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Across the UK, women’s representation in senior leadership continues to serve as both a marker of progress and a reminder of how much work remains. Recent government data shows that women now hold 43% of board roles and 35% of leadership roles across FTSE 350 companies, a historic high*.
Yet the picture shifts significantly when we look at higher education. Despite the sector’s defining role in shaping future leaders, women remain noticeably underrepresented in the most senior positions. Global research shows that women’s visibility in leadership steadily decreases at each stage of the education pipeline, with persistent gender gaps in senior roles, with women occupying less than 30% of top leadership roles in higher education and research institutions**.
This data presents a dual reality. On one hand, we’re seeing real breakthroughs at the senior levels of some organisations. On the other, structural barriers persist across the wider economy. Closing this gap requires not only organisational change, but also a collective commitment to advocacy, allyship, and the intentional development of female leaders.
The theme for International Women’s Day for 2026, Give to Gain, captures this perfectly. It highlights the power of sharing knowledge, encouragement, and mentorship to accelerate gender equity. Crucially, it also calls attention to the important role male colleagues must play in actively supporting and championing women’s progress.
At the forefront of this conversation is Sara Prowse, CEO of deliberately different higher education institution, University Academy 92 (UA92). Sara said:
“During my career I have been in many board rooms as the only female, and only recently have I seen gender representation changing for the better.
“For me, my mother was a huge role model who instilled a sense of hard work and determination; I started to see the glass ceiling as a target to be smashed through.
“Growing up with four brothers, I learnt the power early of male allyship. When I look back at my career I have had many male supporters, bosses, colleagues all who helped to lift me up, to hear my voice, value my contribution and treat me with equity and respect.”
Pivoting from commercial retail leadership into higher education, Sara noticed that the number of women at a senior level was noticeably lower, placing even more importance on her leadership.
UA92, which was co-founded by Manchester United legends, the Class of ’92, alongside Lancaster University, gave her the opportunity to lead differently, by sponsoring talent, amplifying voices and challenging bias, and working with industry partners to support and drive equity when it comes to access to education, gender and racial representation.
Sara continues “The industry partnerships we have fostered with Microsoft, KPMG Manchester United, McCann Manchester, and Lancashire Cricket Club to name but a few are a unique ingredient at UA92, not only to enhance the student experience and co-create and co-deliver curriculum, but to amplify our mission around equitable access to education.”
UA92 recently announced a partnership with Fujitsu. Dave Riley, Vice President and Head of Business Projects at Fujitsu, reinforces the need to drive equitable change through action.
Dave said: “Fujitsu has been clear that gender is a core part of our Diversity, Equity and Inclusion agenda and that diversity at leadership and decision‑making levels strengthens how we serve our customers and society. From my perspective, this isn’t abstract – I’ve seen how diverse teams challenge thinking, improve outcomes and make better decisions under pressure.
“In my career, there have been many times where female colleagues have shared experiences of being talked over, having their capability questioned or being held to different standards. Early on, I felt tempted to explain, rationalise or move quickly towards solutions to help or support them.
“However, with time, experience and the ability to listen; I’ve come to understand that real allyship begins with believing lived experience, even when it’s uncomfortable or challenges our assumptions about how balanced or fair the working environment already is.
“Therefore, in my view, allyship is also not about speaking up for women or stepping in as a ‘rescuer’. It’s about creating space, sharing power, and making sure women’s voices, ideas and contributions are visible and valued in their own right, and in an equitable way.”
This International Women’s Day, Dave invites his male counterparts to choose one behaviour that will make them a better ally, practice it deliberately and repeat it until it becomes habit.
When allyship becomes part of how we show up every day, we help create and underpin working environments where women can thrive, and everyone benefits.
As the momentum around gender equity grows, the message is clear. Progress is possible, but only when leadership, institutions and industry partners commit to lifting others as they rise, true allyship and partnership. Give to Gain is not just a theme, it’s an approach to progress that benefits everyone.
*Source: UK businesses lead the way with record numbers of female leaders – GOV.UK
