Q&A with nine extraordinary women in family business - IWD25

This International Women's Day, we are proud to celebrate the incredible women in family businesses.

In this special Q&A article, we bring you the voices of nine extraordinary women in family business from various industries across Australia and New Zealand.

They share their experiences, offer advice, and provide insights on how we can empower the next generation of female leaders. Their responses are powerful, offering great advice whether you are an aspiring family business leader, a woman in family business looking for some guidance, or simply interested in learning from their experiences.

Tell us about your experience of being a woman in your family business?

Anna Bell: As a female leader in our family business, I strive to embody the values my parents instilled in me. They were passionate business owners, and their dedication and work ethic have always inspired me. I aim to pass these values on to my team by leading with the Langports spirit. Balancing family and work is a priority for me, so my husband, daughter and son join me on overseas business trips. Whether it's building partnerships or attending events, they get to see firsthand how family and work can blend seamlessly. Plus, it’s a great way to spend quality time together and show my team that balancing professional and personal commitments is possible!

Jessica Manov: Being a woman in our family business has definitely come with its challenges, especially since the fruit and veg industry is so male-dominated. The early mornings and long, sometimes tricky hours can make it hard to balance everything, but with strong family morals and deep roots in our business, I’ve found a way to make it work. Growing up in the business, I’ve had the unique opportunity to stand side by side with my dad, running our store. I’ve been involved from a very young age—starting by helping out in the back, then taking on part-time work after school, and eventually working my way up from the bottom. This has given me a solid understanding of every aspect of the business, which has been incredibly valuable. Although the dynamics can be different as a woman in a male-dominated field, I truly believe it adds a unique perspective and energy to the business. It’s been an amazing experience for me to not only be a part of the family business but also to contribute to its growth and success and bring a different drive to the business. I’ve been in the business since I was three months old, and it’s always felt like a second home to me and another child. Being able to continue this journey alongside my family makes it all the more rewarding and such a special experience. 

Julie Russell: As the founder of the business, I have only had positive experiences internally. I suppose being the owner and ‘boss’ ensures that. Externally, well that was another matter. The industry I work in is very male dominated therefore it took a while to break into the sector. The experiences were all positive, while be it somewhat reserved, however, once it became obvious I was a solutions orientated person and had a very clear focus on what my business was all about, things became far more relaxed.

Krishna Sevak: Our business has always been a shared project of my husband Ravi and I, but until recently he has been the leader of the business, and I have been the Co-Founder/ Finance Director.  To take our business forward we changed roles in 2024, and I became the CEO, and he took on a more business development role.The transition has gone well, and Ravi has been very happy for me to lead, but it has had its challenges.  I’ve needed to reintroduce myself to the managers in the business so they could understand how I would support them. We are gradually changing the habits of people, so they know to come to me for decisions and guidance rather than Ravi. Ravi is a naturally out-going personality, and I am a quieter one-on-one communicator.  People were in the habit of going to him for leadership decisions. Leadership comes with making speeches and presentations to groups.  People are now seeing me performing that role instead of Ravi and our styles are different.

Kelly Scott: Being a woman in a family business has been both deeply rewarding and, at times, challenging. The funeral profession was a dominantly male environment when I first started but I started with a strong legacy and a very supportive and encouraging family in both my grandparents and my father. As a result this has allowed me to build upon our legacy while also shaping the future direction of the business. Family businesses are a unique blend of professional and personal relationships, which also means balancing tradition with innovation. As a woman, I’ve had the opportunity to bring fresh perspectives, foster a collaborative work culture, and contribute to the long-term success of our business.

If you could go back and give your younger self one piece of advice about working in a family business, what would it be? 

Pamela Jabbour: Celebrate the wins—big and small. It’s easy to get caught up in the daily challenges and constantly push for the next goal, but taking a moment to acknowledge achievements, both personal and business-wide, is so important. I’d also remind myself to be present and enjoy the journey. When you’re building something from the ground up, it’s easy to focus only on what’s next, but some of the most valuable lessons and moments come from simply being in the moment. And finally, give yourself credit where it’s due. Success doesn’t happen overnight, and every step forward is a result of hard work, resilience, and dedication. Trust yourself, appreciate your progress, and don’t be afraid to acknowledge how far you’ve come. 

Anna Bell: Don’t be afraid to ask for help. I’ve always been independent and found it hard to delegate or seek assistance. However, life is much better when you share the load!

Arielle Jennings: If I could go back, I’d tell my younger self to put myself out there more and embrace every opportunity by stepping outside my comfort zone. The most growth I’ve experienced has come from pushing through uncomfortable situations, such as public speaking or attending networking events and meeting new people. It’s those moments of discomfort that truly help both ourselves and the family business grow through new experiences.

Kelly Scott: Trust yourself and embrace every challenge as an opportunity for growth. Be patient, be persistent, and remember that leadership is built over time through experience and resilience.

What advice would you give to other women aspiring to succeed in family businesses?

Nicola Owbridge: As a business leader, and also as a parent, I look back now at role models who I saw wearing both these hats. For the women who I have been lucky enough to work for, I will always be in awe of how they prioritise their time, with or without children. As women, there can be very traditional beliefs about what success looks like or what type of work you will take on. I think it is important to understand your own strengths and then determine your priorities and measures of success. If you do this well then you reduce the risk of trying to be everything to everyone (and failing). Instead, you can be clear on your role as a leader and set clear expectations of those around you.

