Barriers to Women’s Success in UK Business
- Tori Lynn Crowther
- Feb 8
- 15 min read
Barriers to Women’s Success in UK Business
I usually keep my writing firmly on a lead and trotting along behind dog walking, pet care, and the realities of running a small service business. But every now and then, you have to stop mid-walk, look around, and say: hang on… this isn’t just a dog walker problem.
This is a much wider issue.
I’ve worked across a range of industries – from small businesses to large corporate organisations – and the patterns are impossible to ignore once you’ve seen them. The roles change, the uniforms change, the boardrooms get fancier… but the underlying issues for women in business stay stubbornly the same.
One of my favourite examples (and by favourite, I mean deeply irritating) was trying to get a mortgage. It took far longer than it should have, with endless questions and delays. Eventually, my mortgage advisor let slip that the whole thing would have gone through much quicker if I’d been male. Apparently, a woman running her own business was a much bigger risk than a man doing exactly the same thing. Good to know.
So yes, this guide steps outside the dog walking field – but only because the leash that holds women back in business is much longer, heavier, and wrapped around far more industries than we like to admit.
Women in the UK still face persistent structural, cultural, financial and societal obstacles that limit their business advancement. For example, just one in five UK companies is female-led, a proportion that barely budged between 2022–24 . Only 15–18% of small‐to‐medium enterprises with employees are led by women . Even where women reach leadership tiers, pay and authority gaps remain. The UK’s overall gender pay gap (median) was 13.1% in 2024 (meaning women earned 13.1% less per hour on average than men). And across equity investment, female founders receive only ~1–2% of VC funding . These figures highlight the structural barriers – from underrepresentation on boards to skewed funding – that leave women under-resourced and outnumbered in business.
Economists and organisations warn that such gaps cost the UK economy hundreds of billions in missed growth. A UK parliamentary committee noted that funding women at men’s levels could add £310 billion to GDP . Yet current trends suggest little organic change: with no mandatory quotas, progress in female leadership is slow outside large companies. For instance, FTSE 350 boards are now roughly 43% women (due to a voluntary 40% target), but only 30–36% of senior leadership roles are female even in top firms . Smaller or private firms lag far behind. In tech, engineering and finance – all male-dominated industries – women remain a tiny minority (for example, only 9% of venture capital partners are female ). This structural bias feeds a “self-reinforcing cycle”: few women in authority means fewer role models, mentoring and networks to support other women, and persistent perceptions that men “naturally” lead.
Meanwhile, cultural and societal factors compound the problem. UK women entrepreneurs and executives routinely report being taken less seriously, subject to stereotypes, or having to “prove themselves” more than men. In one survey, 61% of British women agreed that corporate leadership still “favours men” . Working mothers face extra burdens: 67% of UK women with childcare duties say they missed promotions or pay rises because of those duties . A TUC analysis found 1.5 million UK women are kept out of paid work by caregiving (seven times more than men) . As one female CEO put it, differences in pay and lack of family-friendly support mean women have “smaller financial safety nets” when launching businesses . Many women self-censor or decline opportunities once they realise the extra hurdles; for example, Women’s Chamber of Commerce research shows 28% of women feel unable to ask for equal pay .
Sexual harassment and overt sexism also remain part of the picture. UK studies find about 15% of women report having experienced sexism at work and roughly a quarter suffer sexual harassment . Female entrepreneurs recount hostile or predatory treatment – for example, tech founder Sophia Matveeva recalls an investor inviting her to “bring [her] bikini” to a meeting at a health club, effectively propositioning her instead of doing a legitimate business pitch . Baroness Martha Lane Fox, a veteran tech entrepreneur, even reports a senior executive bluntly telling her “We’re done with women” after she criticized male‐only panels . Such incidents aren’t isolated: they reflect a business culture where female participation can trigger sexism, undermining confidence and filtering women out of the pipeline.
