From powerful conversations to practical change, Findings of Think Global Women 2025

With top speakers, an audience comprising leading international experts, educators, innovators, and academics, including many of our Outstanding Global Women, and rich table discussions, the event distilled big ideas into practical themes that we’ll carry forward into 2026.

A day of insight: setting the tone

Relocate Global founder and Managing Editor Fiona Murchie opened by championing the potential in every individual and the imperative of genuine inclusion, especially amid talent shortages, technological disruption and geopolitical uncertainty. Inclusion isn’t a policy, she reminded us; it’s the lifeblood of innovation and resilience.Two thought-provoking keynotes framed the day. Mark Freed (Co-Founder, Men for Inclusion) called for a reset in how organisations approach DE&I; less box-ticking, more culture-building. He challenged entrenched male stereotypes and the limits of “allyship,” urging companies to train inclusion champions who can shift everyday behaviours and decision-making.Sarah Rozenthuler (author of Now We’re Talking; Founder, Bridgework Consulting) spotlighted the transformative power of leaning into having difficult conversations. With many managers avoiding high-stakes dialogue, she demonstrated how preparation and courage can convert friction, salary negotiations, feedback, and challenges for promotion into growth and opportunity.Throughout the morning, experts built on these ideas in panel discussions:

• Dr Sue Shortland (Professor Emerita, London Metropolitan University), unpacked the concepts of equity, horizontal segregation, and practical ways to create a level playing field, enabling women to progress to senior roles.
• Pam Mundy (Executive Director, Pam Mundy Associates) and Angela L Fubler (Founder, CEO, Chatmore British International School, Bermuda) emphasised early education and intergenerational learning as foundations for confidence, employability and leadership.
• Elaine Héry (Managing Partner at Eres Relocation Europe) urged companies to integrate men’s perspectives with women’s experiences and appoint conscious inclusion champions beyond the human resources department.
• Irina Yakimenko (Managing Partner, Intermark) reminded us that diversity of viewpoints enriches the debate and that men must be part of the conversation.
• Paul Williamson (Group Head of Talent Development, ATG Entertainment) shared how coaching-led, curiosity-driven leadership and authentic storytelling cultivate inclusion and innovation across an organisation.

With that stage set, delegates in interactive roundtables translated big themes into actionable steps for their workplaces, communities, and families. We asked participants to take an honest look at the realities they face, share solutions and identify next steps.We selected four themes, each a bridge between what was heard on stage and what we can implement now.

1) Working in perceived difficult locations

Led by Outstanding Global Women Pam Mundy, Irina Yakimenko, and Gill Gordon (Chair, Permits Foundation), joined by Haveer Singh Chadha (Senior Vice President Ikan Relocation Services) and Kelly Blackaby, (HR Director Europe and Middel East at Mavenir)With contributions from experts across ME, India, Russia, Eastern Europe and the US, this discussion reframed “difficult” through nuance: some locations are objectively high-risk, while others feel difficult due to language, remoteness, or unfamiliarity. Either way, rigour and respect are non-negotiable.What works

• Due diligence & personal risk assessments: Go beyond generic country briefs to role-specific analysis. Include trial visits when possible.
• Mentoring & local networks: Pair assignees with on-the-ground guides, internal and external, who can support integration, safety and cultural fluency.
• Role clarity & resourcing: Ensure organisations invest properly; pre-departure training, ongoing check-ins, and family support.
• Flexible definitions of “difficult”: Recognise psychological as well as physical safety. A mega-city can be as daunting as a remote site.
• Memorable insight: Kelly Blackaby’s (HR Director Europe & ME) experience entering Saudi Arabia in 2008 as the first woman in an organisation of 4,000 men underscored that preparation, persistence and sponsorship can turn fear into progress and open the door for others.

2) Navigating challenging workplaces

Facilitated by Dr Sue Shortland and Ann Ellis, (Co-founder and CEO Mauve) this table focused on building psychological safety and micro-habits that add up to culture change.What works:

• One conversation at a time: Don’t wait for sweeping transformation; equip people to make small, specific improvements with big ripple effects.
• Create safe environments: Encourage environments where individuals feel safe to speak up is fundamental to fostering genuine dialogue.
• Open inclusion networks: Make participation open to all; avoid “club” dynamics that exclude the people who most need to be there.
• Skills for tough talks: Train managers to handle pay, performance and progression conversations with clarity, curiosity and care.
• Education upstream: Challenge gender stereotyping early so the workplace isn’t tasked with undoing years of limiting narratives.
• Memorable insight: “It's not possible to do change in one fell swoop.” Build repeatable routines, such as weekly inclusive stand-ups, structured feedback rounds, and visible sponsorship moments, that quietly and consistently normalise fairness.

