With expertise in the fund industry and a comprehensive understanding of financial regulations, Sylvie Rodrigues brings a unique combination of strategic, operational and technical skills to the table. Her industry knowledge, combined with an operational project management background, allows her to deliver end-to-end solutions, facilitate change in complex environments and ensure full regulatory compliance. As an independent director, she is passionate about helping organisations navigate challenges, seize opportunities and achieve sustainable growth in the rapidly evolving financial landscape. Independent board director for more than 13 years, she sits on the boards of CSSF-regulated investment funds, Ucits and AIFs; CSSF-regulated management companies (AIFMs); and unregulated investment companies.

Paperjam: What are the main challenges you’ve faced as a female independent board member?

Sylvie Rodrigues: The biggest challenge has been ensuring that I am not treated differently because I am a woman. I approach my role with professionalism and humour, which helps break down any preconceived notions.

How do you handle resistance or scepticism directed at you?

I’ve been fortunate not to encounter significant resistance based on my gender. My career as a global strategic project manager in highly technical, financial and operational environments has demonstrated that skills and diplomacy matter more than gender. That said, women can sometimes face challenges, such as hesitating to advocate for their achievements. We must be vocal about our contributions and ensure our successes are recognised.

Do you believe gender equality is improving within boards of directors?

Equality must be clearly defined. The goal is not just parity but building the best governance possible. Effective boards rely on complementary skill sets, regardless of gender.

What is your opinion on quotas for women on boards?

Quotas can sometimes hinder the goal of creating the most effective board composition. While quotas promote representation, they do not always ensure the right mix of expertise.

As a female board member, do you feel a particular responsibility to advocate for gender parity and inclusion?

Advocating for parity requires a clear definition of terms. Does parity mean 50/50? And how do we define ‘gender’ in this context? Rather than focusing solely on parity, I believe we should prioritise ethical values and respectful governance.

In your view, how does diversity affect a board’s performance?

Diversity is meaningful only when it improves outcomes. Studies show that gender diversity enhances performance, but parity is less critical than ensuring all voices are respected and valued.

What solutions or policies could foster better gender parity?

This is a complex issue. I believe excessive pressure to select women for the sake of quotas can be counterproductive. Instead, we should focus on identifying and mentoring talented individuals.

What advice would you give to a woman hesitating to take this path?

Understand the responsibilities and accountability that come with being a board member. Be ready to step up. I am a strong believer in mentoring. As a mentor for the University of Luxembourg’s master’s in wealth management and the Rita Knott initiative, I encourage women to seek guidance and support to build their careers.

Any moments in your career that illustrate the reality of being a woman in this role?

I have a detailed anecdote about when the men on a board ‘forgot’ I was a woman, treating me purely as an equal.

What advice would you give to a young woman who wants to make her mark?

Identify your dreams and stay authentic. Hold on to your values. Network strategically. Find a mentor to guide your growth.