Overall, systemic bias means women often start at a disadvantage. National surveys confirm that 35–40% of UK female business owners have personally encountered discrimination or overt bias . Many feel pressured to prove themselves constantly (53% in one survey ) or say being a woman raises extra risks (47% cited lack of credibility as an obstacle ). A 2024 women’s entrepreneurship report concluded that women face “significant disadvantages in accessing finance, networks and support” due to entrenched bias and male-dominated decision-making .
Structural Barriers: Leadership, Funding and Pay Gaps
Underrepresentation in leadership: Only around 20–25% of UK companies (SMEs and startups) have a female leader , and women hold roughly one-third of executive roles even in major firms. For example, FTSE 350 boards are ~43% female , but women occupy just ~35% of executive-committee positions . In the private sector beyond the FTSE, the numbers are lower: the UK’s Top 50 private companies report only ~30% female board members and ~35% female executives . Outside finance and services (where many large firms are located), female leadership is rarer: in construction, engineering, agriculture and STEM sectors women are often less than 15% of the workforce . This structural imbalance makes it harder for women to see paths to senior roles.
Gender pay gap: The UK’s gender pay gap (median) was 13.1% in April 2024 – meaning full-time women earned about 87p for every £1 earned by men. (Among full-time staff the gap is 7.0% , reflecting that women are still more likely in part-time work.) Pay discrimination surveys back this up: nearly one-quarter of young women report being paid less than men for equivalent work . Unequal pay means women have less capital to invest in businesses or weather slow growth. As Anna Brailsford (CEO of Code First Girls) points out: “Differences in pay result in smaller financial safety nets for new businesses” run by women . Over time the gap has narrowed slowly, but progress is uneven across sectors, and high-paid industries (tech, finance) show the largest gaps .
Funding gaps: Access to finance is a major structural hurdle. UK data show stark investment imbalances: all-male founding teams raised £6.5 billion in 2023, whereas all-female teams have raised just £2 billion in the entire past decade . In 2024 only 2.0% of equity investment in UK startups went to female founders (down from 2.5% in 2023) . By contrast, male-only teams received over 80% of venture capital . The situation is grimmest for ethnic-minority women: between 2009–2019 only 10 Black British women received VC funding (0.02% of total) . The government’s Invest in Women Taskforce notes that women-led ventures typically outperform the market (often citing 30–35% higher returns) yet get the smallest share of capital . Part of the problem is that 85–86% of UK angel investors and senior VCs are men , creating old-boys’ networks and unconscious bias. Even securing debt finance can be harder: UK surveys find many female SMEs struggle to borrow or are offered worse terms than men (for example, relying more on personal savings or family loans ). Without equal funding, many women must either self-finance or abandon business ideas.
Cultural & Societal Barriers: Bias, Stereotypes and Care Duties
Sex/gender bias and stereotypes: Deep-seated notions about “men’s leadership” affect women’s career prospects. Over 60% of UK women say leadership still favours men . In recruitment and promotion, women report being judged by appearance or family status more than competence. Young Women’s Trust research found 28% of young women say they experienced bias in hiring (sex, age, or appearance) . Many bosses openly admit sexist attitudes persist: one poll reported 33% of HR managers agreed sexist behaviour still exists in their firms . These attitudes mean women often get less credit for success and are scrutinised more harshly for mistakes. As one executive observed, UK newsrooms were “created by men, largely for men,” sending a message that women outsiders do not belong .
Sexual harassment and poor treatment: Women frequently face harassment that men do not. In the tech startup world, for example, 78% of women entrepreneurs have encountered or know someone who faced sexual harassment . The anecdote of Sophia Matveeva illustrates a broader reality: as a female founder seeking investment, she was propositioned under false pretences (“bring your bikini” to a “business meeting”) . This kind of exploitation is so common that Matveeva believes it drives many women out of entrepreneurship. In mainstream workplaces, over a quarter of young women say they’ve been sexually harassed at work . Many are too intimidated or ashamed to report it; in a survey 24% of women said they would be uncomfortable challenging unequal pay, and 38% wouldn’t feel confident reporting discrimination . The culture of silence and fear means harassment stays hidden, reinforcing that women must tolerate unfair treatment.
