What Female Founders Have Taught Us

Over 40% of our portfolio executives are female. That puts us well ahead of the industry average, and it's something we've built deliberately, because we genuinely believe diverse leadership produces better businesses.

To further build on this community, we recently hosted a Female Leaders Lunch in celebration of International Women's Day. We asked our guests a few questions in advance which sparked an interesting discussion about culture, leadership and how we can convert networking to actionable mentorship.

Shaping the right team

We asked how being a female leader had shaped the way they build teams and culture, and we received unique perspectives that were honest and experience-led.

Nobody talked about diversity initiatives or hiring frameworks. They talked about what it actually feels like to be the only woman in a room, and how that shapes the kind of environment you want to create. They talked about the importance of an honest and trusting culture, and how this is built in small moments rather than grand gestures.

"One of my core beliefs as a leader is that you are only as good as your team, so picking your team (and them picking theirs) is essential to being high performing."

One founder described her executive team as deliberately 50/50. Through experience, she has noticed that women show up differently when they're not in the minority. Another talked about how the best leaders she'd worked for were the ones who genuinely cared about the people around them.

What they'd tell the next generation

This topic led to engaging conversation with the guests taking the opportunity to reflect on important advice they have received. Additionally, considering how their experiences have shaped the insights they want to share with future leaders.

The messaging was simple but powerful: build strong, intentional networks, not just surface-level connections; learn to laugh at your mistakes instead of letting them hold you back; and focus on your strengths while putting your energy into the areas where you can genuinely make an impact. It isn’t about having it all figured out – it’s about being thoughtful, self-aware, resilient, and knowing when to delegate and trust in others.

"Feel the fear and do it anyway. Lots of women have imposter syndrome or don't feel they will be good enough. You have to get over yourself and get on with it."

On mentorship and networks

Another frequent topic that came up was how building a business can be isolating. You're making decisions that most people around you don't fully understand, and the stakes are personal in a way that's hard to explain if you haven't done it.

This is why networks matter - the most valuable relationships people described weren't formal. Some examples include fellow founders they have crossed paths with, an accountant who'd been a long-term sounding board, and a male mentor in a different industry who helped them look at things another way.

"Ultimately, the most valuable mentors are the people who are willing to share their experiences honestly, challenge your thinking when needed, and support you while accepting you for who you are.”

What we found is that the most useful support tends to be honest, specific, and two-way. People sharing real learnings and experiences, not curated advice.

A few things we're committed to

We came away thinking about our own role as an investor more carefully and how best to promote diverse leadership. We aim to:

• Create more spaces, like last week's lunch, where founders can talk honestly, compare notes, and build relationships with each other
• Use our network actively. A lot of the most valuable support is an introduction to the right person at the right moment.
• Continue to hold ourselves accountable and examine our own processes from sourcing to decision making, to ensure we’re identifying and supporting diverse talent as effectively as possible.

Female leadership isn’t just about getting a seat at the table. It’s about shaping the room, driving impact, and lifting others as you rise.