The Hidden Journey of Female Talent - Future Business Solution

By Kevin Haslam, Chief Growth Officer, FBS-MENA

For more than two decades, I have worked with professionals across the GCC, Europe, and Asia. One theme that continues to inspire me is the rising strength, ambition, and resilience of female talent in our region.

The journey has not been easy (nor is it complete), but the progress is undeniable. Women’s workforce participation has steadily increased across global markets, supported by improved access to education, evolving organisational cultures, and policy-driven reforms. In the GCC, this transformation is even more pronounced.

Recent data highlights that female participation in Saudi Arabia’s labour market has more than doubled in the past decade, driven strongly by Vision 2030 reforms. We now see women leading in finance, higher education, aviation, entrepreneurship, and government roles.

This shift mirrors findings in regional studies showing that women’s professional ambitions are rising in line with greater opportunities and more progressive organisational cultures.

Across FBS programmes, we also see more women entering CIPD, CMI, and CIPS qualifications to strengthen their leadership capability. This reflects the wider trend of women investing heavily in professional growth, a key characteristic of the region’s emerging female talent pipeline.

Barriers For Women In The GCC Workplace

Despite this progress, visible and hidden challenges remain. Women often experience barriers such as limited access to senior networks, bias in hiring or promotion processes, and challenges balancing professional and personal expectations.

Unconscious bias still influences decision-making in some organisations, and cultural expectations can place additional pressure on women to prove their capability. These challenges do not reflect a lack of talent; rather, they reflect structural and cultural elements that require continued attention.

How Leaders Can Empower and Retain Female Professionals

Leaders play a decisive role in shaping equitable and inclusive workplaces. Evidence suggests that when leaders provide sponsorship, flexible work options, and transparent development pathways, women progress more quickly and remain engaged.

Key behaviours that make a difference include:
• creating psychologically safe environments where all voices are respected
• offering high-quality mentorship and active sponsorship
• ensuring fair and consistent performance and promotion systems
• promoting work/life balance through clear expectations and supportive policies.

These behaviours don’t only empower women; they also strengthen culture, performance, and retention.

Advice for Young Female Professionals

To young women who are starting their careers in the GCC, this is an excellent time to grow, learn, and lead. The region is creating more pathways for female leadership than ever before.

Based on years of experience supporting female professionals across multiple sectors, my guidance is:
• believe in your capability even when you feel uncertain
• continue building your skills through professional qualifications
• develop strong networks, relationships influence opportunities in the GCC
• seek mentors who support your aspirations
• protect your wellbeing to sustain long-term career growth.

Ambition, resilience, and continuous learning remain powerful drivers for women entering today’s workforce.

Organisational Benefits of Nurturing Female Talent

The business case for gender diversity is well-established. Companies with gender-balanced leadership often outperform their peers, showing higher levels of innovation, stronger decision-making, and improved organisational reputation.

In the GCC, these benefits are increasingly recognised by boards, investors, and regulators. Organisations that invest in female talent build stronger cultures, attract high-quality candidates, and enhance customer trust, particularly in sectors where the female consumer voice is growing rapidly.

How We Approach Female Learners at FBS

At FBS, we do not differentiate learning based on gender. We provide consistent, high-quality support to every learner – male or female.

However, we are mindful of cultural expectations and ensure that all learners feel respected, safe, and able to contribute confidently. We offer flexible learning options, supportive environments for discussion, and facilitation that ensures all voices are valued.

Our commitment is simple: equal opportunity, personalised support, and excellence in every learning experience.

The journey of female talent in the GCC is one of determination, progress, and rising leadership. While challenges still exist, the momentum is strong, and the opportunities for women across Saudi Arabia, the UAE, Qatar, Oman, and beyond have never been more promising.

For organisations, supporting female talent is not only a moral responsibility, but also a strategic advantage. For leaders, it is a chance to drive meaningful change. And for women entering or advancing in the workforce, this is a moment of possibility, growth, and exciting potential.