There was a book in the 2000s called Backwards in High Heels. The title was a reference to the dynamic between Fred Astaire and Ginger Rogers. As former Texas governor Ann Richards once said: “Ginger Rogers did everything that Fred Astaire did. She just did it backwards and in high heels.”

 

At the time, the book perfectly captured what it felt like to be a woman building a career in the hospitality industry; balancing family, being a perfect friend, a partner, a homemaker and a career woman – a perfect female human.

 

Progressing professionally, yes, but doing so in ways that felt unnatural, uncomfortable and unnecessarily difficult. You could move forward; you just had to do it facing the wrong way.

 

When I began my career in hospitably, every manager was male. Women were the constants on the floor. We wore the shortest skirts and earned the biggest tips. That was the currency available to us. Thankfully, most of us are in trainers now. Black lycra skirts are long gone, but the metaphor still resonates.

 

2028 marks 100 years since women in the UK could vote – that is not ancient history, but within the lifetime of our grandmothers. It is easy to forget how recent equality really is until we look around the world and see how fragile progress can be.

 

I have been fortunate and moved through my career relatively unscarred by overt gender barriers. Much of that, I suspect, is down to one extraordinary mentor – Rebecca Mascarenhas – who never framed the world through gender. You were capable or not. There was no “female leader” qualifier. No special category, just standards. It was seamless, and that, in itself, was radical.

 

Many women, whether by biology, social conditioning or the layered expectations handed down through generations, feel compelled to steady the waters. To fix, to nurture and to reconcile. And yet, because women are still relatively new to leadership in many industries, we are judged through a distorted lens:

 

If we are decisive, we are too hard.

If we are empathetic, we are too soft.

If we are ambitious, we are difficult.

If we are collaborative, we lack edge.

 

There is no equivalent shorthand for men. Authority in men is assumed. In women, it is analysed.

 

The irony is that qualities often labelled “female”, such as emotional intelligence, long-term thinking, collaboration and resilience, are precisely the attributes modern organisations claim to value most. In industries that remain male-oriented, these traits do not weaken culture. They balance it. They humanise it. They make it sustainable.

 

Then there is biology. Women carry generations forward. Literally. It is a privilege. It is extraordinary. And it is structurally inconvenient in industries that still operate at a relentless pace. Hospitality doesn’t have a “file it for tomorrow” mentality. It is immediate. It is urgent.

 

I am 52 now, which in hospitality can feel positively geriatric, and I still love it every single day. That says something about the enduring magic of this business. At Genuine Restaurants, our leadership team has evolved into a ratio of roughly 8:2 female-to-male managers. Not by design. Not through policy. Not through positive discrimination. Simply because the people who most aligned with our values, collaboration, integrity and resilience happened to be women.

 

Perhaps that says something too. We are no longer walking backwards in high heels. But we are still navigating terrain that was not originally built with us in mind. The real progress will come not when women continue adapting themselves to fit the industry, but when industries evolve to properly include all women.

 

And here is the part that matters most: this has never been about women versus men. The men I have worked alongside throughout my career have been part of the progress. It’s a recipe.

 

You need a husband who is patient – thank you, Ian. You need a kitchen porter like Yared, who is always there to lend a hand. You need a head chef like Karol, who tells me exactly how it is but remains unfailingly determined and chivalrous. And a business partner like Sam Harrison, who occasionally looks at me in complete disbelief when I am being “a strong female” and then backs me entirely.

 

Progress has not happened because women fought alone. It has happened because women pushed forward and because good men walked beside them.

 

This is not about dominance. It is about balance. It is about respect. It is about building industries and cultures where different strengths are not merely tolerated but genuinely valued, and where nobody has to walk backwards to move forward.

Here’s the thing; I don’t believe my gender has held me back in life. I don’t think it has propelled me forward either. However, building a career in what was traditionally a male dominated world did, on occasion, bring challenges. 

