ROISIN McCARTHY and FIONA SWEENEY, the Founder and the Strategy Director behind Women in Data®

In the inaugural edition of Our Voice — Real Stories. Real Action. Real Change. We sit down with Roisin McCarthy and Fiona Sweeney, the Founder and the Strategy Director behind Women in Data^®, an organisation that has become synonymous with progress, purpose, and empowerment across the UK data community.

To begin, could you each share a little about your background and what led you to champion gender representation in data and technology?

Fiona: I graduated from university in 1985 and joined the Data and Analytics industry at a time when it wasn’t properly recognised as a discipline. I immediately fell in love with the complexity and creativity of what we do and have worked on some of the biggest, game changing data & tech initiatives over the years. But above all, I have always been motivated by the difference that data based decisioning can make to individuals, organisations and society.

Over the last 4 decades I have witnessed significant change, mostly from when I was the only woman in the room, and I have seen first-hand how greater diversity and inclusion has enhanced this industry. In recent years, I have witnessed the skills emergency our industry is facing in to, and the urgency to change is dialled up when you place a gender lens over the sector.  With such a complex challenge in skilling the future workforce, particularly in the light of the government’s commitment to the UK as an AI magnet, I believe that the support and retention of experienced female talent is an industry imperative.

Over the years, I have been unwavering in creating positive career paths for women, particularly into senior leadership. On my own career journey, I surrounded myself with fantastic mentors and allies to whom I owe a huge debt of gratitude, and so I have always paid that back to be a positive mentor and advocate for others.

Roisin:  I began my career in 2000 as a junior recruiter at Datatech, the specialist recruitment & talent agency.  I was very young, in fact 16 years old.  Apprenticeships did not exist in this space at that time, ultimately that was the style of entry level role I entered in to.  I quickly established myself as an authority and expert in data talent acquisition and retention.  Over the following 25 years, I have built teams and secured leading talents for many of the FTSE 500 organisations and SME data businesses, have built some of the UK’s most cutting-edge data teams and supported over 5,000 professionals in securing new career opportunities.

In 2014 I founded Women in Data^®, simply because I was witnessing in real-time the decline of female talent in our industry. I honestly did not expect the growth and the demand for Women in Data^®. What Women in Data^® started, we had a 125 members in the community, it has grown into a thriving membership of over 100,000 women and allies. We are reshaping the landscape of data through advocacy, opportunity, and visibility for women working in the field. I have the best job on the planet and whilst its tough a great deal of the time, mainly through demand and supply of what we do, the rewards are priceless.

Roisin, you’ve been a driving force behind Women in Data^® since its creation. When you look back to its early days, what key moments or turning points stand out as having shaped its success?

Looking back, the journey of Women in Data^® has been shaped by a series of pivotal moments that each added momentum to our mission of achieving gender parity in data and tech.

One of the earliest turning points was the realisation through my work in recruitment, that fewer and fewer women were entering or progressing in data roles. That insight, combined with countless stories of women being overlooked for promotion or lacking visibility, sparked the creation of Women in Data^®. It wasn’t just about representation, it was about building a platform where women could connect, be seen, and thrive.

Our first event in 2014 was modest in scale, but monumental in impact. It proved there was a hunger for community and visibility. From there, the growth was exponential, from 125 attendees to tens of thousands of members globally. Hosting our flagship annual events, which now attract thousands of women, was another major milestone. This event is so much more than a data conference, the flagship event annually sparks change, creates partnerships, showcases innovation at the cutting edge and places data at the heart of societal challenges and solutions.

Another key moment was launching the “Twenty in Data and Tech” initiative. Spotlighting trailblazers and rising stars gave our community role models and helped shift the narrative around what leadership in data looks like.

More recently, our work has expanded into systemic change, from influencing policy to developing tools that remove bias from job descriptions. We’ve also seen a shift in how organisations engage with us: they’re no longer just supporting events, they’re embedding Women in Data^® into their Data, AI and People strategies.

But perhaps the most powerful turning point has been the community itself. The stories, the resilience, and the collective ambition of our members continue to shape Women in Data^®’s evolution. Every time a woman tells us she stayed in the industry because of this community, or that she found her voice through our platform, that’s the real success.

You’ve often spoken about cultural and systemic change. What does real progress look like to you, and how can organisations tell if they’re genuinely moving the dial?

Real progress, to me, is when cultural and systemic change stops being a side project and becomes embedded in the DNA of an organisation. It’s not about one-time initiatives, events or performative gestures. It’s about shifting the structures, behaviours, and mindsets that have historically excluded or undervalued women in data and tech.

