Meet EY's executive women

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EY has many impressive women working at its senior levels

EY has many impressive women working at its senior levels

EY's Global Executive is their most senior management body and focuses on strategy, execution and operations. EY's executive membership brings together all the elements of their global organization, including the leaders of their geographic Areas and service lines.

The EY Global Executive includes a number of very talented women like:

Kelly Grier in her new role leads the EY US firm and EY Americas geographic area representing more than US$14.5b in combined revenues and more than 71,500 people in member firms in 31 countries. 

Further women at senior levels include:

"Women will not thrive if organisations pretend they are men."

What enables women to succeed?

EY believes that women often need different types of motivators and conditions to succeed and thrive in a corporate environment:

  • encouragement and sponsorship
  • meaning
  • balance

So EY constantly asks some hard questions

EY contiuously reviews how it makes hiring decisions via questins like:

  • Are we overlooking promising candidates - both male and female - due to out-dated systems for identifying talent?
  • Are we questioning enough how we define talent and what it looks like beyond their traditional paradigms of leadership?
  • Is self-promotion even a quality theye want in their leaders?
  • What role can successful women and men play in acting as the catalysts for women to consider all opportunities available to them?
  • Who are we believing in?
  • Why aren’t successful women sharing their insights with decision makers about what needs to be done to drive gender equity in the workplace?

Female appointments create role models, sustaining the momentum

To harness the productivity and innovation women are pouring into industry - to inspire and retain talented women - questoins must be asked of organisations.

  • What are the organisational values?
  • How are they articulated and communicated?
  • How are they put into practice?
  • Can organisations embed these values and principles so that they become a part of the culture and the DNA of an organisation?
  • Can EY define roles not only in terms of output but also in terms of its value to the organisation?
  • What can EY learn from others and from across the world in terms of female engagement and development?

EY challenges assumptions about people who take career breaks, or move to part-time work - for whatever reason.

  • Do their careers really need to stall?
  • Do people feel they no longer add as much value as their full time colleagues?
  • Are outside achievements respected and valued as part of  personal development - whether through having a baby or climbing a mountain?

Learn more about EY's focus on women in leadership.


Find out more

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