To mark International Women’s Day 2026, senior executive women share their thoughts on the Give to Gain principle. Rachael Ingle is the CEO of Aon Ireland and Executive Chair of the UK, Ireland and South Africa Subregion. She reflects on how the support and sponsorship she received were pivotal to her leadership journey, and how that inspires her to actively create opportunities and advocate for others today.
The theme for International Women’s Day 2026 is Give to Gain. In a business context, what does this mean to you as a leader?
When I reflect on my own journey, it’s clear that none of it was achieved alone. My impact – and the impact of the organisations I’ve led – has been shaped by people who invested in me: those who saw potential before I did, created opportunities at the right moment and offered encouragement when it mattered most. They “gave” so that I could “gain”.
That belief shapes how I lead today. In a business context, Give to Gain means looking beyond the obvious and having the courage to back people with opportunities, honest feedback and trust. And it doesn’t stop with our own teams. We owe that same intentionality to the communities in which we operate, extending opportunities and care in ways that are deliberate and genuinely impactful.
Looking at your own career, what opportunities or support were most pivotal in accelerating your leadership journey, and how are you now paying that forward?
A pivotal moment in my career was when a senior colleague chose to stake their reputation on me in rooms I wasn’t in. They talked about my potential before I fully believed it myself.
That kind of sponsorship doesn’t just boost confidence – it changes outcomes. Now I hold myself and those around me to the same standard: actively naming women and diverse talent for the most complex and senior positions, pushing for them when they need encouragement, and making sure their work is visible at the tables where it really counts
Where do you believe organisations are still falling short in advancing women into senior decision-making roles, and what tangible actions would you prioritise?
Progress is real, but uneven. To quote Greg Case, CEO of Aon plc, “Diversity is counting heads, inclusion is making heads count.” In Irish business, we’ve proved we can move the dial on diversity and board representation when we decide to. But when it comes to the critical decision points, inclusion still too often disappears. When deciding who gets the P&L, who gets the promotion and who is in the room when strategy is set, too many women are still absent. Organisations that are inclusive by design and by default attract and retain the best talent.”
In my experience, the greatest impact comes from three non-negotiables: balanced shortlists and interview panels for senior roles, serious bias training for decision makers and transparent tracking of who actually progresses into decision-making positions – with leaders held to account when there is no progress.
In today’s economic climate, how can businesses ensure that gender equality remains a strategic priority rather than a secondary consideration?
At Aon, our commercial strategy is only as successful as our people strategy. We hold ourselves to clear standards and best practices to ensure inclusion at every stage of our colleagues’ lifecycle.
In periods of economic challenge, remaining relevant to clients and colleagues requires a culture where listening is not optional, but embedded in how we work. We see this clearly with the rise of AI. As technology reshapes how work gets done, the most effective leaders are shifting from being teachers to being learners – creating space for diverse perspectives and skills to come through. If gender equality is built into how we hire, develop, listen and learn, it stays at the centre of strategy rather than slipping to the margins when pressure increases.
What is one practical commitment you believe every business leader should make in 2026 to truly embody the principle of Give to Gain?
If you can’t measure it, you can’t manage it. The one practical commitment I’d like every leader to make is this: have an open discussion about your ambitions for the makeup of your workforce and the concrete steps you will take to meet them – and then transparently measure progress.
Change can take time, but we should never underestimate the cumulative impact of incremental improvements. A single promotion decision, a single stretch assignment, a single voice invited into the room may look small on its own. But over months and years, those small “gives” stack up. They change careers, they shift cultures, and they quietly move the dial for all of us.
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