Francesca Mendola is vice president of Global Travel Collection UK whose brands include Protravel International, Tzell Travel Group and Colletts Travel

Reflecting on my journey navigating senior leadership as a young woman, I've garnered valuable insights, faced challenges, and embraced opportunities that have shaped my perspective. My experiences have fuelled my advocacy for strategies to enhance female representation in the travel industry, drawing from the lessons learned along the way.

First and foremost, mentorship has been a game-changer in my career. While not as prevalent in the UK as it is in the US, seeking guidance from influential figures within my organisation has been instrumental in my professional growth. Traditionally, women have leaned towards mentorship from female executives, but there's notable progress with male allyship programmes emerging in the travel industry.

In my own experience, I felt compelled to reach out to a senior female leader who was overseeing different business units. She gave me mentorship from a very neutral standpoint as she was not stuck in the day-to-day work I was doing. I began to build a circle of mentors who would be able to provide me with different perspectives and advice.

Women feeling comfortable and confident to approach men in the workplace, and not being afraid to do so, is something that companies should work to encourage and embrace. Having both male and female mentors who offered valuable advice, shared their experiences, and opened doors for me underscored the critical role senior leaders play in actively nurturing talent within their organisations.

Networking is a powerful tool for professional development. Creating platforms for women to connect, share experiences, and learn from one another cultivates a robust and supportive community. Industry events, conferences, and forums that specifically address gender diversity in leadership can serve as catalysts for meaningful dialogue and collaboration.

The travel industry has historically grappled with gender imbalances at the executive level. To address this, businesses must institute policies promoting gender diversity, eliminate biases, and create an environment where women can thrive. This includes fair promotion processes, family-friendly policies, and initiatives to close the gender pay gap. A culture of flexibility and work-life balance is integral to empowering women in leadership roles and retaining this talent.

Self-advocacy has also been a significant part of my journey. Showing interest in the wider business and demonstrating a continuous learning appetite has been crucial. During the pandemic, I took the initiative to put together a recovery plan, showcasing my vision for the company. This proactive approach positively shaped how I was viewed within the business and showed my confidence and ambition. I have since shared this with junior team members, instilling confidence in identifying opportunities and demonstrating resourcefulness.

Education and advocacy play pivotal roles in effecting change. Leaders must raise awareness about the unique challenges women face in the workplace and work to dismantle systemic barriers. Establishing mentorship programmes, participating in industry forums, and engaging with educational institutions contributes significantly to fostering a more inclusive talent pipeline.

Last year, winning a significant business travel award boosted my confidence and opened up more opportunities, including participation in advisory boards and award-judging panels. Bringing this positive milestone back to the business, I've encouraged others to seek industry-wide recognition, considering it a major part of my role.

Women are often more reluctant to share their successes but I¡¯m proud of what I have achieved and I believe it is incredibly important and valuable to give back to the industry by using my voice as a female senior leader.

Since being promoted, I have received messages from others who have felt inspired and motivated to go forth and push for their own career progression. This is a driving force for me to share more about my journey, which may help to encourage those looking to grow from their current roles or enter the travel industry.

Striving for female representation in the travel industry is not just a matter of ethics but also a strategic must. Diversity in leadership brings a multitude of perspectives, ideas and approaches that are essential for innovation and sustained success. Despite progress, many businesses fall short of implementing effective leadership development programmes for female talent. Women in leadership positions can act as role models for more junior female members of organisations.

I believe businesses must prioritise creating an environment that champions diversity of thought, experience and background. This will ensure more diverse voices are heard and valued, encourage women to seek mentorship and male allyship, and provide training opportunities to help them advance in their careers.

As a young female leader, I am optimistic about the positive changes taking place in our industry and committed to playing my part in paving the way for a more equitable and diverse future. I feel driven to advocate for a more inclusive future in the travel industry, where there is more opportunity to create a space for female leadership.

Investing in the professional growth of female employees benefits both individuals and the industry as a whole. By providing guidance, support and opportunities for skills enhancement, we empower women to confidently ascend the leadership ladder.

Together, we can shape tomorrow's leadership landscape in the travel industry ¨C one that truly reflects the richness of talent among all its stakeholders.