Beyond the Ceiling

As the CEO of ARC Management Consulting and Chair of the London Chamber’s Women in Business Advisory Board, Abby Ghafoor has a unique vantage point on the state of women in business across the UK. Her perspective blends hands-on consulting experience with a deep understanding of structural barriers that continue to impede female entrepreneurs and leaders. In conversation with Entrepreneur UK, Ghafoor was frank, optimistic, and insightful about the current landscape – and the steps needed to accelerate change.

“Over the past decade, there has been meaningful progress for women in UK business, particularly visible in their representation at senior levels However, the progress is really uneven,” she explains. “It’s often concentrated in certain sectors and certain geographies.”  Despite the gains at senior levels, significant challenges remain beneath the surface, shaping who thrives and who struggles in the UK’s business landscape. “Many women are entering businesses as we speak, launching really exciting new ventures and stepping into leadership, but the system still isn’t designed with them in mind. What we’re seeing is not a lack of ambition – there is a tremendous amount of talent and capability among women, yet the structures in place to support them are still lagging behind.”

For Ghafoor, the issue is the barriers women face navigating existing business structures. When asked about these structural hurdles, she elaborated: “It’s about seamlessly engaging with male counterparts – both giving and receiving mentorship – and collaborating across teams. Too often, everyone works in silos, whether men or women, but real learning happens when they work together.” This insight underscores a recurring theme in her work: collaboration across gender lines is not just beneficial but necessary. The isolation of women in business networks, she argues, limits exposure, mentorship, and ultimately opportunities for advancement.

Ghafoor is also critical of the often superficial approaches to gender equity that she encounters in consulting. “I’ve heard a lot of the usual talk about tick-box exercises, but I want to encourage people to move beyond them and take real action. Change has to start from policy; it has to begin at the root, rather than simply doing something because it’s expected, without understanding why it needs to be done in the first place.” She stresses that meaningful change requires understanding the rationale behind gender equity initiatives.  Ghafoor ‘s approach is firmly rooted in the belief that policy alone, without purpose or accountability, risks becoming performative.

Her perspective on London’s business ecosystem is similarly nuanced. While acknowledging the city’s global reputation for diversity, she cautions against assuming inclusivity is universal. “London positions itself as one of the most inclusive business hubs in the world, and in many ways it is: the diversity of talent and the sheer number of opportunities are among its greatest strengths. Yet in practice, inclusion can be superficial. Opportunities are not evenly or equally distributed, and significant gaps remain in visibility, funding, sponsorship, and mentorship across the city.”

These gaps are particularly pronounced for women from ethnic minority backgrounds. Ghafoor notes a lack of financial education and mentorship in some communities, creating a disconnect between perceived opportunity and actual access. “For many women, particularly those from ethnic minority backgrounds, there is a lack of financial education within their communities. While there are hubs in London that focus on support, a disconnect remains between the perception of opportunity and the reality of access. London is diverse and full of possibilities – but you really need to dig beneath the surface to see them.”

She contrasts London with other UK regions, highlighting the uneven rollout of inclusivity initiatives: “I think London does it better, and rolling out certain initiatives across the UK would be beneficial. But geographically, some parts of the country face challenges that London simply doesn’t. Take Manchester, for example – a heavily industrial city where the need for women in leadership, particularly in STEM sectors, is acute. Initiatives should certainly be rolled out, but they cannot follow a one-size-fits-all template.”

On the question of whether firms invest strategically in gender equity, Ghafoor’s is candid: “It’s a mix, but too many organisations remain stuck in a compliance mindset, doing what’s required rather than what’s effective. True strategic investment links gender equality to commercial outcomes – fostering growth, driving innovation, retaining talent, and holding leadership accountable for results.” Ghafoor emphasises accountability as central to meaningful change. She shares a practical example without naming the company: “They’re holding the senior leadership team accountable for every woman who leaves the leadership team. It’s a significant step, and it’s encouraging to see it happening. Examples like this need to be highlighted – it’s genuinely optimistic and shows that change is beginning to take root.”

Networks and platforms that tangibly support women are also critical in her view. “The Women in Business initiative at the LCCI focuses on addressing gaps in the market by bringing the right teams together – including men on the advisory board, which I think is crucial. While there are women on boards and CICs tackling policy, for me it’s about moving beyond talk and putting tangible policies in place. Accountability, like the example I mentioned earlier, is exactly what we need to see. Real change comes when everyone is on board in practice, not just in principle. That’s why it’s genuinely optimistic to see some companies actually doing it.”

Ghafoor’s observations on the pipeline of women in business are sobering: “The pipeline doesn’t fail in just one area – it leaks at multiple stages. The most critical drop-off tends to occur at key transition points, such as moving from mid-level roles to senior leadership, or when businesses are on the cusp of scaling. It’s at these mid-tier moments that many women fall away.” She highlights that the challenge is not in entry but progression and scale: “Starting is not a problem. The issue isn’t the entry. It’s progression and scale. So without the right support, many simply plateau or opt out.” The structural solutions she advocates are clear: intentionality, access to capital, transparent decision-making, inclusive leadership pathways, and accountability at board level. “We need a more intentional approach, driven by the right motivations rather than simply ‘because we have to.’ Women require greater access to capital, networks, and leadership opportunities, which means rethinking how funding is distributed and increasing transparency in decision-making. More inclusive pathways to leadership must be created, alongside stronger accountability at board level, with clear metrics tied to progression. Importantly, we need to normalise that women should not have to choose between success and sustainability. With the right structural changes, the impact will be significant – not just for women, but for the UK economy as a whole. It’s a genuine win-win situation.”

Finally, Ghafoor’s advice to female entrepreneurs is rooted in capability and confidence: “Go out into whichever sector you choose and make sure you connect with a strong network. Engage with sector-specific communities, position yourself as a leader in your industry, and be recognised for your expertise – not because you’re a woman, but because of the knowledge and skill you bring to the table.”

For Ghafoor, leadership and success are not defined by identity alone, but by talent, vision, and strategic thinking. Her optimism is tempered with realism, but she remains clear: inclusion and equity are not just moral imperatives – they are economic imperatives for the UK.

“We need to start thinking about the bigger picture, rather than focusing narrowly on identity. Yes, there are many women launching businesses – and that’s fantastic. But recognition should come for talent, not simply for being female, a mother, a daughter, Muslim, or Asian. I happen to be all of those things, but they are incidental; what matters is my skill and contribution. Ultimately, my goal for this committee is that it becomes unnecessary in around 20 years – that we’ve done our job when it no longer needs to exist.”

Ghafoor’s words are a call to action: the road to equality is far from over, but the path is clear. With intentional policy, practical accountability, and a focus on talent above all else, the UK’s business landscape can unlock the full potential of its women leaders – not only advancing equity, but driving the growth of the economy itself.