Men in leadership: stop talking about diversity and start doing the work

I never set out to make a statement. I didn’t hire women into our Technology leadership team because it looked good on a report or because I was told to. I did it because it was the right thing to do—for my team, for our business, and for the future of technology.

Today, my team reflects a true balance, with outstanding women in leadership—driving strategy, delivering results, and leading innovation. And here’s the thing: it wasn’t easy. But that’s exactly why it mattered.

Doing what’s right isn’t always simple

Tech has a pipeline problem. Not a talent problem—there are plenty of brilliant, experienced women out there—but a hiring problem, a visibility problem, and a culture problem.

When I restructured my leadership team, I could’ve taken the easy road. Hired from the same networks, chosen from the same shortlist of the “usual suspects.” But instead, I made the decision to look harder, cast the net wider, and challenge my own biases.

It took longer.

It took more effort.

It required reframing how we think about leadership potential.

But if we only ever go after what’s easy, we’ll never change anything.

Men can—and should—drive change

Too often, the conversation around diversity is handed off to women. They’re the ones asked to be on panels, to mentor, to “fix” the gender imbalance. But as a male leader, I don’t think it’s their responsibility to do all the work.

If we (men) actually believe in equity, we have to own it. That means:

• Making diversity a non-negotiable in hiring—not an afterthought
• Looking beyond “culture fit” and thinking about culture add
• Advocating for women when they’re not in the room—not just when it’s convenient
• Recognising that we have power—and using it to create change

Because if male leaders don’t take responsibility, nothing shifts. The system stays the same, the pipeline stays narrow, and we keep having the same conversations every IWD, every year.

Just make the decision

When people ask me how I managed to build a balanced team, my answer is simple: I just did it.

Not because it was a KPI. Not because it was a headline moment. But because I wanted a high-performing, dynamic, and innovative team. And guess what? You don’t get that if everyone looks, thinks, and leads the same way.

So, let’s stop making gender balance sound like an impossible challenge or some huge sacrifice. It’s not. It’s a decision. A decision to value different perspectives, to challenge the status quo, and to build teams that reflect the world we live in.

It’s not easy. But going after what matters never is.

And if we’re serious about progress, we shouldn’t be afraid to challenge it.