Independent director and governance consultant works in several structures: the European Energy Efficiency Fund, Eurizon Alternative Sicav, DMAdvisory and companies in the Igneo Infrastructures Partners group.
Paperjam: What are the main challenges you have faced as a female independent director?
Daniela Matiz: Honestly, I’ve been rather “lucky” in my career path: I haven’t had to face any insurmountable challenges as a result of being a woman. My previous roles as head of internal audit within international structures have always led me to interact with boards of directors from all over the world. The transition to the role of director was therefore a natural one, and my skills have always been recognised and respected.
The most significant challenge, in my view, remains the under-representation of women on boards today, which can sometimes lead to a feeling of isolation.
How do you deal with any resistance or scepticism towards you?
Sometimes, you can feel increased pressure to prove your skills or a certain amount of mistrust from men, but I keep my focus on the objectives to be achieved, as well as the added value I can bring through my skills.
Do you think gender equality is progressing on boards of directors?
I think that developments are moving in the direction of equality, but progress is slow and requires external interventions (legal, regulatory, investors, etc) in addition to proactive internal approaches.
What do you think about quotas for women on boards?
They are unfortunately necessary to achieve a better male-female balance, but can sometimes be counterproductive when this happens at the expense of skills.
As a female director, do you feel a particular responsibility to champion issues of parity and inclusion?
Yes of course, both on boards (having these issues on the agenda, supporting initiatives...) and outside boards by being part of associations dedicated to women leaders or mentoring.
In your opinion, how does diversity influence the performance of a board of directors?
Diversity plays a crucial role and is not just limited to gender diversity. It transforms the board of directors into a more dynamic, responsive and effective entity. Diversity can become a real strategic asset by strengthening governance (improved decision-making, innovation, transparency...) and the company’s overall performance (financial performance, risk management, improved reputation...).
What solutions or policies do you think could encourage better parity?
Concrete policies and tailored solutions: quotas, inclusive recruitment policies, mentoring and leadership programmes, flexible working policies, combating bias, encouraging male engagement, as well as sanctions for non-compliance.
What advice would you give to a woman who is hesitating to take the plunge?
You have to believe in your skills and experience, not underestimate yourself, keep training, join dedicated networks, network, mentor, start small and gain experience, speak up with confidence, accept challenges as opportunities for growth, show resilience and perseverance, and bring new perspectives.
I would advise against comparing yourself to others, striving for perfectionism, wanting to do everything on your own and waiting for “permission.”
Finally, do you have an anecdote or defining moment in your journey that illustrates the reality of being a woman in this role?
Sometimes there can be a doubt: did we get the position of director “just” because we're a woman and quotas had to be met, or because our skills really came to the fore? You’re often the only woman in the room, which is why it’s important to build solid relationships within the board to amplify your voice and impact.
This article was originally published in .