Throughout my career as a Chief Digital and Information Officer, I have been deeply committed to supporting both women and men in building sustainable, stretch careers in technology and beyond. Over time, that commitment has naturally extended into governance. It is natural at a certain point to reflect on the next step, and that can be a board role.
My personal experience, serving as a board advisor for Shared Services and Outsourcing Network since 2017; joining the Customer Advisory Board of BGV in 2020; becoming a digital board advisor to LEAD Network Europe in 2022, and most recently joining the board of Proximus in 2024, has reinforced one truth: boards do not appoint for potential, they require experience and relevance.
For women in tech aspiring to board roles, the opportunity is real, but so is the competition. Success requires intentional preparation, clarity of the value you bring, and homework to ensure your value is a fit for the needs of your target board.
Globally, however, women still hold just 23.3% of board seats.
The data tells a nuanced story. In the Fortune 500, women hold roughly one in three board seats, yet only around 9% of CEO roles. Across the S&P 500, women also accounted for approximately a third of board positions last year. Globally, however, women still hold just 23.3% of board seats.
More concerning is a recent slowdown: the share of newly appointed women directors has declined in parts of the US market, including the Russell 3000 and S&P 500. This signals a shift. Boards are no longer focused on representation alone; they are narrowing in on very specific skills and experience profiles.
So, the diversity momentum exists, but boards are becoming more selective. They are hiring for defined governance gaps, not for leadership promise.
Boards are accountable for oversight. Every appointment is about strengthening that responsibility, especially in technology. Digital transformation has been important for many years, and today, deep expertise in creating impact with AI can be a differentiator.
In my experience, the most “bankable” value propositions for tech leaders sit at the intersection of risk and growth:
The shift required for many tech executives – and particularly women – is learning to translate operational excellence into the language of the boardroom: capital allocation, risk controls and risk-reward equations, strategic options, and tangible business impact.
Your execution track record only matters if you can frame it in governance terms and link it to the organization’s strategic agenda.
Board readiness can be one deliberate role change or expansion away.
One of the most common questions aspiring board advisors and directors hear is: “Have you owned outcomes at an enterprise level?”
Boards look for evidence of accountability beyond function. The following can help:
Ideally, boards are looking for large, international transformation project experience that has involved organizational change. If these elements are missing from your profile, do not wait passively. Some of the most effective steps I have seen include:
Board readiness can be one deliberate role change or expansion away.
In Europe, regulation is actively reshaping board composition.
In Europe, regulation is actively reshaping board composition. The EU’s board gender balance directive sets targets of 40% women among non-executive directors (or 33% among all directors) for large listed companies. Switzerland has embedded representation expectations into law, and UK FTSE 100 boards have reached close to 45% women through voluntary targets.
These frameworks change what “normal” looks like. They also create predictable turnover.
For aspiring directors, this means thinking strategically about where demand will arise. Certain geographies, indices, and sectors will open faster than others. Target them intentionally. Even research relevant boards to assess their current statistics and make connections.
Very few first-time directors start on public company boards. Nor should they.
Very few first-time directors start on public company boards. Nor should they. The strongest pathways typically include subsidiary or regional boards, nonprofit/industry body or NGO boards with governance rigor; advisory boards with influence and visibility; or private equity portfolio companies.
A practical ladder could follow this trajectory:
Each step builds confidence, experience, and connections. Board roles are not recruited through volume networking. They are filled through sponsorship, positioning, and patience.Â
Think long cycle. Think quality over quantity. And what I have learned: sponsorship beats visibility.
Momentum for women on boards is a reality. While representation has improved, the rate of new appointments has slowed in some markets. Globally, we remain at just 23.3% women on board seats. The constraint is not capability. It is selection and visibility.
For women in tech, the path to the boardroom is clearly achievable, but it takes diligent homework and intentionality. Package your value clearly. Step into your journey to the boardroom not as “a woman or person in tech,” but as a leader whose expertise strengthens strategic resilience, risk oversight, and growth ambition.
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