"Representation strengthens performance and perspective"

Katie Niland, commercial director, The Belfry Hotel & Resort

For me, ‘Give to Gain’ is about recognising that senior women in this industry have a responsibility to continue to campaign for equality and lead by example.

IWD is an important moment to highlight this, but real progress requires action all year round. It’s about using our voices collectively, letting results speak for themselves while creating visibility and opportunity for others.

I’ve been fortunate to have women who championed me, sometimes before I felt ready. They saw something in me before my own self-belief had grown and gave me honesty, insight and access to rooms I wasn’t in. That advocacy shaped my career, and it’s something I now consciously pass on, by creating opportunity and visibility for others as they progress.

I took a seven-year career break to raise my twin daughters, and that time developed resilience, perspective and strength in ways a traditional career path could not. When I returned, I chose not to compromise on my worth and stepped back into the industry at a more senior level, holding myself to a higher standard than is often expected of returning mothers.

Sometimes you have to step forward before you feel entirely ready. Balanced leadership shapes culture.

Representation strengthens performance and perspective, and creates an environment where life-stage realities, from childcare to menopause and caring responsibilities, are acknowledged and supported. Equality isn’t an initiative; it’s part of how we operate.

The industry has made progress, but true parity at the very top requires sustained focus, from affordable childcare and flexible working to sponsorship, accountability and long-term cultural commitment, so women can sustain fulfilling careers alongside life’s responsibilities.

"What I’ve gained from support is a real sense of being backed, not just managed"

Chloe Turner, association sales manager, ICC Wales

The most valuable way ICC Wales has supported me as a woman in the industry has been the genuine commitment to my development. My professional development meetings aren’t just routine check-ins; they’re honest conversations about what I want to achieve, the skills I want to build, and the opportunities that excite me. Being encouraged to speak openly about my goals, whether that’s taking part in the Fast Forward 15 programme, pursuing speaking opportunities, or exploring areas I’m passionate about, has given me the confidence to push myself further.

What I’ve gained from that support is a real sense of being backed, not just managed. It’s helped me grow quicker, step into opportunities I might have previously hesitated about, and feel genuinely valued as I build my career. Knowing that leadership not only listens but actively creates space for women to progress has made a huge difference to my development and confidence.

"EICC has built a culture where women are recognised, represented, and rewarded fairly"

Carron Webster, sales and marketing director, Edinburgh International Conference Centre (EICC)

Gender disparity within the business events industry is well documented, and in Scotland the Women in Tourism group was created in 2015 to motivate, inspire, support and encourage women across the sector and support the next generation of industry leaders. The current Top 100 Women, according to the most recent Women in Tourism nominations, include two from the EICC – our CEO, Amanda Wrathall, and our Head of Business Development and Client Relationships, Debbie Rose.

The EICC is committed to promoting gender pay equality across all levels. Current figures indicate that there is no gender pay gap within the EICC, which contrasts with the national trend where men typically earn more than women. Amanda is committed to inspiring the EICC team and championing a culture of fairness, equity and inclusion within the business.

Currently, women occupy 40% of leadership positions and 62% of senior roles within the business. As an industry, the workforce typically comprises 49% men, 44% women, and 5% individuals identifying with another gender. In comparison, EICC has a workforce of 54% women, 44% men, and 2% identifying with another gender. Put simply, this is one of the most powerful ways the EICC supports women. It has built a culture where women are recognised, represented, and rewarded fairly – creating an environment which inspires ideas that change the world and, in turn, a stronger, more inclusive organisation.

"It’s about creating an environment where women are encouraged to lead, share ideas, and progress."

Tash Stone, national business development manager, The Jockey Club Venues

With its roots in horse racing, The Jockey Club Venues has a long-standing history of inclusion and progression for women.

I think the most valuable thing we’ve done to support this as an organisation is genuine opportunity backed by trust. It’s not just about policies, it’s about creating an environment where women are encouraged to lead, share ideas, and progress.

