International Women’s Day Spotlight: Women Leaders on Strategy and Influence

What does International Women’s Day mean to you personally at this stage of your career?

Jennifer Ménard-Shand: International Women’s Day feels less like a celebration and more like a responsibility. I feel entrusted with a platform, and I want to use it to open doors wider than they were opened for me.
I think about women building businesses while raising children, navigating bias, or fighting to be taken seriously in rooms they worked hard to be in. For me, the day is also about reconciliation and representation. As a First Nations Ojibwe and French-Canadian woman, I have seen how powerful it is when someone sees themselves reflected in leadership. My message is simple: you are not alone. Be comfortable being who you are and never give up because you can build something meaningful without losing yourself in the process.

Ciara Beauchemin: For me, International Women’s Day is not something I think about once a year. It is an everyday practice in how I lead.
As I progressed in my career and began managing larger teams, I became more aware of discrepancies in how opportunities were accessed and how confidently people asked for what they deserved. That awareness shifted how I show up and now I try to ensure growth opportunities are distributed fairly and that conversations are direct.
As a mother of two daughters, leadership is also about the example I set. I want them to see that having a voice at the table is normal and that allyship is built into how you operate.

Sylvia Palka-Melo: At this stage of my career, the day is a moment to appreciate the progress that’s been made, recognize there’s still work to do, and be thoughtful about how I lead and the example I set.
It’s also a chance to think about the many incredible women who shaped me. I’ve had mentors who pushed me, colleagues who backed me, and friends who told me the truth when I needed to hear it. Being a mom to two boys adds another layer. I want them to grow up simply expecting that women lead, contribute, and are part of important decisions. That should feel ordinary.

What impact are you most proud of as a leader?

JMS: When I think about impact, I think first about the people who believed in me before I believed in myself. My leadership reflects that investment, and I feel a deep responsibility to pay it forward.
I am proud that we have built a people strategy firm serving clients across North America without compromising our values or identity. We have grown, created opportunity, and helped organizations make better people decisions while remaining grounded in purpose. That path has required boldness, especially when being transparent about faith or open about being Indigenous and women owned. The impact I care most about is legacy and creating opportunities that will outlast me to allow others to lead with confidence.

CB: Early in my career, I was encouraged to have an opinion and to use it. That stayed with me. Being an opinionated voice at the table, especially during periods of uncertainty, matters. Strong strategy requires debate, clarity, and conviction. I am proud that I have leaned into that responsibility rather than stepping back from it.
Over time, my definition of impact has evolved. Today, I see my role less as the person driving every answer and more as the leader creating the conditions for others to perform. I work for my team. That means removing obstacles, clarifying priorities, and trusting them to own their outcomes. When you empower people to grow into larger roles, the impact compounds.

What unique perspectives or strengths do women leaders often bring to decision-making?

CB: I have seen that women often bring a thoughtful approach to risk. Rather than making one all-in bet, we build in optionality. We create space to adjust if assumptions change or markets shift.
In industries that are evolving quickly, that flexibility matters. Women leaders often bring discipline to that allocation while preserving room to pivot. That balance between focus and flexibility can be a real advantage in uncertain times.

SPM: I am careful about generalizing because strong leadership is not about gender. I have worked with exceptional leaders throughout my career. But in my experience, many women bring a strong instinct to fully understand the picture before a decision is made.
There is often a heightened awareness of dynamics in the room. An ability to sense what is unsaid and anticipate how different stakeholders will respond. That additional layer of insight tends to elevate both the conversation and the quality of the decision.

In today’s era of uncertainty, what is the role of strategy and why is it critical to organizational growth?

JMS: Without strategy, you can stay very busy and still drift. It is easy to get caught in execution and avoid the deeper thinking work.
For me, strategy is an anchor in uncertainty. It helps you decide what to say yes to, what to say no to, and where to focus your energy. Sometimes that means carving out uninterrupted time for reflection, even when it feels inconvenient.
The organizations and teams that win are clear on why they exist, where they are going, and how they will deliver consistently. Strategy first, then execution.

SPM: Uncertainty isn’t something we move through and leave behind, it’s constant. Markets shift, technology evolves, customer expectations change. There’s always something happening, but what’s different now is the speed.
In my experience, when things start moving quickly, organizations can shift into reactive mode and that’s when strategy becomes critical. It keeps teams aligned around a shared understanding of the goal, so even as conditions change, decisions still point in the same direction.

How can women move perceptions from great doer to great thinker?

JMS: Women are often typecast as the reliable executors. Moving from doer to thinker starts with taking ownership of direction, not just delivery. Lift your head from the task list and ask bigger questions. Why are we doing this? What problem are we really solving? What does success look like six months from now?
Seek out roles and opportunities that require you to define strategy, not only implement it. Surround yourself with people who think differently and learn from them. Strategic credibility grows when your thinking is clear and consistently aligned with your values.

CB: The shift from doer to thinker starts with learning to let go. If you continue carrying all of the operational load, you never create the space required for higher-level thinking. You have to allow others to do the work and accept that they may do it differently than you would.
Strategic thinking requires capacity. It requires stepping back, synthesizing, and looking ahead. Letting go is not stepping away from responsibility, it allows you to step into a broader one.

How can women leaders use their influence to create more inclusive pathways for others?

JMS: We need to move beyond mentorship and into sponsorship. Sponsorship means using your credibility and network to put someone else in the room. One of our team’s mantras is “who, not how.” When women leaders ask, “Who can I bring with me?” they are creating opportunity.
Inclusion also has to be designed. Clear hiring practices, transparent advancement criteria, flexible policies, and accountability in leadership all matter. When you intentionally challenge default choices and build systems that outlast you, pathways become highways.

CB: Advocacy has played a significant role in my own career, and it is one of the most powerful tools we have as leaders. That starts with making time. Influence is often built in the moments between meetings with things like the check-in, the coffee chat, or the conversation that helps someone see their next step.
Inclusive pathways are not accidental. They are built through consistent attention, advocacy, and a willingness to create space for others to step forward.

What message would you like to share with aspiring women leaders today?

JMS: You do not need to shrink to be accepted. Lead with courage and character. Learn the numbers. Build the relationships. Keep your word. Choose your circle carefully and surround yourself with people who tell you the truth while still believing in you.

CB: Lead in a way that aligns with who you are and commit to it fully. You do not need to lead the way someone else does, but you do need to lean into the opportunity when it is in front of you. Find your voice and keep it at the table. When women are present in leadership roles, it becomes less remarkable and more normal.

SPM: I’d say don’t wait for permission. I’ve seen it in others and I’ve felt it myself. Many women feel they need to be completely ready before they raise their hand, share a strong point of view, or go after a bigger role. We tell ourselves we’ll speak up once we have a bit more experience, one more credential, a little more certainty.
What I try to remind myself, and would encourage others to remember, is to back yourself anyway. You don’t need every box checked to be capable and trust that you’ll grow into the space you step into.