The conversation about women in business has a problem. It has become a conversation almost entirely about women.
The diagnosis is familiar: women lack confidence. Women are risk-averse. Women do not negotiate aggressively enough. Women need mentors, role models, programmes, bootcamps, and summits designed to equip them with the mindset to compete in an environment built without them in mind.
Some of this is useful. Mentorship matters. Networks matter. But the cumulative effect of framing women’s under-representation as a problem located primarily in women themselves is to put the burden of a structural problem on the people least responsible for creating it and to let the structures themselves off the hook.
I am a female founder and digital marketing executive who has built businesses across multiple markets, led teams in male-dominated industries, and navigated financing conversations and regulatory environments where being a woman was sometimes irrelevant, sometimes a disadvantage, and
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