Within the Conference & Events department, there’s a strong culture of collaboration and empowerment that naturally supports women’s growth. I’ve personally benefitted from being given the autonomy to make decisions and play my part in driving business. Having that level of trust has built my confidence and helped me grow professionally. Being part of a predominantly female-led team is also incredibly motivating; it provides visible role models and shows that leadership and progression are genuinely achievable.

Overall, the support, representation, and trust I’ve experienced have not only helped develop my career but have also encouraged me to support and advocate for other women within the industry.

"Women often just need to be invited into the decision-making process earlier."

Elena Gurgul, director of sales and marketing at The QEII Centre

One of the most valuable things we’ve done is focus on creating genuine leadership opportunities for women – not just supporting entry-level roles. Across our commercial team, women hold many of the most senior positions, including CEO, head of sales, general manager and global association lead. This reflects a culture where progression is promoted and talent is recognised.

We place strong emphasis on mentoring and empowering individuals to own their strategy, lead client relationships, and represent the organisation at major international industry events. Flexible working practices and a results-driven culture also help women balance career growth with family responsibilities, enabling them to thrive.

If I could give one thing to supercharge women’s progress in the sector, it would be earlier access to decision-making responsibility. In my experience, many talented women bring an exceptional combination of creativity, commercial awareness, and the ability to manage multiple priorities - all skills that are vital in our industry.

Yet too often, they remain focused on delivery and operations, and are only brought into strategic conversations such as pricing, budgeting, or commercial negotiations later than they should be. Giving women ownership of business decisions earlier enables organisations to fully benefit from their creative and strategic thinking, while helping to build confidence, visibility, and faster pathways to leadership. Women don’t lack capability - they often just need to be invited into the decision-making process earlier. Once we’re there, we certainly make it count.

"Championing women’s voices"

Brooke Gilbertson, conference manager, World Travel Market London

The most valuable thing WTM London has done to support women is move beyond conversation and create intentional platforms for visibility, access and progression.

At the heart of our conference programme sits gender equality, mentorship and overcoming barriers in travel, with a dedicated DEAI track each year designed to accelerate fairness across the industry and address topics that typically are not given a platform on centre stage.

By prioritising underrepresented speakers (with 52% of our speakers coming from minority backgrounds), curating women-centric sessions, and hosting themed industry meet-ups, we have created meaningful opportunities for women to build networks, share expertise and step into leadership visibility.

What have we gained? A stronger, more representative platform that better reflects the industry we serve.

By championing women’s voices and creating tangible pathways to opportunity, we strengthened engagement, deepened community, and reinforced WTM London’s role as a catalyst for positive change across global travel.

"A rising tide lifts all boats"

Stephanie Maurel, CEO, Church House Westminster

At Church House Westminster, one of the most valuable things we have done is embed transparency and accountability into how we support our people.

We benchmark salaries externally, conduct annual pay reviews with trustee oversight, and set aside provision for market-based adjustments to ensure pay equity. That clarity builds trust and creates a fair foundation for progression.

Representation also matters enormously - if you can’t see it, it’s hard to be it. I’m proud to lead an organisation where women hold key leadership roles and are promoted from within.

Alongside this, we invest in coaching and development for every team member, including myself, and have seen women across our events team progress into more senior roles as a result.

Equally important is culture. We prioritise regular check-ins, wellbeing initiatives, mental health support and flexible working arrangements, because talent should never be limited by outdated expectations around working habits.

If there is one thing I would give to advance women’s progress in our sector, it would be sustained investment in coaching, mentoring and meaningful sponsorship.

A rising tide lifts all boats and progress accelerates when women are given access to strong networks, advocates who open doors, and leaders who actively champion their development.

We must also create environments where people are trusted, where they are given opportunities not only to shine, but also to learn and, at times, to make mistakes without fear. It is through that combination of support, visibility and opportunity that confidence grows and future leaders are truly developed.