Female procurement leaders on building authentic careers in a traditionally male-dominated field

As procurement continues to evolve, being shaped by tech and AI, sustainability mandates, and geopolitical complexity, diverse leadership teams will be better equipped to navigate these challenges.

Women now make up nearly half of all graduates entering the field, bringing diverse perspectives and fresh approaches to how organisations manage their supply chains. Yet, when you look at Chief Procurement Officer roles globally, with representation thinning notably at senior leadership levels, the picture shifts – only 25-30% of these positions are held by women. 

Fortunately, there's good news. More women are breaking through, and they're bringing valuable insights about what it takes to build authentic, successful careers in procurement leadership.

Along with my own lessons, I asked other female procurement leaders across Proxima's Asia-Pacific region what they've learnt along the way. Our advice applies to anyone navigating career progression in procurement, regardless of gender. 

Embody the leader you want to be, don't copy the leaders you see

Early in my career, I made a deliberate choice. Instead of mirroring the senior leaders around me, I reflected on the kind of leader I wanted to become and leaned into my own strengths – building meaningful relationships, staying curious, and learning selectively from leaders I admired. 

By focusing on authentic relationships and remaining open to feedback and growth, I found I was able to take on leadership responsibilities before formally holding the title. My advice is to take what resonates with you from others, but don't feel you have to become someone else to progress. 

Leadership is a practice, not a position. You don't need permission to lead.

Vice President Lara Mujico, who has led high-profile client cases across the UK, US, and now APAC, adds, "Just because it hasn't been done before doesn't mean it's impossible. Sometimes as women, we put boundaries or limits on ourselves that don't have to exist."

Lean into your strengths, whatever they are

The procurement profession has traditionally rewarded certain traits such as being the loudest voice in the room, closing the biggest deals, or being physically present for client work, regardless of timezone or family commitments. But the reality is that procurement outcomes improve when you bring diverse approaches to the table. 

Some people excel at measured, evidence-based decision-making, others are natural relationship-builders who can navigate complex stakeholder dynamics. For Kate Cowdroy-Ling, heading up Operational Excellence for the APAC region, "being a woman building a career in procurement has taught me that strength, strategy, and authenticity are powerful forces," she says.

Some of this is sits in reframing what leadership looks like. For example, relationship-building is a strategic tool, not something to downplay, and good collaboration leads to effective influence.  

Katherine Eyles, Vice President at Proxima, emphasises this collaborative approach: "Results are a team effort," she said. "Success comes from building up those around you and empowering younger women to have a voice, often in a more male-dominated environment."

Making space for women's leadership

Beyond individual strengths and documented wins, systemic inclusion matters. 

The most valuable mentorship I've had is from those – men and women – who have championed my style and opened the door to rooms that they're already in. 

But as we progress through our careers, inclusion increasingly requires consideration of practical barriers that may disproportionately affect some groups, be it timing, format, caring responsibilities, travel expectations, and so on. 

Without that awareness, opportunities can unintentionally remain concentrated among those already well represented. True inclusion is therefore less about optics and more about intentional design. 

What needs to change

Looking ahead, achieving gender equity in procurement requires several shifts.

Firstly, visible role models at every level. As Lara notes, "When women see leaders who reflect their potential, they feel empowered to contribute, influence decisions, and drive meaningful impact across the function."

Kate seconds this: "Seeing, hearing, and believing is key. See the women, hear the voices of women, and believe you can have a place at the table too."

Next, normalising flexible working. "We need flexible working norms that enable both men and women to be present at home whilst still pursuing a career, equalising expectation and removing outdated gender stereotypes," says Katherine. 

And lastly, intentional initiatives. Proxima's GEN (Gender Equality Network) committee, gender decoding for job ads, implicit bias training, and allyship programmes create tangible change. "Even as someone new, it's clear these programmes are designed to make the organisation fairer, more supportive, and more equitable, and the very fact they exist sends a strong signal about the kind of workforce we're building," says Kate.

The future of procurement benefits from leaders who bring different perspectives, problem-solving approaches, and definitions of what effective leadership looks like.