In the second part of our ‘Beyond Representation Roundtable’, iGaming Expert spoke exclusively to Leila Goelz, Chief People and Transformation Officer at Games Global, Holly Fairweather, Director of Account Management US at White Hat Studios, Sue Dawson, Deputy General Counsel, SVP at Light & Wonder, Lara Falzon, CEO of Yolo Group’s B2B brands, and Jhuana Lamas, CCO at Lotus iGaming Group, to examine why DEI shouldn’t be treated as a standalone strategy.
iGX: What structural or cultural challenges remain for women looking to enter or advance within the igaming industry?
LG: Despite progress, the iGaming industry still faces long-standing perceptions around gender roles, especially in tech, commercial, and product leadership, which have historically been male-dominated. Structural barriers remain in the form of informal decision-making networks, inconsistent hiring and promotion practices, and underlying assumptions about women’s ambition or leadership style.
Over the years, I’ve supported many women navigating career decisions where imposter syndrome is still prevalent. Many hesitate to pursue promotions or new roles due to life-stage planning, such as the possibility of starting a family. We need to create environments where women feel safe to have honest conversations about their aspirations and concerns, without fear that doing so will limit their progression.
HF: One of the key cultural challenges that remains is the lack of consistent and transparent progression plans. Without clear pathways, it’s difficult to visualise long-term growth or aim for leadership roles. Clear development frameworks not only empower women to plan confidently, but increase the likelihood of seeing more women in senior roles.
SD: Technology is still seen as a male-dominated space, and that can shape everything from hiring patterns to internal culture. Some women can feel excluded or like they don’t belong. Visibility is also a challenge—many women still struggle with self-promotion, not due to a lack of ambition, but because the culture hasn’t always encouraged them to put themselves forward. That has to change.
LF: Flexibility remains a major issue, particularly when leadership roles demand extended time away from home. While work-life balance isn’t a gender-specific issue, it does disproportionately affect women. Without a strong support network, it’s difficult for anyone to progress professionally while managing personal responsibilities.
JL: Unconscious bias in hiring and promotions is still very real. Women also face the pressure of proving technical competence while trying to “fit in with the culture”—which is often code for maintaining the status quo. As an industry, we need to embrace diverse leadership styles, not expect women to mirror traditional male approaches
iGX: How do we move DEI strategies beyond surface-level commitments and ensure they are embedded into company culture, decision-making, and commercial growth?
LG: DEI can’t be treated as a standalone strategy. At Games Global, it’s embedded into how we hire, develop, promote, and lead. We use data to track progress and align our actions with business outcomes—like creating more diverse products and retaining top talent. Structured programmes like mentoring, coaching, and internal mobility ensure that lived experience shapes our culture. Done properly, DEI drives innovation and commercial success.
HF: At White Hat Studios, equality is a core value that genuinely shapes how we hire and develop our people. It’s not just a reference point—it’s part of our identity. We also run internal awards that recognise people who live out our values, which helps embed DEI into everyday culture.
SD: DEI isn’t about prioritising one group over another. It’s about creating an environment where all perspectives are celebrated. At Light & Wonder, our core value is “Celebrate Perspectives,” and that encourages our teams to seek out diverse views while appreciating others’. It empowers everyone to contribute to how we succeed as a business.
LF: Companies need to understand the real needs of their people. That means offering training and mentorship that reflect women’s actual experiences. Programmes like Global Gaming Women are doing fantastic work in this area. True DEI goes beyond equal treatment—it requires tailored support and accountability.
JL: At Lotus, DEI is part of recruitment, performance metrics, and partner communications. It’s built into how we grow the business. Every strategic decision passes through a lens of inclusivity: does this expand or restrict the diversity of perspectives? That’s how DEI moves from intention to action.
iGX: what are your hopes and predictions for the role of women in igaming over the next five years, and what steps must the industry take today to get there?
LG: I hope to see diverse leadership become the norm. This shouldn’t be about hitting targets—it should be about valuing capability and contribution. We need equitable talent systems, inclusive leadership development, and transparent progression pathways. Ambition and personal priorities should be able to co-exist. Most importantly, people need to see authentic role models—leaders who show that there’s no single way to lead.
HF: I’d love to see the term “male-dominated industry” become outdated. This is such an exciting sector—especially in the US—but to attract the best talent, we need to show that women can thrive here. That starts with inclusive cultures and clear growth opportunities.
SD: I’ve seen the industry change a lot over the last 25 years. When I started, most female representation at events came from hostesses—not leaders. That’s shifting, and I believe we’ll see even more balance in the years to come. But this won’t happen through special treatment. It’s about empowerment, self-belief, and visibility. When women see others succeed—like Denise Coates or Siobhan Lane—it inspires confidence to step forward.
LF: I’m confident we’ll see more women in leadership. As balancing personal and professional goals becomes more normalised, more women will thrive. But companies need to back this with action: flexible work, meaningful career development, and inclusive leadership.
JL: In five years, I want to see women leading across departments—not just HR and marketing, but in product, operations, and technology. That means we need to invest now: partnerships with universities, training pathways, and changing the narrative around what iGaming careers look like. When all that happens, women in leadership won’t be the exception—they’ll be part of how we define success.
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