 

I remember being in a working men’s club (the definition speaks volumes!) in Perth as a junior sales manager with Diageo and going through my spiel with the general manager. I stepped back from the bar and stood on a man lying on the floor. He had commando-crawled across the floor and was lying on the ground looking up my skirt! At the time, I thought that was odd, but now, some 26 years later, I’m outraged that he thought that was acceptable behaviour.

 

International Women’s Day always prompts reflection on how far we have come on the gender debate, but also how we continue to inspire the next generation of our industry. Hospitality has long relied on the labour, intuition and emotional intelligence of women. From front and back-of-house teams to event managers, marketers to brand storytellers, women are often the engine behind the atmosphere. We understand, instinctively, that the guest and team experience is everything – that the details matter, that people remember how they felt on visiting – making that their reason for returning. 

 

Hospitality is an industry built on experience, perception and connection. You don’t have to be a world-class mixologist or creative chef – those skills can be taught and trained – but you need the right personality to thrive. Empathy, drive, a strong sense of fun and great communication skills are all key components to build a successful career in hospitality, and there should be nothing holding women back! And yet, for all our creativity and cultural influence, equality has not always been reflected. 

 

Historically, leadership in hospitality has not always mirrored the workforce powering it. Executive kitchens, boardrooms, investment decisions – these spaces have often been slower to change. International Women’s Day is a reminder that visibility matters. When women lead hotels, restaurants, bars and clubs, we don’t just occupy a title; we expand what leadership looks like, and further opportunities and growth will lead on from this.

 

I recently completed Edinburgh University’s executive leadership programme; a fascinating six-month course where this old dog learned so many new tricks. To thrive in the workplace, we never stand still. If we make mistakes, we fail fast and rise again, because there is no alternative. Behind every strong woman, there’s another strong woman cheering her on.

 

One of the things I admire most about hospitality is its dynamism. Trends shift and guests demand more – more sustainability, more authenticity, more experiences. Venues that succeed are those that listen and don’t make assumptions of their customers’ needs. Women have been at the forefront of that cultural shift: building purpose-led bars and restaurants, prioritising community and championing inclusive workspaces.

 

There is also a quiet resilience in this industry. Hospitality is demanding. It can require long hours, adaptability and emotional stamina. Women have navigated these pressures while spinning several other plates. The past few years have tested the sector in unprecedented ways, and it has been inspiring to watch female leaders respond with creativity and grit – pivoting business models, building loyal communities and reimagining what experience means.

 

But let’s be honest: challenges remain. Gender pay gaps persist. In some corners of the industry, outdated cultures linger. The expectation to be endlessly accommodating can blur boundaries. Ambition can still be misinterpreted. Assertiveness can still be judged differently depending on who displays it (this is a particular bugbear of mine). But what gives me optimism is the shift in conversation.

 

There is greater awareness around mentorship; around platforming female talent; around calling out bias rather than quietly tolerating it. Networks of women in hospitality and brand-building are stronger and more visible than ever. Collaboration has replaced competition, and this has been one of the benefits in the post-covid era. Competitors are now colleagues – we realised we are stronger together. 

 

International Women’s Day is about recognising the thousands of women whose expertise shapes this illustrious industry every day, and I want to say thank you to the operations managers ensuring seamless service and serving happiness to all guests; to the marketers building experiences, campaigns and communities; to the creatives shaping identity and the entrepreneurs taking risks.

 

For me, this day is about pride, responsibility and gratitude. Pride in how far hospitality has come – in the innovation, the inclusivity, the growing number of women at the helm and responsibility to keep going. I am grateful for the progress in this area that has made my own career possible and glorious.

 

This day is not just about recognising the extraordinary. It is about acknowledging the everyday contributions of women who show up, lead, create and care – often simultaneously. Because the stories of the past shape the world we live in now. How often in my career do you think I have told the Perth social club story? Ensuring everyone who listens knows that’s not okay and how far we have come.