Caregiving and family roles: Social expectations about motherhood and caregiving impose extra penalties on women. UK surveys consistently show that childcare duties derail women’s careers. The British Chambers of Commerce found 67% of women with caregiving responsibilities felt they missed promotions or pay rises because of those duties . Childcare in the UK is expensive and inflexible; according to the BCC, lack of affordable childcare and support for elderly relatives is one of the main reasons women stay out of the workforce . The Trades Union Congress estimates 1.5 million women (vs 230,000 men) are kept out of work by caring responsibilities . This “care penalty” means women entrepreneurs often launch or scale businesses while juggling unpaid care, cutting their work hours or turning down opportunities. It also feeds stereotypes: women who request flexible hours can be seen as less committed or serious. Research shows 90% of UK women believe additional support for carers is needed to ensure equality . Until society and employers provide viable childcare, eldercare and flexible work, women effectively pay a “motherhood tax” that men rarely face.
Confidence and role models: Cultural messages about gender and leadership also undermine women’s confidence. Many UK women say they lack business role models and mentoring. In a survey of female entrepreneurs, 51% cited low confidence as a main barrier . Anna Brailsford notes that “a lack of role models prevents women from believing that they can be a successful business leader” . In practice, this means women may hesitate to negotiate or ask for investment, while men are socialised to assert themselves. When combined with the real obstacles above, the result is a confidence gap: women internalise failures and stop trying, while men learn from setbacks.
Illustrative UK Case Examples
The following examples highlight how these barriers play out in practice:
Startup sexism: Fashion-tech founder Sophia Matveeva (UK-based entrepreneur) repeatedly faced sexual harassment while fundraising. At one meeting, an investor told her, “Don’t bring your laptop, bring your bikini and we’ll talk” . Incidents like this are far too common in British startups; Matveeva estimates most female founders know someone propositioned by an investor or mentor. She says such experiences are humiliating and often drive women out of entrepreneurship.
Media equal-pay case: BBC presenter Samira Ahmed proved the broadcaster paid her far less than a male colleague for essentially the same work. An employment tribunal in 2020 concluded that her £440-per-episode fee was not justified when compared to her male counterpart’s £3,000-per-episode . The judgment found no material reason other than sex discrimination. Ahmed’s case – and the 20+ similar claims it triggered – shows how even well-funded media firms had undervalued women’s labour. She later remarked that “no woman wants to have to take action against their own employer” , but doing so was the only way to force accountability. (The BBC has since settled several pay gap cases.)
Tech industry bias (Baroness Lane Fox): Martha Lane Fox, a prominent UK tech entrepreneur and peer, recalled being the sole woman on an executive panel in the US when a CEO dismissed her concerns with “We’re done with women.” . Her reaction underscores that even at the highest levels, some leaders reject gender diversity. Lane Fox also points out that only ~2% of UK businesses are founded by women (with ~20% co-founded by women) and only 9% of venture capital decision-makers are female . These statistics help explain why female startups struggle to find backing: investors often look for founders who resemble themselves.
Survey of female SMEs (AXA, 2025): A UK survey of 500 female SME owners found 35% had personally experienced gender discrimination in business . Over half (53%) said they felt pressure to prove themselves more than men , and 47% agreed that being female made starting a business riskier (e.g. “not being taken seriously”) . Crucially, the study noted a decline in the number of women-led businesses: only 15% of SMEs with employees were led by women in 2023 (down from 18% in 2022) . Even well-informed businesswomen feel these systemic biases firsthand in multiple sectors.
Practical Strategies to Overcome Barriers
While systemic change takes time, UK-based women can use several pragmatic strategies to mitigate obstacles and advance their careers or businesses. These include legal tools, funding schemes, networking, and organisational policies:
Leverage legal protections: UK law forbids sex- or pregnancy-based discrimination. The Equality Act 2010 legally protects workers, contractors and job applicants from unfair treatment due to gender, pregnancy or maternity . Women should familiarize themselves with these rights. For example, an employer cannot legally fire or demote a woman for being pregnant. Women can file grievances, seek Acas conciliation or take tribunal action if they face unlawful discrimination or harassment. Similarly, the gender pay gap reporting law requires companies (over 250 staff) to publish pay differentials by gender, which can be used to hold employers accountable. Employees can also use their right to request flexible working (available from day one of employment) to improve work–life balance – and if refused without good reason, they have recourse through employment tribunals. Knowing one’s statutory rights (and citing them when negotiating salaries or work terms) empowers women to push back against unfair policies.