3) Education: early years to life-long learning

The conversation on this table considered how formative experiences shape future talent.What works:

• Quiet time before ideation: the table demonstrated this in practice by starting with silent reflection and Post-its to give quieter voices a platform. A simple technique that transforms participation.
• Intergenerational learning: Angela Fubler’s Bermuda initiative engages retired teachers to mentor younger generations; creating belonging, purpose and continuity.
• Authenticity as a muscle: Paul Williamson described how ATG Entertainment’s emerging leaders present on something they’re passionate about, then continue a two-year journey that culminates in sharing with family and senior leaders resulting in greater confidence, creativity and cohesion.
• Memorable insight: Invest early and often. If we “get it right with very young girls (and boys), we get it right in a big way.”

4) Wellbeing, family and work–life balance

Chaired by Claudine Hakim (International School of London, ISL) with Dr Heather De Cruz-Cornaire (Café Coach), this table tackled visibility, boundaries and the “lived experience gap,” especially for remote, hybrid and self-employed professionals.What works:

• Visible contributions: Agree team rituals, demo days, impact logs, “day in the life” updates so invisible labour is seen and celebrated.
• Boundary literacy: Normalise stating limits and workload trade-offs; leaders model it first.
• Reality checks on expectations: Separate perceived pressure from actual priorities; use self-check prompts to recalibrate.
• Dual-career support: Integrate family considerations in mobility planning; leaders acknowledge and design for the whole person.
• Memorable insight: Confidence in boundary-setting grows from inner clarity. Know who you are; say what you need.

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Voices from the room “Rather than alienate people and cause gender conflict, let’s think about our behaviours and how we can become more inclusive.” - Mark Freed“Leaning in—asking for a pay rise, a promotion, giving challenging feedback, opens new doors for women leaders.” - Sarah Rozenthuler“By looking at equity, employers can create a level playing field so women rise.” – Dr Sue Shortland“If we get it right with very young girls and boys we get it right in a big way.” - Pam Mundy“Getting men and women together and talking about it is where the solution lies.” - Elaine Héry“Ten people’s ideas and perspectives are better than one.” -  Paul WilliamsonThese perspectives converged into a single message: culture shifts through conversations plus concrete practice.

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Five key findings from our inspirational Think Global Women day in London

• Embrace inclusive conversations: encourage quieter voices and create a balanced dialogue, which will help teams strive to foster inclusive participation.
• Role modelling and intergenerational learning: Adults can model positive behaviours for children, not only at home but also within professional and community settings. This will help to challenge stereotypes and demonstrate effective communication.
• Creating safe spaces: Addressing challenging topics requires a specific skill set. The discussion highlighted the importance of providing training on having difficult conversations, ensuring psychological safety, and establishing norms that encourage open dialogue. Leaders play a crucial role in modelling respectful communication and supporting their teams in navigating sensitive subjects.
• Promoting Gender Equity: Societal norms and perceived expectations can significantly influence career choices and work-life balance, particularly for young individuals embarking on their professional journey. Encouraging children to engage in diverse play experiences, challenging gender stereotypes, and fostering equitable domestic roles emerged as actionable steps. Promoting a culture of shared responsibilities both at home and in the workplace contributes to more balanced and inclusive environments.
• Supporting employees in different roles: Whether it is understanding the stresses of remote working, making a risk assessment for an assignee travelling to a difficult location, creating a more inclusive workplace, or trying to understand the “lived experience” of colleagues, providing support is a vital part of the role of a leader, particularly when leading an international team.

In her final call to action, Fiona Murchie asked everyone to be a catalyst: take what you learned, apply it, and share back what you’re doing next. Our Outstanding Global Women and international experts have set an influential agenda; now we execute. We’ll continue to spotlight progress stories from our network, including Outstanding Global Women across sectors, to show what works, where, and how to replicate it.

Eight bedrock principles we’re taking forward International experience as a gateway to leadership: support and promote access for women to international roles; ensure women have access to international assignment opportunitiesPractice genuine inclusion: Move beyond targets to everyday behaviours that ensure all voices are heard, pre-work reflection, structured rounds, and “no-interrupt” norms.Champion equity to unlock progression: Audit role pipelines for horizontal segregation. Sponsor women visibly; make career opportunities transparent and accessible.Invest in conversation skills: Treat feedback, negotiation and conflict as learnable capabilities. Equip managers with tools and rehearsal time.Explore and support challenges for women at different ages and stages in working life: early employment; maternity & fertility; menopause; board experience; age discriminationStart early and keep going: From early years to emerging leaders, prioritise confidence, curiosity and critical thinking. Partner schools with employers.Design for real lives: Assess risk in assignments properly; support families; make remote work visible; normalise boundaries. Inclusion is human-centred by design.Succession planning: pass on what you have learnt; mentoring; networks

See what happened in 2025, including resources – thinkglobalpeople.com/think-global-women-2025See what happened in 2024 – https://thinkglobalpeople.com/think-women/

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