With International Women’s Day fast approaching, I have naturally been thinking about women with a focus on leadership in our industry. It has been my experience when I go to networking events at solicitors and accountants that females in executive roles in the room are still too few – and still the minority.

 

I had the opportunity to join an organisation last year, Women’s President Organisation, and it has been such an eye opener. We meet monthly for a half day, but it is an incredible resource of wisdom, clarity and direct challenge, as well as shared experience and solutions to business concerns. And notably, the group really champion one another.  

 

It seems clear to me that an organisation with a similar principle for the industry would be an incredible resource for women. When peers or more experienced operators have shared knowledge or contacts with me, it has been invaluable. And vice versa, when people approach me for advice, it is a pleasure to offer any experiences I can share that may help shape their route for the better.

 

The truth is that women are good at sharing. We share stories. We share strategies. We share concerns. We share strength and we share opportunities. We advocate for one another.

 

Hospitality already depends on collaboration at every operational level. Front of house and kitchen must communicate seamlessly. Management must support staff through high-pressure service. Suppliers, designers, marketers and finance teams must align. A peer group for female leaders would extend that collaborative instinct upward into ownership and executive decision-making.

 

Hospitality is built on connection. We design experiences around welcome, warmth and attentiveness. We train our teams to anticipate needs, to read a room and to respond with empathy under pressure. Kindness is not an optional extra in our industry – it is embedded in the product itself. Business needs more kindness.

 

Mixed networks absolutely have value and remain essential, but the atmosphere in a female-led peer environment would inevitably be different. There would be less need to prove legitimacy and more space to refine vision. Conversations could move more quickly into depth because foundational understanding is already shared.

 

That is why I believe the creation of a peer group specifically for female leaders in hospitality would be transformational. It could be a real platform for acceleration. Leaders who feel supported make clearer decisions.

 

Such a group would also strengthen the broader hospitality landscape. Representation at the top shapes the pipeline below. When emerging female managers see founders and chief executives collaborating, it reframes what leadership looks like. It signals that success does not require isolation. It demonstrates that ambition and empathy can coexist.

 

I acknowledge that this is not a small endeavour. What I have been experiencing is that asking for advice and giving counsel to others has a consequential impact on both sides. So, if nothing else, I encourage women to raise their hands to other women in the business. We all started somewhere, however much it may look successful from the outside. Every single one of us has some tough learnings and great insights to share, because business is a rich tapestry of such experiences. 

 

In an industry devoted to serving others, it is easy for leaders to neglect their own support systems. A dedicated peer network would correct that imbalance. It would recognise that when female leaders are connected, confident and collaborative. The businesses they run and the experiences they create become stronger.

 

In hospitality, the smallest details shape the guest experience. In leadership, the quality of conversation shapes the future. A peer group built on trust, rigour and generosity could redefine what power looks like at the top of our industry.

Sunday (8 March) is International Women’s Day, and this day always lands with me in the way that many other notable dates and months do. I love them and hate them.

 

I love them as it’s an opportunity to focus on the under-represented in a wonderful way. From talks and editorial to events and podcasts, there is plenty to absorb and enjoy. I hate them because the idealist in me thinks that we shouldn’t need to have notable days or months. The world should be fair and equal, irrespective of gender differences.

 

The reality is that this is not the case, and I use International Women’s Day as an opportunity to celebrate women and allies and educate on why this day exists.

 

Celebration is necessary because there are so many remarkable women, especially in hospitality, who simply deserve it – yet sometimes can still go under the radar. Education is necessary, because without it, most remain unaware of the barriers that exist, and without that awareness, progress towards gender equality will always be slower than it could be.

 

Each year, International Women’s Day has a theme that encourages all the above, and this year is Give to Gain. This theme simply calls for a mindset rooted in generosity and encourages exploration of how this generosity can support advancement. I want to start by sharing how generosity with words supported me on my own journey.

