Empowering Women in GBS: 5 Strategies for Leadership & Career Growth

This October, the 19th Shared Services & Outsourcing Week (SSOW) Autumn took place in Amsterdam. For three days, the city offered more than just stroopwafels, as it buzzed with bright ideas and forward-thinking discussions. 

One powerful session brought together female leaders to discuss strategies for advancing women in GBS. As GBS evolves amid digital transformation and increasing complexity, the need for adaptable, purpose-driven leaders has never been greater. Yet, leadership pathways remain challenging due to gender equity gaps, unconscious bias, and self-limiting beliefs. 

As such, the panel, moderated by Nadia Hutchinson, Global Director of HR Services and Operations at Cabot Corporation, focused on breaking down barriers, fostering inclusive leadership, and career navigation. The session included insights from:

1. Carol Roncagliolo, Head of Global Shared Services, Barnes Group
2. Gabriela Stanakova, Sr Director, GBS Global Source-To-Pay Operations, Kimberly-Clark
3. Malgorzata Figaszewska, Director Finance and Transformation, Franklin Templeton
4. Yanina Ruskova, GBS Head of Strategy, Process and Reporting, IDEXX
5. Victoria Slowikowska, Partner, KPMG UK

Here are the panel’s top strategies for navigating GBS leadership: 

1. Build your personal brand

Panelists emphasized that building an authentic leadership presence is key. Authenticity is a leadership superpower. 

Creating a strong personal brand is more than just visibility; it’s about shaping the leadership example you want others to follow. In GBS, leaders are constantly observed by teams, so the way you show up matters. Authenticity is your greatest asset; when you lead with integrity and clarity, you inspire trust and confidence.

“Always think about your presence and how you are leading by example. Leading by example is super important because everybody's watching and observing. Your kids, your family, your people, your leads, everybody.” - Gabriela Stanakova

To do so, GBS leaders must recognize themselves as brands that require active management. This involves being clear about your goals, having cheerleaders to support you, and building a network that helps amplify your authentic leadership style.

“You're a brand, you need to learn to sell it, and you need to be clear on what you're looking to achieve and how you're doing it. Having those people around the sides who will help uplift you when you're down.” - Victoria Sovakoska

2. Prioritize action over perfection

Panelists discussed how success doesn’t come from flawless preparation, because perfectionism is often fear disguised as professionalism. Waiting until you feel completely ready can hold you back. True confidence is built through action, even in moments of uncertainty. Taking charge despite imperfection creates clarity and resilience.

“For many years, I thought that you have to be ready and you have to be flawless to be successful. But then I learned that this is fear dressed in expensive feet. Clarity and confidence come with action, not over-delivering.” - Malgorzata Figaszewska

Overcoming this fear and imposter syndrome can be difficult, but it is important for effective leadership. Imposter syndrome can affect anyone regardless of gender. When leaders lose confidence and become vulnerable in high-stakes situations, it's their performance that the room responds to, not their identity.

“There I was standing, and I lost it. I became vulnerable. And I think the room recognized that. And that wasn't because I was a woman. It was because of my performance and because I wasn't holding that powerful mirror of myself that others would follow.”  - Yanina Ruskova

3. Wellness starts at the top

The panel also recommended ways to manage stress in high-pressure roles, as effective leadership also prioritizes team well-being. For example, maintaining physical health is a key factor, such as through exercise. This, combined with proper sleep, forms the foundation for managing the complex pressures of leadership roles.

“When you are exercising, you are training your body with physical stress, which is not as harmful as mental stress, and this helps you manage mental stress better. Sleep is the first thing you need to do to be at your best.” - Gabriela Stanakova

Beyond this, when leaders prioritize wellness and create safe spaces for vulnerability, team members can support by stepping in for others during challenging times, building stronger team cohesion overall.

“Creating that full collaboration within the team where one another can support, you know, in terms of leaning into other work if needed, and really supporting that. And that not only helps the well-being of an individual, but also the team's well-being.” - Carol Roncagliolo

4. Strategic networking for career advancement

Effective networking requires different types of relationships serving distinct purposes: cheerleaders for emotional support, mentors for honest feedback and guidance, and sponsors who provide resources and opportunities for advancement.

“A group of cheerleaders is always needed. You've then got your mentors who will try and keep you honest, question what you're doing. And then finally, your sponsors, those who really strive to ensure that you can achieve what you're looking to do.” - Victoria Sovakoska

Beyond these roles, the most impactful networks create a safe space where vulnerability is welcomed. This means having the freedom to share successes and setbacks, learn from failures quickly, and rebuild with confidence. Such environments empower leaders to be aspirational, take risks, and drive innovation, ultimately enabling the big career moves that shape long-term success.

“That network needs to feel safe. You need to be able to express when you're happy, express when you're sad, be able to fail and fail fast, and be able to then build yourself back up from that. To be aspirational and to be able to really innovate and move forward and make those big impacts.” - Victoria Sovakoska

5. Mentorship, coaching, and sponsorship

Effective mentoring requires the ability to flex between different roles - mentor, coach, and sponsor - depending on what the conversation and individual needs require. This adaptability is not gender-specific, recognizing that everyone wants to be heard and have the freedom to make their own decisions.

“I think I've been acting like a mentor, then I moved to coach, and then became, in the end, a sponsor as well. So, I think to be able to flex the style depending on the situation, sensing is that something that I need to share an example or offer options to choose from.” - Gabriela Stanakova

Empowering women in GBS is about establishing resilient, innovative leadership for the future. From embracing authenticity to prioritizing wellness, these strategies create pathways for women to thrive and lead with impact. As GBS continues to evolve, organizations that champion inclusive leadership will be better equipped to navigate complexity and drive transformation.

For more on navigating female GBS leadership, stay tuned for our 2026 column: Women Who Lead – The Women Shaping the Future of GBS. This series will spotlight trailblazing leaders and explore how women are redefining leadership in a rapidly changing business landscape. Don’t miss the stories that inspire the next generation of GBS leadership.

Want to learn more? SSOW Europe returns to Lisbon in 2026!

Join shared services leaders at the 26th annual SSOW Europe 2026 in Estoril, Portugal! This year, we challenge the GBS model from the outside-in; redefining what tomorrow’s service models must deliver. Prepare to benchmark, innovate and build truly future-proof GBS!

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