One of the clearest signs of genuine progress is when the responsibility for change moves away from “fixing women” and instead focuses on fixing the systems that hold them back. That means rethinking how we recruit, promote, and retain talent. It means removing bias from job descriptions, redesigning career pathways, and ensuring that leadership development is inclusive by design.

At Women in Data^®, we’ve seen that when organisations act on evidence and not assumptions, the impact is profound. For example, our research has led to C-suite conversations that sparked new sponsorship schemes, leadership programmes, and measurable improvements in promotion rates for women. A mark of success can not be a single metric, yes representation needs to improve, but so does retention. Organisations should be owning the drive for cultural shift and creating safe spaces and places of belonging, listening to feedback of employees is crucial. Creating accountability in leadership and not just in targets, whilst ensuring visible role modelling can take place is essential.

The ratio of men to women in data remains around 4 to 1. From your perspective, what are the biggest barriers still holding women back from entering or advancing in this field?

The 4:1 ratio of men to women in data is more than a statistic, it’s a reflection of systemic barriers that begin early and persist throughout a woman’s career.

One of the most significant barriers is the entry pipeline itself. Girls are underrepresented in STEM subjects at school fewer than 15% take computing A-level, and the majority of physics and maths students are male. This early divergence means many women never even consider data as a viable career path. When they do the industry’s traditional emphasis on technical degrees and coding can immediately exclude, especially when we know that the future of data also depends on skills like communication, critical thinking, and ethical reasoning.

But the challenge doesn’t stop at entry. There’s a “Broken Rung” on the career ladder, for every 100 men promoted to their first managerial role, only 81 women make it. This stalls progression and contributes to the alarming statistic that 50% of women leave the industry by mid-career. They’re not leaving the workforce, they’re moving to sectors where they feel more valued, supported and visible.

The reasons are complex but consistent: pay inequity, lack of sponsorship, limited visibility, and rigid workplace cultures that don’t accommodate the realities of women’s lives. And while caregiving is often cited, our research shows it’s rarely the main reason women leave. Instead, it’s the cumulative effect of being overlooked, underpaid, and underrepresented.

Women in Data^® has grown into a powerful platform for connection and change. What are you most proud of when you look at the community’s evolution so far?

What fills me with the greatest pride is the way our community has become a living, breathing force for change, not just in data & tech, but in culture, confidence, and connection.

Our growth has been extraordinary, but it is more than the numbers. It’s about the stories, the breakthroughs, and the sense of belonging we’ve created together. This community has also been my support network, my counsel and my inspiration and for that I am forever grateful.

We collectively have built a space where women feel seen, supported, and celebrated. We have helped women find mentors, secure their next job, return after career breaks, and step into leadership with confidence. What is not to be proud of?

None of this would be possible without the phenomenal team behind Women in Data^®. Their creativity, resilience, and relentless drive are the engine behind everything we do. From curating impactful content to building partnerships and delivering unforgettable experiences, they are the heartbeat of this movement.

Women in Data^® is proof that when you build with heart, purpose, and the right people, you can create something that truly moves the dial and has a soul.

Looking ahead, what’s your vision for the next phase of Women in Data, and how do you see partnerships like this one with Digital Edge helping to accelerate your mission?

Looking ahead, my vision for the next phase of Women in Data^® is one of deeper impact, broader reach, and sustained resilience. As we enter our second decade, we’re not just expanding, we’re evolving. Our focus is on embedding equity into every layer of the data ecosystem, from early education and career re-entry to leadership development and policy influence. Initiatives like the State of the Nation Research Project and our expanded Flagship Event 2026 are designed to surface real experiences and drive systemic change[1].

Partnerships like the one with Digital Edge are pivotal to this mission. They amplify our voice, extend our reach, and bring fresh perspectives into the fold. Through collaborative storytelling and shared DE’s platform, we’re able to spotlight the brilliance and realities of women, in data.

Ultimately, our goal is to ensure that Women in Data^® remains not just relevant, but essential. In a time when some organisations are scaling back DE&I efforts, we’re doubling down. We’re building a future where every woman in data feels seen, supported, and empowered to lead and where our partners are active co-creators of that future.

Fiona, you’ve said before that diversity isn’t just about fairness, it’s a business advantage. How do you see data and analytics helping organisations prove that case more clearly?

As a data led organisation, we use the insights available to prove the case, whether that is our own State of the Nation annual report or other trusted sources like ONS, Gartner, McKinsey and so on. But like all great data teams we rely on our storytelling and influencing skills to ensure that the message not only resonates but has real impact and effects real change. But we don’t do that alone, we have a small but mighty army of role models and evangelists with over 90 partner organisations who are as passionate as we are about driving gender equity. When you look at the calibre of our Twenty in Data & Tech alumnae for example, the impact we make becomes clear.