 

Early into my career as a purchasing manager, I joined a casual dining, multi-site operator. There, I met one of the best line managers I have ever had. Alex Payce-Drury had gravitas, was knowledgeable, experienced, a great leader and a nice person too.

 

One day at a one-to-one, he asked me why I wasn’t a head of procurement yet, and I responded: “I’m not ready.” He looked at me, all bemused, and said: “Yes you are.” Because I had the utmost respect for Alex and valued his opinion, I believed him.

 

That simple question and his response reminded me that years of being the only one in many work environments had slowly grated on my confidence. He reminded me who I was, because I feel like I always knew, but that feeling had become buried over time.

 

The question, combined with his leadership, was transformative for my career journey, and from there, the only way was up. My next role was head of procurement, and then I quickly progressed to director of procurement.

 

It was, in part, my hard work, but his words had an impact on me for years to follow, and although he might not have realised it at the time, I viewed his words as generously encouraging and supportive on my career journey.

 

In keeping with the theme of generosity with words, I want to tell you about eight women that I admire, respect, and who contribute to my belief about there being countless brilliant women in hospitality.

 

Jade McKenzie, general manager of Shwen Shwen restaurant. Having spent her entire career in hospitality, she is a true hospitality advocate and champions community.

 

Priya Narain, head of purpose, culture and programmes, Kerb+. Relatively new to the industry, her unwavering commitment to supporting others has led to impact fuelled progression at Kerb+.

 

Sophie Rough, director of talent and culture, The Chancery Rosewood. Sophie is really committed to shaping people-first cultures in luxury hospitality and does so with grace.

 

Fernanda Pereira Dias Antonio, director of people and culture, Caravan. Fernanda brings warmth and intention to people leadership. She has been instrumental in the deployment of the impactful people strategy.

 

Gina Knight, head of people, Flat Iron. Gina is someone who truly understands the power of authentic leadership. A great leader who is also transparent about missteps.

 

Adele Catherine Oxberry, chief executive and founder of Umbrella Training and Employment Solutions. Adele is a powerhouse and industry advocate who is invested in the future of hospitality through skills development.

 

Daneche Ballintine, club manager, Soho House and Co. Daneche represents the future of hospitality leadership. She cares, is compassionate and loves hospitality and the people in it.

 

Bharti Radix, founder of BloomsYard. Bharti is a brilliant example of entrepreneurial spirit. Building BloomsYard reflects creativity, determination and a passion for creating spaces where people can connect.

 

So, this International Women’s Day, I hope we all remember that generosity does not always need to be grand. Sometimes, the smallest acts of generosity have the biggest impact. I know that from experience.

When I reflect on International Women’s Day (IWD) this year, I find myself thinking about legacy; that which we inherit, and that which we actively choose to build.

 

At The Sloane Club, legacy is woven into our walls. Founded in 1922 as the Ex-Service Women’s Club, it was created as a sanctuary for women returning from the First World War; women who had stepped into roles previously closed to them who needed a place of belonging, community and strength. It was, for its time, a quietly radical idea; a space designed for women to gather, exchange ideas and support one another’s ambitions. More than a century later, as we unveil a new chapter for the club following a £20m transformation, I am deeply conscious that we are not simply redesigning interiors; we are stewarding that founding spirit into a new era.

 

IWD invites us to celebrate progress; and there has been meaningful progress. Today, I am privileged to lead The Sloane Club, together with an exceptional and diverse senior leadership team. It is a fact not lost on me that within our industry, and particularly within heritage private members’ clubs, to be a female leader is still relatively rare.

 

IWD should also prompt reflection. Representation matters, but representation alone is not enough. True progress lies in influence; in who shapes strategy, culture and long-term vision. It relies on those who hold the pen when defining what hospitality looks like for the next generation.

 

When I joined our family business, Queensway, and later stepped into the role of managing director at The Sloane Club, I was driven by a belief that leadership and culture are inseparable. My early career as a management consultant taught me the mechanics of business performance. My years shaping culture across our 1,000-plus team members taught me something deeper; that people thrive where they feel seen, heard and supported as whole individuals.

