UK urged to back women to close digital skills gap

New analysis from the City of London Corporation's Women Pivoting to Digital Taskforce has renewed attention on the UK's digital skills shortage and its impact on economic growth. Industry leaders are calling for structural changes in recruitment, progression and training to widen the talent pool.

The taskforce's data highlights a large number of unfilled digital roles and warns that, if current trends continue, the UK economy could miss out on more than GBP £10 billion in growth. Executives across fintech, cloud communications and data consulting say the shortfall is closely tied to how women enter and progress in technical careers.

They point to mid-career retention, inclusive leadership models and long-term skills development as areas needing immediate attention from employers and policymakers.

Skills gap

Digital vacancies across the UK remain persistently high as sectors from financial services to public administration increase investment in data, software and cloud infrastructure. Industry figures say demand for experienced talent exceeds supply in many specialisms, including data engineering, cybersecurity and software delivery.

Fintech entrepreneur Leo Labeis said the current approach leaves significant expertise untapped. "With thousands of digital roles going unfilled and the UK economy projected to miss out on more than £10 billion in growth under current trends, it's vital that the technology sector steps up efforts to support women to enter, remain and progress in the sector," said Labeis, CEO and founder of REGnosys.

REGnosys, a UK-based fintech, works with organisations including Wise and social enterprise Next Tech Girls on initiatives around digital skills, regulation and data standards. Labeis said employers should focus more on how experienced women are hired and developed, rather than relying only on entry-level pipelines.

Mid-career professionals are often expected to match narrow job specifications that prioritise traditional career paths and uninterrupted employment histories. Recruiters say this can exclude candidates who have moved between roles, taken career breaks or followed non-linear routes into technology.

Retention focus

Labeis said many gaps could be closed if companies changed how they assess experience and support internal mobility.

"Retention, progression and reskilling must be central to this effort, especially for mid-career women, who are often sidelined by rigid hiring practices and outdated definitions of experience. By removing these barriers, it allows employers to tap into a deeper pool of talent and fill digital vacancies more effectively," he said.

Industry data over the past decade shows women remain under-represented in senior technical and product roles, even in companies that have achieved near-parity at graduate level. Analysts and advocacy groups link this to rigid job criteria, limited access to stretch projects and a lack of visible women in technical leadership.

Executive leaders say re-entry routes, structured reskilling and internal apprenticeship-style programmes can retain experienced staff and reduce hiring costs over time. They also argue that flexible working patterns and performance evaluation are critical to sustaining careers through life events such as parental leave and caring responsibilities.

Leadership models

Debate over representation has also shifted to what forms of leadership are valued in technical organisations. Senior data and engineering leaders say women often face narrow expectations about how they should lead, which can limit progression into top roles.

Sangeetha Viswanathan, Director of Project Delivery and Operations at technology consultancy Onepoint Consulting, said sustained involvement in delivery work has been central to building credibility in technical environments.

"Technical leadership is grounded in judgement, consistency, and close involvement with delivery. Early in my career, I learned that credibility comes from understanding systems deeply and making decisions that stand up under pressure. Programmes like the Help to Grow: Management Course offered a chance to reflect on how decisions are made at scale, reinforcing that women do not need to follow a single model of leadership to succeed in science and technology. Representation matters because it demonstrates that multiple approaches to leading are valid, combining technical depth with operational strength," Viswanathan said.

Onepoint runs data and digital delivery teams across the UK and India. Viswanathan said the firm emphasises common standards and clear decision-making when running cross-border projects.

"Leading delivery teams across the UK and India has shown me that strong outcomes in data and digital work depend on clarity, trust, and shared standards. When teams understand why decisions are made and how their work fits into the wider system, geography becomes far less important than capability and collaboration. Structured thinking around accountability and long-term capability helps teams deliver effectively, regardless of location," she said.

Career pathways

Senior figures across the sector say women often feel pressure to move rapidly into management or change employers frequently to progress. Some argue that this focus on speed can undervalue technical depth and sustained operational experience.

Viswanathan said her route into senior leadership came through long-term involvement with complex projects and a focus on improving delivery practices.

"Progression does not always come from moving quickly; for me, it came from staying close to the work, improving how things were delivered, and taking responsibility when change was needed. Women in science and technology should feel confident pursuing technical depth or operational leadership-both are powerful paths into senior roles. Reflecting on your own approach, rather than chasing titles, builds credibility and fosters sustainable growth," she said.

The comments echo concerns raised in recent industry surveys, which show women are more likely than men to leave technology roles mid-career and less likely to report a clear path into executive-level technical positions.

Training and rigour

Firms are also revisiting how they use certifications, structured learning and apprenticeships. Viswanathan said formal pathways can improve quality in data-heavy projects and boost confidence for people moving into new specialisms.

"Strong technology organisations invest in people, processes, and rigour. Certifications, training, and apprenticeships are more than box-ticking exercises-they protect quality, build team confidence, and enable responsible innovation. Since completing the Help to Grow: Management Course, I have focused on modernising internal systems and strengthening training pathways. These steps ensure that data and digital solutions are delivered responsibly while supporting teams to perform at their best," she said.

Analysts say structured training also offers a practical route for professionals in non-technical roles to pivot into data, software and cloud jobs. This is seen as particularly important for women returning after career breaks or shifting from adjacent disciplines such as operations or compliance.

Peer support

Mentoring and peer networks have also been in focus around International Women's Day, as women in senior roles reflect on how informal support has influenced their careers.

Kate Godwin, VP of Sales at LoopUp, said her progression from Business Development Associate to Vice President has underlined the value of peer sponsorship.

"This International Women's Day, I'm reflecting on my career growth over more than 15 years, from Business Development Associate to Vice President, what I've learned along the way, and the impact of women supporting one another. One of the most rewarding aspects of my career has been sharing knowledge and mentoring women in SaaS sales. Their ambition, empathy, and energy made a real difference on every team I worked with. Supporting one another is what turns individual achievement into shared success," Godwin said.

Senior leaders say structured mentoring, sponsorship and alumni-style communities can give women greater visibility of opportunities and a clearer view of the skills required for senior posts.

Industry action

Labeis said the current moment will test how far companies are willing to adjust their structures to address the digital skills shortfall and gender imbalance in parallel.

"Deliberate, inclusive action across the industry is needed to drive change. Tech leaders have a responsibility to improve representation, extend pathways and create meaningful opportunities for women across the sector," he said.