With International Women’s Day approaching — and recognizing that a single day is never enough to celebrate the contributions of women — we are dedicating the entire month of March to spotlighting voices from across the industry as part of our IWD Voices series. Leaders will share their journeys, experiences, insights, and the lessons that have shaped them.
First up this year, we speak with Suzie Shaw, APAC CEO at We Are Social.
In our conversation, Shaw reflects on what this year’s theme “Rights. Justice. Action. For ALL Women and Girls.” means to her, how her understanding of fairness has evolved with seniority, and where progress for women at work still requires action.
She also discusses the responsibility of leaders to create equitable systems, the importance of a global perspective, and the ambition she hopes the next generation won’t have to temper.
The theme for International Women’s Day 2026 is “Rights. Justice. Action. For ALL Women and Girls.” What does this mean to you professionally and personally?
Professionally and personally, this theme feels like both a celebration and a responsibility.
I feel deeply privileged to work and live in a context where I benefit from decades of progress toward gender equity. I’ve had access to opportunity, leadership pathways, and a voice at the table in ways that many women globally – and historically – have not. That privilege isn’t accidental; it’s the result of sustained advocacy, policy change, and courageous action by women who came before us.
But the word that stands out to me in this year’s theme is “ALL.”
Equality is not universal. The rights and freedoms many of us experience remain unevenly distributed – across geographies, cultures, industries, and even within our own communities. Gains can stall. Rights can regress. Justice is never permanently secured.
Equality is not universal. The rights and freedoms many of us experience remain unevenly distributed – across geographies, cultures, industries, and even within our own communities.
For me, “Rights. Justice. Action.” is a reminder that progress is not self-sustaining. We have to actively protect it, extend it, and translate it into tangible opportunities for the women and girls who are still excluded. That means holding the line on the advances we’ve made and pushing further, especially where systems still create structural barriers.
It’s both a call to gratitude and a call to responsibility.
What first drew you to your industry, and was there a defining moment that set your career in motion? Was there a role model who influenced you early on?
Speaking broadly, I was drawn to a career that offered commercial creativity.
In my early twenties, I moved to London and was fortunate to enter the industry through the graduate recruitment scheme at TBWA\LONDON. That experience was catalytic. The exposure and training were genuinely world-class, and it set the standard for what great looks like in our industry.
There wasn’t one singular defining moment or one towering role model. Instead, it was a series of exceptional managers and leaders who influenced me in small but formative ways. Much of my early development happened through observation and osmosis – overhearing how a senior leader handled a difficult client call, watching how someone framed a strategic argument in a meeting, or even just writing up notes and noticing what mattered.
My career wasn’t launched by one dramatic event. It was built through proximity to excellence, and through paying attention.
Those micro-moments shaped my instincts, my standards, and my understanding of how to operate in high-performance environments.
One thing I reflect on now is how much learning used to happen simply by being physically present. Work has become far more distributed and flexible — which brings enormous benefits – but I do sometimes worry that younger talent may be missing some of that ambient learning. Reading the room, understanding nuance, absorbing the unspoken dynamics of leadership; those skills were often developed indirectly.
For me, my career wasn’t launched by one dramatic event. It was built through proximity to excellence, and through paying attention.
How has your understanding of fairness changed as you’ve gained experience and seniority?
Early in my career, fairness felt quite personal, about opportunity, recognition, and ensuring voices were heard. As I’ve gained seniority, my understanding has become more systemic.
Organisations should not be built around individual heroics; they should be designed around equity, clarity, and sustainability.
I’ve come to realise that no one, including myself, is indispensable. Organisations should not be built around individual heroics; they should be designed around equity, clarity, and sustainability. When systems rely too heavily on one person, fairness inevitably erodes – for teams, for succession, and often for the individual themselves.
Ultimately, seniority has shifted my focus from “Am I being treated fairly?” to “Are the systems I’m shaping fair for others?” And that responsibility carries real weight.
As conversations around women and work have evolved, what do you think has genuinely improved—and where do you think more attention and action are still needed?
Honestly, I think everything has improved, but progress is not necessarily permanent. Rights can stall or regress. We have to hold the line.
Where more action is needed is globally. The experience of women in developed economies is not the reality for many women in developing regions, where access to education, economic participation and legal protection remains limited.
If we truly mean “for ALL women and girls,” the standard can’t be local progress – it has to be global equity.
Is there a project or initiative you’ve worked on related to women’s empowerment that you’re particularly proud of? What made it meaningful to you?
I co-founded SWIMM (Senior Women in Media and Marketing), a networking and mentoring organisation, designed to facilitate senior industry connection and support. I’ve always viewed community as a force multiplier; by creating a forum for meaningful connection, we built enduring profiles and relationships for the participants.
What responsibility do senior leaders have in shaping more equitable workplaces, beyond statements or policies?
Equity isn’t a program you ‘install’, it’s a standard you live by. We have to be honest about the ‘unwritten rules’ that still hold people back. It’s our responsibility to move beyond making statements and start removing the actual obstacles. True success for me is a workplace where everyone feels supported to be ambitious, and where the path to the top is wide open for everyone who really wants to walk it.
Equity isn’t a program you ‘install’, it’s a standard you live by. We have to be honest about the ‘unwritten rules’ that still hold people back. It’s our responsibility to move beyond making statements and start removing the actual obstacles.
What is one change you would like to see in workplaces for the next generation of women?
We’ve made real strides in gender equity, and that’s worth celebrating. But my focus now is on the next generation, ensuring they’re motivated, not complacent. I want to see the “ambition gap” permanently closed.
Building a career will always require grit and resilience, but the next generation of women shouldn’t have to expend that energy just fighting for a level playing field. I want a workplace where their ambition meets structural parity, where career progress is determined by talent and contribution, not gender or life stage. My goal is that when they bring determination to the table, the seat they sit in is already set for their success.
Quick Hits:
A trend you are excited about, or not excited about:
I’m watching the ‘post-aspiration’ trend closely. The old model of marketing an ‘unattainable’ lifestyle is breaking down because it’s fundamentally unsatisfying. People are pivoting toward grounded, human experiences. I’m excited by this because it changes the game for growth; it’s no longer about who has the loudest or shiniest message, but who can create the most authentic connection with their community.
A creative campaign or representation of women that inspired you or made you feel seen
The campaign that immediately comes to mind is always ‘Like A Girl.’
Growing up as the only girl among four bullying brothers, that resonated with my inner child — it felt like the rallying cry. I would have loved to feel seen and empowered when I was coming of age and navigating experiences like puberty.
A piece of advice that stayed with you longer than expected:
I once complained to a boss about her ‘treading on my toes,’ and she simply said: ‘When I see a void, I fill it.’ It was the best piece of advice I never asked for. It taught me that if you want to own your space, you have to actually occupy it.
Since then, I’ve operated with that same urgency. If I see a gap that’s putting the business at risk, I will fill it, unapologetically. But I also use it as a coaching moment; the goal isn’t to do someone else’s job, it’s to make sure they never leave that void open again.
