be made?
Strengthening the capability and awareness of female leadership and entrepreneurship early on to help ensure we do not create an environment where unconscious bias can form or exist.
Equality will take time and investment. I’m not a supporter of quotas and 'quick-fixes'. It creates a punishment in what should be a reward. Instead, invest in long-term goals and missions, become a preferred employer and environment for women. Identify key female leaders in your arena and help them achieve and celebrate their success. If you are a female – support your fellow females!
And finally, we cannot leave other diversity groups behind – removing unconscious bias means removing it everywhere, for everyone.
Dagmar Schmidmaier AM, Director, The Thinking Woman Co (MLib '85) - Sydney, Australia
What do you think is the biggest bias that needs to be broken in your industry?
Cognitive bias (often exhibited by men about the capacity of women as leaders) combined with the impostor syndrome (most often exhibited by women doubting their own capabilities), are the two key examples that are top of mind for me, from running leadership programs for women for the past 13 years, both in Australia and Asia.
What advice would you give to the next generation of female leaders?
I encourage women to believe in themselves, be confident, move the dial and change the language. So that when the next generation of female and male leaders refer to leadership roles, they don't feel the need to refer to gender.
