A Women’s Day edition with insights from Elin Filipp, Chief People Officer at Puzzel.
The tech industry has made visible progress on diversity over the past decade. Conversations that were once avoided are now openly discussed, and many organisations have taken steps to improve representation.
But despite progress, women remain underrepresented across much of the tech industry, and many still encounter structural barriers that shape their careers in subtle and persistent ways.
From a Chief People Officer’s perspective, inclusion is not a one-off initiative. It’s something that must be practised, reinforced, and embedded into everyday leadership - especially in an industry where progress has been uneven.
Understanding the gender gap in tech
There’s no doubt that the tech industry has moved forward. Practices that were once common, such as asking women about family plans in interviews, are now widely recognised as unacceptable.
“We have come a long way compared to ten years ago,” Elin Filipp, Chief People Officer, reflects. “When I was early in my career, I was asked questions in interviews about when I planned to have children. That would be unacceptable today.”
Still, the data shows there is work to do.
According to the World Economic Forum, the IT sector continues to have one of the largest gender gaps in economic participation and opportunity. Globally, women make up just 28.2% of the tech workforce. In artificial intelligence specifically, female representation has increased by around four percentage points since 2016, now standing at roughly 30%.
Those figures underline a clear reality: representation is improving, but slowly.
The pipeline problem and early-stage barriers
Companies play a significant role in shaping inclusion. The cultures they build, the leaders they promote, and the opportunities they create all influence who thrives in tech.
But part of the challenge begins long before someone applies for a role.
“One of the biggest challenges starts much earlier than the workplace itself,” Elin explains. “We still struggle to attract women to see tech as a realistic and attractive career path. Many companies are genuinely committed to equality, but the candidate pool is often very limited.”
Across the EU, women account for just around one third of graduates in technical fields, and globally, only 20% of engineering graduates are women.
“This goes beyond individual organisations and reflects a broader societal challenge.” Elin says. “At an industry and societal level, we need to change how tech careers are presented to young women much earlier, so more of them can imagine themselves in these roles from the start.”
Inclusion, in other words, requires action both inside organisations and across the wider ecosystem.
The important role of companies
While representation is influenced by broader industry trends, organisations play a decisive role in both attracting talent and shaping what happens once that talent enters the workplace.
Companies shape who feels welcomed, who feels supported, and who progresses. They define leadership expectations. They decide how transparent promotion criteria are. They influence whether stretch assignments are distributed evenly or informally.
“Inside companies, we need inclusive leadership, fair development opportunities, and strong role models,” Elin says. “The wider industry matters, but we still have a responsibility to create environments where women can grow and thrive.”
Organisations may not control who chooses technical programs at 15. But they do control how talent is developed at 25, 35, and 45 — and they can ensure recruitment processes are designed to attract and fairly assess a broad and diverse pool of candidates.
And over time, that responsibility has a ripple effect. When women see leaders who reflect them, when sponsorship opens doors, and when career paths are clear and fair, it changes both retention and aspiration.
Progress requires both: broader societal shifts and deliberate action inside companies.
What inclusive cultures look like in practice
Research from McKinsey highlights three strategies as central to creating fairer access to opportunity: ensuring hiring and promotion processes are genuinely equitable, equipping managers to actively support career development, and fostering authentic sponsorship rather than passive mentorship.
From Elin’s perspective, managers sit at the centre of all three.
“As HR, I work closely with managers to make inclusion real in everyday work in their teams, not just a policy on paper. It is about behaviours, accountability, and how teams actually function in practice. Inclusion shows up in how managers lead, how they listen, and how they make decisions.”
Making inclusion stick often requires both support and challenge.
“A big part of the work is supporting and challenging managers through training, coaching, and ongoing dialogue. We encourage inclusive behaviours, address things that do not work, and actively share good examples so they can inspire others.”
Growth, confidence, and access to opportunity
Even when formal structures are in place, inclusion is experienced personally.
Research shows that women in tech most frequently report barriers such as limited opportunities for advancement, lack of visible role models and mentorship, persistent pay gaps, and restricted access to development resources. These structural factors shape how careers unfold — and how confident people feel navigating them.
“Confidence grows when women feel encouraged to take risks, apply for roles even when they don’t meet every requirement, and step into stretch assignments,” Elin says.
That encouragement matters. Without visible sponsorship and advocacy, potential can remain untapped.
“Strong role models and sponsors matter too,” Elin adds. “Especially leaders who are willing to advocate for women and open doors, not just offer advice.”
Balanced leadership as a business advantage
More balanced leadership teams tend to influence both culture and decision-making quality.
“When leadership teams are more diverse, discussions are richer, assumptions are challenged, and decisions tend to be stronger,” Elin says. “It’s not about diversity for appearances. Balanced leadership is business-critical.”
Representation also shapes what people believe is possible. Seeing different leadership styles reflected at the top sends a powerful signal that there is more than one way to lead.
That visibility builds aspiration. And aspiration shapes pipelines just as much as early education does.
Don’t wait for the perfect plan
If there’s one piece of advice Elin offers to organisations working to strengthen inclusion, it’s this:
“Don’t wait for a perfect plan. Start taking action, even if the steps feel small. Something is always better than nothing, and real change comes from consistent progress over time.”
That means starting with leaders, focusing on everyday behaviours, learning from what works and what doesn’t, and being willing to adjust along the way.
Inclusive cultures aren’t built through statements alone. They’re built through daily choices, sustained attention, and leadership that’s willing to listen, learn, and adapt.
A note on how this shows up at Puzzel
Inclusion is not owned by any single company, but it is shaped by the choices organisations make every day.
At Puzzel, there is a clear ambition to create an environment where people can be themselves at work and feel supported to grow. That work is ongoing, and the company’s gender balance reflects the wider SaaS industry. There’s no pretending the job is done.
At the same time, progress has been made. Female representation among new hires has increased year on year, and the Global Leadership Team has shifted from being entirely male to an even gender balance in a relatively short period.
As Elin explains, that shift was not driven by targets alone.
“Our CEO genuinely values diversity and talks openly about why it matters. The focus has never been gender as a target in itself. It has been about hiring the best person for the role and recognising that different perspectives strengthen decision-making.”
Inclusive cultures do not appear overnight. They are built through consistent choices, open conversations, and a willingness to keep learning — even when the work feels unfinished.
About Elin Filipp, CPO at Puzzel
Elin Filipp is Chief People Officer at Puzzel. She is responsible for people strategy, leadership development, and building an inclusive culture across the organisation. With extensive experience in HR and organisational development, she works closely with leaders to embed inclusive practices into everyday decision-making and long-term growth.
Connect with Elin on LinkedIn.
