The latest CEW Census revealed that women’s representation on ASX 200 executive leadership teams had fallen for the first time in a decade. And Emma Davison, chief executive of Virtual Headquarters, believes the result points to a larger problem – businesses are not doing enough to develop the next generation of female leaders.
In a recent interview with B&T, Davison argued that organisations need to take a more active role in creating opportunities for women to progress.
She believes the issue is not confined to corporate boardrooms. The Australian advertising industry has its own challenges around inclusion and career progression, despite making gains in female representation at senior levels.
The Media Federation of Australia’s 2026 Industry Census found women accounted for 65 per cent of the media agency workforce and held 46 per cent of CEO, managing director and general manager positions, up from 37 per cent in 2018.
Meanwhile, IAB Australia’s 2025 Digital Advertising and Ad Tech Talent Review found women held 38 per cent of senior management positions across the digital advertising and ad tech sector, up from 34 per cent in 2024.
The figures suggest progress in parts of the industry, but also highlight the gap between women’s overall workforce participation and their representation in senior roles.
“We need to actively, as businesses, invest in developing women and removing the barriers that prevent them from advancing,” she said.
Performance remained an important part of career progression, but Davison argued visibility is equally essential.
That question of visibility is particularly relevant in an industry where career progression can depend on being attached to high-profile accounts, leading major pitches, presenting work to clients and having access to senior decision-makers.
For emerging talent across creative, media and marketing teams, being good at the job is not always enough if they are not also being given opportunities to demonstrate their capabilities. Davison’s argument puts the responsibility on managers to look beyond the people who naturally put themselves forward and consider who else has the potential to take on greater responsibility.
“Individuals need to put themselves forward, but leaders also need to recognise the talent and create opportunities as well,” said Davison.
That distinction is particularly important for women who may be reluctant to pursue opportunities because they feel they lack the necessary experience or qualifications.
“The most powerful thing that we as leaders can do is recognise someone’s talent and potential before they’ve even recognised it themselves,” said Davison.
One of the less obvious barriers to progression, Davison said, was the assumption that leadership needs to look or behave a certain way.
Traditional expectations around authority, dominance and commitment could create obstacles for women, particularly those balancing professional and personal responsibilities.
“Someone who leaves at 3pm to pick up their child at school and logs back on can be just as effective and committed and capable of running a business,” she said.
Davison said that highlighted why equal opportunity policies alone are insufficient. She urged businesses to create cultures that “genuinely support career progression” and recognise different ways of working.
The potential impact extends beyond individual career opportunities. The 2025 Women in Media Industry Insight Report found that 37 per cent of women were considering leaving their jobs, while nearly half were considering leaving the industry altogether. Career dissatisfaction was also at a four-year high, with 59 per cent feeling stalled or uncertain about their professional progression.
Among the biggest reasons for considering a move were remuneration, cited by 29 per cent, a lack of promotional opportunities (26 per cent) and disengagement (16 per cent). The findings point to a retention challenge for agencies, media companies and marketing departments, particularly when experienced women cannot see a clear pathway into senior positions.
For Davison, that makes the responsibility on businesses to recognise talent and actively create opportunities all the more important.
“We’re recognising the importance of culture and people, and it’s not about being the most dominant person in the room as a leader. It’s about bringing people together to achieve the goals of the company.”
That shift also requires organisations to reconsider how they value the qualities that make effective leaders.
Davison believes empathy and emotional intelligence remain undervalued in traditional leadership conversations, despite their importance in building successful teams.
“There’s no such thing as soft skills when it comes to leading people,” she said.
For her, the ability to listen, build trust and understand people is intrinsically linked to business performance.
There are signs of progress in some parts of the marketing and media landscape. In digital advertising, IAB Australia’s 2025 talent research found female representation in senior management had increased from 34 per cent in 2024 to 38 per cent in 2025. While both figures point to progress, they also highlight the importance of ensuring women continue to move into senior decision-making positions.
That philosophy has informed her own approach at Virtual Headquarters, where Davison said creating an environment in which employees feel comfortable speaking openly is central to getting the best out of a team.
When employees are given the opportunity to contribute ideas and take ownership, Davison believes they are more likely to invest in the success of the business.
The same principle applies to creating an environment where people can discuss their ambitions and challenges openly.
Having conversations with trusted colleagues and leaders, asking for feedback and actively seeking opportunities to take the next step are all important.
The latest CEW Census offered a reminder of what is at stake if that progression does not happen.
Ultimately, Davison believes the conversation around female leadership needs to move beyond simply increasing representation.
“You can be ambitious, commercially driven and decisive while still being empathetic, collaborative and kind,” she said.
“That’s kind of the approach I want to encourage all women and leaders to take as well.”