 

That philosophy underpins our transformation of The Sloane Club. The goal is simple yet ambitious; to create a members’ community where traditional values and modern living coexist, and where members can nurture their whole selves. In many ways, this is what IWD represents at its best – the integration of past and future. We honour those who created opportunity before us while asking how we widen the path further for others.

 

Hospitality is a particularly powerful lens through which to consider this. Ours is an industry built on care, empathy and human connection – qualities historically associated with women yet often undervalued in commercial narratives. As leadership structures evolve, I feel we are witnessing a shift. Empathy is increasingly recognised not as a soft skill, but as a strategic one. 

 

Cultural intelligence, emotional awareness and community-building are not ancillary to performance; they are fundamental to it. That shift has implications beyond gender. When organisations embed inclusive leadership at the top, they create cultures where diverse voices across background, generation and perspective, can contribute meaningfully.

 

For me personally, leadership is also about responsibility. As part of the third generation of my family’s hospitality business, I hold a dual responsibility; that of a historic London institution and that of a multigenerational entrepreneurial journey. Balancing commercial discipline with long-term stewardship requires clarity of purpose and decisions that consider not only quarterly results, but decades of impact.

 

IWD reminds us that leadership is not a solitary endeavour. I have been shaped by mentors, peers and team members, many of them women who have challenged, supported and inspired me. One of the most powerful aspects of leading a diverse executive team is the collective energy that comes from shared purpose. It is not about gender for its own sake; it is about creating environments where talent rises.

 

Looking ahead, my hope is that future generations will see female leadership in heritage institutions as entirely unremarkable. Not headline-worthy, but expected. Until then, IWD remains both a celebration and commitment. A celebration of how far we have come since 1922, when The Sloane Club first opened its doors to service women seeking community, and a commitment to continue evolving and building businesses that are commercially strong and culturally rich with humanity at their core.

 

Hospitality is built on people, care and connection. At its heart, it is about making others feel seen and valued. These are qualities many women lead with instinctively, and they are qualities our industry depends on every single day.

 

Yet while women make up a significant proportion of the hospitality workforce, senior leadership has historically been male dominated. Kitchens, boardrooms and ownership structures have not always reflected the diversity of the teams that power them. International Women’s Day is a moment to celebrate the progress we’ve made, but also to acknowledge that there is still work to do.

 

Hospitality can be a fairly high-intensity, high-pressure environment. For women, there is often an added layer: the pressure to prove yourself; to speak up without being labelled difficult; to lead with authority while also being expected to soften every edge. 

 

That is why support from other women really matters. Mentorship, encouragement and advocacy are not small gestures – they are career-shaping forces. A woman in a leadership position who chooses to back another woman can transform her confidence and trajectory.

 

When we create space for each other, we collectively move forward. But supporting women cannot stop at the workplace door. Hospitality businesses have a unique platform and responsibility to engage with the wider community, particularly women facing hardship. 

 

At The Mayfair Chippy, our partnership with 18 Keys reflects this belief. It’s an amazing charity project helping women who have been subject to homelessness, and we feel very grateful to now be in a position where we can give something back and contribute to their work. Through food provision and cooking lessons, we support women working to rebuild their lives after homelessness. 

 

Providing meals offers immediate care while teaching cooking skills goes further – it builds confidence, independence and a pathway toward long-term change. Working with 18 Keys has been a privilege, and we’re proud to support work that genuinely helps women in need as well as the wider community. Being able to share skills through cooking lessons for women in the shelter is a small way for us to help and to support our community.

 

The future of hospitality depends on more women shaping the industry at every level – from kitchen to boardroom. Diversity in leadership is about creating businesses that reflect the communities they serve. And for me, leadership means ensuring that our success creates opportunities for others and supports the community as a whole.