Seek targeted funding and support programmes: Women should exploit funding schemes specifically aimed at female entrepreneurs. The UK Government and business groups have launched numerous initiatives. For example, Innovate UK’s Women in Innovation awards offer grants (up to £75,000) and mentoring to high-potential female-led tech businesses . The British Business Bank’s Invest in Women Code encourages VCs and banks to disclose their gender investment splits; joining or applying to signatories can open doors. Importantly, the Invest in Women Taskforce (a government-backed consortium) has raised hundreds of millions to invest in female founders . Women founders can look for angel groups and venture funds that focus on diversity (such as the Women in Innovation community or sector-specific female founders networks). Additionally, traditional finance sources include government-backed Start Up Loans and small-business grants, and many of these have outreach to women or relaxed criteria for minorities. Crowdfunding (equity or rewards-based) has also helped UK women bypass traditional gatekeepers. In short, women should proactively research and apply for women-focused financial resources – from public equity funds to entrepreneurship competitions – to offset inherent funding gaps.
Build and use supportive networks: Industry connections can neutralise the “old boys’ club” problem. Women can join UK networks and mentorship schemes where peers share knowledge and contacts. Examples include Tech She Can and SheSays (tech/creative industries), AllBright (business network for women), and Women’s Enterprise Scotland. Professional bodies like the Federation of Small Businesses or trade associations (e.g. Women in Banking) often host events for female leaders. Business hubs (e.g. London Business Hub, Scottish EDGE) run female-founder groups. On-line communities (LinkedIn or Facebook groups) also allow women to find mentors and collaborators. Mentoring programmes – from UK Business Angels Association’s women’s syndicates to university alumni schemes – can help women refine pitches and expand influence. Networking not only provides moral support but also practical leads: e.g. referrals to sympathetic investors or clients.
Utilize government and industry initiatives: Women should stay informed about UK government policies that support gender equality. For instance, the Women on Boards initiative encourages voluntary targets and provides toolkits for companies to recruit more female directors. The government has proposed expanding gender pay gap legislation and funding childcare support, so women can engage (via petitions, consultations) to hasten these changes. Women can also take advantage of existing benefits: for example, new parents can access the UK’s 30 hours free childcare (and campaign for expansions), and self-employed mothers can apply for Maternity Allowance and make pension contributions during leave. UK companies are increasingly implementing “menopause at work” policies – women should check if their employer offers medical or leave support. Lastly, any woman starting or scaling a business can contact her local Growth Hub or British Business Bank advisor to get tailored advice on legal issues, contracts, recruitment and finance.
Negotiate and advocate within organisations: In the workplace, women can use data and transparency to their advantage. If a company publishes gender pay gap figures, an employee can ask HR to explain the gap and push for an equal pay audit. When applying for promotions or new jobs, women should ask about pay ranges and equity; it’s often effective to cite industry salary surveys or use ANNs. Requesting flexible hours or part-time executive roles is legally supported in the UK; many employers will accommodate hours if the request is framed as a tool to retain a valued employee. Women should also speak up if they witness bias – for example, calling out a sexist remark or mentoring a junior woman – since cultural change often comes from within. Finally, connecting with a union or professional association (such as UNISON, TUC women’s networks, CIPD for HR professionals, etc.) can give access to collective bargaining and legal advice.
Enhance skills and confidence through training: Practical training can help close the confidence gap and skill gap. Women may benefit from negotiation workshops, public speaking courses, or industry-specific certification programmes to bolster qualifications. There are UK initiatives aimed at encouraging women in STEM or finance (e.g. TechSheCan awards, CFA UK’s Women in Investment). Women entrepreneurs can attend pitch-training events and financial literacy courses (some run by BEIS or non-profits). Knowledge is power: understanding accounting, data, digital skills or export regulations removes technical excuses companies often use to sideline women.