And yes, gender parity is a proven business advantage. According to McKinsey, companies in the top quartile for gender diversity were 25% more likely to have above average profitability. It is becoming hard to ignore that enlightened businesses are more effective.

Women in Data^®’s new leadership initiative is driving professional change. How does the project connect under your wider vision?

The biggest lever we can pull to achieve gender parity is to encourage more women to join the industry, and at Women in Data^® we do that really effectively through our schools and university outreach and our hugely successful jobs board. But if we bring more women in, we have a huge responsibility to ensure that they can optimise their careers and stay for the longest possible time. However, 50% are leaving by the mid-point in their careers and not for the reasons that most people think. The biggest catalyst for people leaving their job was ‘lack of career progression’ at 25% yet ‘caring responsibilities’ was a very low 3%.

So alongside everything we do, we started a new initiative to retain female talent and expedite their journey to leadership.

Our Leadership Equity Accelerator Programme (LEAP) was born out of the insights we were getting from the industry. While 90% of women want to move into management or leadership roles, only 25% believe this will happen easily.

We could see that there were hundreds of female leadership courses available and most enterprises were running their own initiatives. Yet the dial was not moving. So, we set about doing something different from standard or traditional female leader courses.

Researching the market, we found that most focus on confidence building and ‘fixing’ the perceived flaws in female talent. However, we believe that any woman who is emerging as a future leader is already, highly skilled and resilient.

Female talent in this industry is pretty amazing. They have bucked the trends and societal expectation at every stage. From making tough and often isolating choices at school and university to entering a truly male dominated industry with a ratio of 4:1, where we know the odds are stacked against them. Everyone who has got this far should be deservedly proud of all that they have already achieved.

Women wanted frameworks and skills to do the job better and were looking for role models and mentors, both male and female to guide them through potential challenges.

This ethos is at the heart of LEAP, and the impact does not stop at graduation. Each graduate is carefully matched with a mentor to guide them to the next phase, and the Alumnae programme will keep them connected throughout their career.

What role do allies and leadership teams play in creating environments where women can thrive in data careers?

I don’t really like talking about allies in this context. For me an ally is like a dedicated football fan. They turn up rain or shine every week; they buy the strip every season and they will defend and passionately support their team year after year without fail. Whilst supporters are great, their efforts do not move the dial and make little difference to their team’s position at the end of the season.

Advocates in my analogy are the people in the dressing room, the managers, the coaches and the physio’s, choosing the team, on the side of the pitch, investing in new players and ensuring the long-term success of the club. Women need advocates, both men and women who will elevate them, make space for them at the table and work tirelessly for the success of the whole team. Good leaders make good decisions and so by definition are advocates.

How do you measure the impact of Women in Data^®’s work — both for the partners you collaborate with and for the wider data community?

This is a really interesting question, and the answer is very nuanced. Before Covid 19, the percentage of women in the industry was continually rising and at a rate that we were confident that the gap would eventually close. But the pandemic took its toll, and we shifted from 30% to the low 20’s. Figures have only partially recovered-but on the positive side, in absolute numbers, there are more women in the industry due to the growth in the sector.

In last year’s State of the Nation, we recorded a gender pay gap for the data industry of 9%. This was driven mainly by the lack of women in senior roles, the impact of part time working and disproportionate allocation of bonuses. This 9% number is a baseline against which we will be holding organisations to account.

I will not see gender parity in my lifetime, but that is not a reason to stop! Whilst we would love to be boiling the ocean, we recognise that we cannot change everything. We focus on working with our growing community of Brand Partners to ensure that they are moving the dial on gender parity. We are amplifying their activities to signpost what good looks like and at the same time we are working tirelessly with other organisations right up to government level to promote the interventions that will make the necessary change happen.

Finally, your upcoming “State of the Nation” survey promises to shine a light on the real experiences of people in our industry. What insights or changes do you hope this research will spark across the industry and how can male allies help shape the survey from an equality perspective?

The State of the Nation report is not just for women, it is designed to fill the gap in research about how all practitioners are being impacted at a time of extreme change. Much is reported on the size of the AI market, the Tech landscape and the skills of the future but we noticed that there was very little data on the human in the mix. The SOTN seeks to understand not just how people are faring but how they feel about the industry.

At Women in Data^® we believe that it is important that every voice is heard for SOTN. We create a totally representative sample across gender, job role, seniority, vertical and geography. This is why we ask everyone to complete the survey and rely on our allies and ambassadors to amplify the call.

The Data and AI industry is, in my opinion a great place for women to work, hopefully my long tenure is testament to that and there are no valid reasons why women cannot thrive.

Many of the difficulties that women face are due to biases and assumptions that could be dismantled if the will was there. I hope that the annual State of the Nation report will highlight what people are feeling and what can be done