By Business & Finance 
To mark International Women’s Day 2026, senior executive women share their thoughts on the Give to Gain principle. Michelle Earp is the VP Global Head of Marketing of AutoRek. She reflects on how investing in others through sponsorship and opportunity, and how advocacy strengthens both leadership pipelines and organisational success.
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?
Give to Gain reflects a leadership truth I’ve seen proven time and again: when you invest in others, you strengthen the organisation as a whole.
For me, it means creating the conditions for people to grow – clarity, trust, sponsorship, and stretch opportunities – and recognising that leadership is not about accumulation, but amplification. “Paying it forward” is not a charitable act; it is a strategic one. When leaders give their time, influence, and advocacy, they gain stronger teams, deeper loyalty, and more sustainable commercial outcomes. The real measure of leadership is not what you achieve personally, but how many others rise because you created space for them to do so.
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?
My career has been shaped by moments where the door was ajar, and I pushed it open. At StatPro, I was given the opportunity to step into the Head of Marketing role. I had the support of peers who believed I could lead, but I also had to advocate for the right remit, the right salary, and the authority to deliver. That experience taught me the importance of sponsorship, but also the reality that women often need to self-advocate more deliberately.
Later, during the acquisition by Confluence, I was invited into the Integration Management Office. It was a stretch role that expanded my commercial and organisational perspective and fundamentally shaped the leader I am today.
Those opportunities were pivotal because they combined trust from others with the courage to step into ambiguity. Today, I pay that forward by creating clarity and visibility for my team, ensuring they have access to high-impact work, and advocating for them in rooms they’re not yet in. I focus on building confidence, not just competence, and on giving people the sponsorship that accelerates careers – not just the mentorship that advises them.
Where do you believe organisations are still falling short in advancing women into senior decision-making roles, and what tangible actions would you prioritise?
Many organisations still rely on informal networks, subjective assessments of “readiness,” and legacy structures that unintentionally favour those who already hold power. Women are often evaluated on experience rather than potential, and are underrepresented in revenue-owning or strategy-defining roles that act as the pipeline to the C-suite.
Three actions make a meaningful difference:
- Transparent promotion criteria so progression is based on capability, not perception.
- Proactive sponsorship programmes, not just mentorship, to ensure women are advocated for in decision-making forums.
- Equitable access to high-impact roles, particularly those tied to commercial outcomes, transformation, or organisational strategy.
In today’s economic climate, how can businesses ensure that gender equality remains a strategic priority rather than a secondary consideration?
Gender equality remains a priority when it is treated as a commercial imperative, not a compliance exercise. Appoint the right person for the job based on capability and potential, not assumptions about availability, ambition, or “fit.”
When organisations recognise that diverse leadership teams make better decisions, drive stronger performance, and build more resilient cultures, equality becomes embedded in strategy rather than sidelined during economic pressure.
What is one practical commitment you believe every business leader should make in 2026 to truly embody the principle of Give to Gain?
Every leader should commit to sponsoring one emerging female leader. Not mentoring — sponsoring. That means using your influence to create opportunities, elevate their visibility, and accelerate their trajectory. It is a simple, tangible commitment that creates exponential impact: when leaders give in this way, organisations gain stronger pipelines, more diverse perspectives, and a more equitable future.
Read more on International Women’s Day:
“Women in the EU are more likely to have a degree” – Jane McDaid, Founder of THINKHOUSE