Each of these strategies is grounded in tangible resources or rights – not in generic “you can do it!” motivation. By using legal protections, tapping women-friendly funding and networks, and demanding fair treatment in their workplaces, British women can mitigate many of the obstacles noted above. Of course, systemic change will also require policy reform and shifting attitudes across society. But in the meantime, awareness of rights and support options helps many women navigate – and sometimes overcome – the extra hurdles in UK business environments.
If this guide feels uncomfortable at times, that’s probably because it should. These aren’t abstract theories or distant statistics – they’re lived experiences that many women quietly carry from one job, one meeting, one “computer says no” moment to the next.
I don’t write this as someone standing on the sidelines. I write it as someone who has sat in corporate offices, worked in male-dominated environments, built businesses from scratch, and been told – sometimes directly, sometimes subtly – that the rules are just different for women.
And yet, women continue to build companies, lead teams, create jobs, juggle responsibilities, and keep entire sectors running. Often with less funding, less support, and far more scrutiny – and still somehow being asked why we look tired.
This piece isn’t about asking for permission, special treatment, or applause. It’s about naming the reality, understanding the system, and making informed decisions within it. Because once you can see the obstacles clearly, you can plan your route around them – or bulldoze straight through.
Normal service will now resume, with dogs, leads, muddy boots and business lessons. But sometimes, widening the focus is the most practical thing you can do.
Sources: Authoritative UK reports and studies as cited . These detail the latest UK statistics and expert analyses on gender disparities in business. Each quote and statistic is drawn from UK-specific research or news as referenced above.
A note on self-respect and business
This guide assumes one thing: you are running a business, not a hobby.
Women have been taught to minimise their work, soften their boundaries and price themselves around other people’s comfort. That conditioning does not belong in sustainable business ownership.
You are allowed to:
Charge enough to make your business viable
Set and enforce clear boundaries
Expect respect from clients, peers and the industry
Take your work seriously, even when others don’t
Build something that supports you, not just everyone else
Professional respect starts with self-respect. And businesses built on self-respect last.
About Tori Lynn C. & The Dog House
Welcome to The Dog House — my cosy corner of the TLC Canine Crusaders Business Hub. I’m Tori Lynn C., the founder of TLC Dog Walking Limited, mentor to professional dog walkers, and lifelong advocate for dogs and the people who care for them. Before building my own dog walking company, I worked as a dog trainer and held corporate roles at Pizza Hut’s Head Office in London and at PricewaterhouseCoopers, based at Embankment Place. Business, structure, and people management have been part of my life for a very long time.
With full time, hands-on experience in the dog industry since 2007, my mission is to guide you through the realities of running a successful, sustainable dog walking business — from client care and safety to wellbeing, confidence, and professional growth.
The Dog House is where I share the honest, behind-the-scenes conversations we all need: the tricky moments, the funny bits, the business lessons, and the mindset work that keeps us thriving rather than merely surviving. Whether you're just starting out or scaling up, you’ll always find support, guidance, and a friendly nudge forward here.
You’re never alone in this journey — you’re part of a community of canine crusaders.
Legal Disclaimer
The information provided on this website is for general information and educational purposes only. It is intended to support pet care professionals in understanding common legal considerations when operating a dog walking or pet care business in the UK.
This content does not constitute legal advice and should not be relied upon as a substitute for advice from a qualified solicitor or legal professional. Laws, regulations and local authority requirements may change over time and can vary depending on location and individual circumstances.
While every effort has been made to ensure the information is accurate and up to date at the time of publication, no guarantees are made regarding completeness or applicability to your specific situation.
By using this website, you acknowledge that:
✓ You are responsible for ensuring your own business complies with all relevant UK laws and local authority rules
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If you are unsure about any legal obligations, contractual terms or liabilities, it is strongly recommended that you consult a solicitor experienced in small business or consumer law.
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