As the iGaming industry continues to grow and evolve at pace, conversations around inclusion, diversity, and representation are not just gaining momentum, they are becoming essential.
In a two-part series, 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 find out what it really takes to empower women, and how the industry can build a more inclusive and representative future for everyone.
What are the most effective programmes or policies you have seen (or implemented) to support the development and progression of women in iGaming?
LG: The most effective approaches combine structural support with authentic, everyday action. Mentorship, visible role models, equitable progression pathways, and inclusive leadership development are consistently impactful, going beyond one-off campaigns to create systems that nurture growth at every stage.
At Games Global, our layered approach benefits all employees but has been especially effective for women. Our Graduate Programme attracts early-career talent into product and technology, helping shift gender representation. Mentoring connects individuals with senior leaders, while Authenticity Triangles create space for reflection, storytelling, and allyship, which are powerful cultural tools for change. Targeted coaching programmes support women at transition points, and our redefined progression model focuses on outcomes, skills, and potential, with transparent mobility pathways, allowing women to see and pursue clear routes to leadership.
Externally, initiatives like Global Gaming Women’s Lean In Circles and Mentorship Programme provide a fantastic external platform offering a trusted space for women across the industry to connect. Together, these initiatives form part of a broader strategy to ensure development is intentional, inclusive, and commercially aligned, creating an environment where everyone can thrive.
HF: Since working in the US market, I’ve been genuinely impressed by how organisations like Global Gaming Women (GGW) are structured to support women in the iGaming industry. Through educational events, networking opportunities, and mentorship programmes, GGW provides meaningful support that empowers women at all stages of their careers. Their networking events, in particular, bring together hundreds of women across the industry to connect, build relationships, and celebrate collective success. These initiatives send a strong and positive message about the importance of representation and inclusion, and they continue to play a major role in advancing women in iGaming.
Alongside these large-scale programmes, I’ve found that mentorship – especially women supporting women – is one of the most powerful tools for professional progression. This can happen both within an organisation or through external networks. Personally, I credit much of my own career growth to the guidance and encouragement I received from inspiring female mentors. Over the years, I’ve made it a priority to give back by mentoring other women in the industry. It’s an incredibly rewarding experience, and I truly believe that this kind of support network is vital to the future of women in gaming – it cannot be underestimated.
SD: This year, I have had the pleasure of mentoring a Lean in Circle, championed by Global Gaming Women. The programme is a mentor-mentee initiative for women at all levels across the wider gaming industry. Each group discusses core topics, including career development, networking, building a brand and profile elevation. What makes these circles so powerful is their intimacy: small, cross-company groups underpinned by strict confidentiality, allowing participants to share openly and honestly. It creates a safe, supportive space that feels more like a community than a programme. It is a unique network of women who lift each other up, allow themselves to be vulnerable and in turn grow together.
Alongside formal initiatives, organic mentoring is just as impactful. These relationships are not assigned or enforced; they emerge naturally when someone seeks guidance from a leader they trust and respect. When the chemistry is right, it creates a truly symbiotic connection, where both mentor and mentee develop. That openness, honesty, and mutual respect are where the real value lies, and that cannot be manufactured.
LF: I strongly believe in the power of mentoring and leading by example. Supporting women’s progression often comes down to fostering confidence and capability through real-life experience. Within my teams, I ensure everyone is treated equally, while providing mentoring to those who need it. It’s about creating an environment where women feel seen, supported and encouraged to grow. Development isn’t always about formal initiatives, often it’s the day-to-day support, trust and hands-on opportunities that make the biggest impact.
JL: At Lótus iGaming, I understood from the outset that fostering an inclusive environment is not just a social responsibility, but a competitive advantage. This is why it is so important to develop foundations to support everybody within the business.
Personally, one of the most effective initiatives I have implemented is reverse mentoring, where senior executives receive direct insights from women at the beginning or middle of their careers. This bridges perspectives, accelerates the development of female leaders and builds understanding. We also introduced technical training programmes focused on traditionally male-dominated areas, such as product and technology, which not only broaden skills, but also boost confidence to compete for strategic positions. Ensuring that effective programmes are put in place is key for women within the sector to be able to progress and develop their craft.
How important is representation in leadership when it comes to inspiring the next generation of women in the sector, and how can companies ensure these roles are accessible and sustainable?
LG: Representation absolutely matters, but only when it’s authentic and sustainable. Seeing women in senior roles sends a strong signal to future talent that leadership is attainable and valued. However, tokenistic appointments without real power, development support, or work-life sustainability can do more harm than good.
We focus on succession planning rather than diversity goals, ensuring our pipelines reflect the breadth of our talent. To support this, we invest in leadership readiness programmes, including targeted coaching, mentoring, and our Leadership Success Tracks, all designed to equip emerging leaders with the confidence, capability, and exposure needed to step into more senior roles.
HF: Seeing women in leadership roles is so important. It shows the next generation that those positions are not only possible, but within reach. It helps break old stereotypes and brings more balance to leadership teams. There’s plenty of research out there showing that companies with women in leadership perform better, make smarter decisions, and are more innovative. But the reality is, we’re still not seeing enough women in these senior roles. Personally, having female leaders to look up to has made a huge difference in my career – it gave me something to aim for.
SD: Representation of women in senior ranks is critical. Women are inspired and motivated by female leaders who understand the unique challenges faced on the path to the top. It sends a powerful message: they belong at the table. Yet in 2025, just 19% of executive and board-level roles in iGaming are held by women, and only 30% of the global iGaming workforce is female, highlighting a continued gender gap in influence and decision-making.
The goal is not to promote women over men, but to demonstrate that the best candidates, regardless of gender, have access to opportunities. Organisations benefit from the presence of strong female leaders, as they bring diverse perspectives and ideas. Ensuring that senior roles are accessible and sustainable for women is not about meeting a specific number or percentage of female representation; rather, it is about providing female employees with the tools, development plans, and opportunities they need throughout their careers. This way, they will be equipped with the skills and expertise to excel in their roles and feel empowered to pursue these positions.
LF: Representation in leadership is vital. Leading by example sends a powerful message about what’s possible. However, tokenism and just putting a figurehead in a leadership role is not the answer. Simply appointing a woman to a senior position for appearances’ sake does little to create meaningful change. It isn’t satisfying the need for the real empowerment of women.
What matters is genuine empowerment: listening, supporting and understanding the unique challenges women face. Leaders must be authentic role models, who have earned their place through experience and can guide others. Companies should focus on sustainability through mentorship, opportunity and long-term commitment to gender equality – not just symbolic gestures.
JL: I truly understood the power of visible and authentic representation after moving on from major industry players, where I was able to negotiate landmark contracts. When women see other women in decision-making positions, negotiating contracts and leading strategic projects, they know that it’s possible.
However, visibility alone is simply not enough to inspire the next generation of women within the industry. Companies must back it up through setting out clear succession plans, retention strategies and guaranteeing access to executive training. The development path to leadership needs to be structured and sustainable so that, once these women do reach the top, they have support and tools to thrive and have the ability to lift others up with them.
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