As anyone who has been on this journey knows, it takes years of hard work, preparation and experience to hone leadership skills and develop a keen sense of strategy – skills essential for effectively and decisively leading an organization (and for surviving days filled with back-to-back meetings).

When I took over as CEO of tele-mental-health provider HealthBright just six months ago, I had only been part of the organization for a year. But my journey to this role has been over 15 years in the making – very akin to those ‘overnight successes’ you hear about that actually took decades of hard work.

Choosing a career direction

I began my career in the Pathology Unit at Royal Hobart Hospital, an entry point that exposed me to the complexities of the healthcare sector. Over the years, I transitioned into leadership roles, including General Manager at GP2U, a career highlight where I played a key role in turning around a telehealth startup, making it profitable and paving the way for its acquisition by a British company.

This led me to HealthBright, which provides digital mental healthcare to Australians through the platforms HealthBright, someone.health, Call to Mind and Online Psychologists Australia. Initially I was in the role of General Manager before stepping into the CEO position.

When I was first appointed as CEO, the responsibility that comes with the position was not lost on me, especially as my appointment came at a pivotal time of growth and change. However, the excitement to drive change and the adrenaline of changing gears in the business took over.

I had, and still have, a clear direction for the organization and being able to share that vision while building teams to bring it to life is one of the most rewarding parts of leadership.

Of course, the real test of leadership doesn’t come in the first few months – it comes as time goes on and your actions start to speak louder than words. With only six months under my belt, I know I still have plenty to learn and so much more to give, but I’m excited to keep growing in this role. I also hope to be a role model for other women in my industry who are looking to step into leadership positions.

Lessons for women

For women, the path to leadership is often more challenging, with barriers along the way. Unfortunately, women continue to be underrepresented in key decision-making roles across nearly every industry in the Australian workforce, with more than 70 percent of executive leadership roles still being held by men.

In fact, only one-in-eight CEO appointments at companies listed on the Australian Securities Exchange last year were women, a decline from one-in-four in 2023. Clearly, there’s work to be done to address the ongoing barriers preventing women from reaching executive leadership.

The transition to leadership is rarely smooth and along the way, I’ve learned valuable lessons that I hope will empower other women.

Own your expertise – There can often be a pressure for women to underestimate their capabilities or feel the need to tick every single box before applying for leadership roles, while men may apply if they meet just a few criteria (and wing the rest). However, having confidence in your knowledge and skills is crucial as you progress through your career. Trust in your experience and abilities because chances are, others already do.

Find your mentors – Seek guidance from leaders who inspire you and find mentors who believe in your potential and will champion your growth. Cultivating a strong supportive environment for my team, where both women and men in leadership roles feel empowered to thrive, remains a priority as I continue to grow the organization.

Advocate for change and advocate for yourself – Women in leadership positions possess the ability to lift others as they climb. Whether through mentorship, policy changes or corporate culture shifts, making workplaces more inclusive benefits everyone. And while you’re at it, don’t forget to advocate for yourself – understanding your worth is critical in closing the leadership gap.

Breaking barriers and leading boldly

The current statistics for women in leadership can be discouraging, but they’re not set in stone. When we push for change, build stronger networks and challenge the status quo, more women will step into leadership roles across industries.

My own journey to CEO has been shaped by experience, great mentors and a lot of perseverance – things I hope more women lean into as they build their own careers.

For me, the biggest shift has been in my sense of leadership. Stepping into this role has reinforced my confidence – not just in my decision-making, but also in how I communicate and lead. That confidence has been a game-changer in driving the organization forward.

As I continue leading HealthBright, my focus remains on driving innovation in the mental healthcare industry, while ensuring that future female leaders are equipped with the tools and opportunities they need to succeed. Because if there’s one thing I know for sure, it’s that the future of leadership is looking a lot more diverse – and that’s something to be excited about.

Opinions expressed by The CEO Magazine contributors are their own.