Kelly Scott: Be confident in your abilities, and never stop learning. Family businesses come with unique dynamics, but embracing both the traditions and opportunities for innovation will allow you to make a meaningful impact. Build strong relationships, seek mentorship, and remember that your leadership style and contributions are valuable. I think early on I did have imposter syndrome – I always thought everyone knew more around the table than me and I had nothing more to offer but I do have a different and unique perspective and I needed encouragement to be confident in myself and in my own lived experience.

Meika Hamber: From my experience, one key thing to manage and not lose sight of, is managing perceptions of those around you. That could be within your business, within your industry and among other stakeholders. I have spent a lot of time managing perceptions, overcoming prejudices such as “the boss’s daughter” where it can be so easy for people just to dismissively label me as that. Or given we work in male dominated industries, I have had to work hard to ensure people perceived me as my own person with a worth of my own, demonstrating that I know my stuff and contribute as well as anyone. Further that I didn’t get the job just because I was family. And secondly, to be confident in what you bring. People who are not part of a family in business, often do not quite get what it is like to be a family in business. The pressures, the risks, that all land on family members, the rewards are there too of course, but it is about balance and knowing what you contribute and being confident in yourself.  

Anna Bell: Surround yourself with great people! Whether in your professional or personal life, having a strong support system is key to success. Don’t hesitate to ask for help when you need it. We can be superwomen, but even superwomen need a break sometimes!

Krishna Sevak: See yourself as the leader of the business not just the support person in the background. As a woman in business you need to be brave and learn to speak up and be heard even if it is not your natural personality, even if in the end your views are not accepted.

What support systems — whether mentors, family members, or industry networks — have been instrumental in your success as a woman in a family business?

Jessica Manov: My support systems have been absolutely crucial to my success, both as a woman in a family business and as a single mom. I truly believe you’re only as strong as the team and village behind you, and I couldn’t do what I do today without the unwavering support I receive from my family and friends. They’ve been my rock, helping me balance running the business and raising my two children. I’m also fortunate to be surrounded by other like-minded businesswomen, which has been incredibly valuable. These relationships allow me to bounce ideas off one another, share experiences, and learn from each other. Through these connections, I’ve been able to grow as a leader, businesswoman, and mother. Additionally, I actively participate in various support and mentorship groups that help me continually improve, both personally and professionally. These networks have allowed me to refine my skills and implement new strategies that benefit our family business. Overall, my family, friends, and other women in business have played a huge role in helping me be the best version of myself and contributing to the continued success of our family business. 

Krishna Sevak: I am an active member of various networking groups, including family business networks, where I engage with and learn from other entrepreneurs about fostering resilience, building tolerance, and supporting women in business. While I don’t have any specific mentors, I am deeply spiritual, and I prioritise time for spiritual contemplation as a guiding force in both my personal and professional life. Additionally, I regularly listen to podcasts to explore a wide range of topics and stay informed on diverse perspectives and emerging issues.

Julie Russell: Oh wow, there are a lot. I have been mentored by colleagues from previous employment and business networks. Mostly women whom I respected immensely, and this respect was reciprocal. My husband also stood by me through thick and thin. Yes, at some times that was challenging however in hindsight very beneficial. Throughout my career in fire, emergency management and property and facilities management I had developed a robust network of industry leaders. This network has been invaluable throughout my business journey. In fact, we all still keep in contact or are working together in very beneficial B2B relationships. I am also a member of Family Business Association and the Institute of Managers and Leaders, both providing me with enviable insights in relation to leadership. From an industry perspective I am a member of the Fire Protection Association Australia.

Kelly Scott: Mentorship has played a critical role in my journey. I’ve had the privilege of learning from both my grandparents (both Nana and Grandad) and my incredible Dad (who himself has just celebrated 60 years as a funeral director in our family business) as well as industry mentors across Australia who provided valuable insights and support. Additionally, networks such as Family Business Association and other national and international funeral groups and associations have been essential for exchanging ideas, gaining perspective, and staying connected with broader industry trends. Having a strong internal support system—both my amazing family and fellow funeral care professionals has also helped me grow as a leader.

Anna Bell: My father, John, has been my mentor for many years, offering invaluable advice and support. Beyond his guidance, I've sought other avenues for professional development. Serving on the Board of the International Association of Language Centres and being part of a Family Business Association Forum Group have been crucial for my growth. On the personal front, I’m incredibly grateful for the unwavering support of my husband, Luke, and my mother, Susie. They help me juggle motherhood and running our family business, making it all possible.

Have you had role models who shaped your leadership approach?

Arielle Jennings: Beyond the business world, many of the values that define who I am—confidence, resilience, determination, and grit—were shaped by the sports coaches I had throughout my sporting career. Many of these coaches were women, some of whom coached Olympians and held various sporting records themselves, achieving remarkable success in their own right. Additionally, without a doubt, my mom has been one of my greatest role models. While I was growing up, she ran two businesses, leading her teams with unwavering dedication and instilling in me the mindset of, "You can do it, why can't you?" Her unapologetic attitude taught me that anything is possible when you set your mind to it.  Whether I'm leading at work or coaching my athletes, I bring the same passion, determination, and drive for excellence, always striving for more and encouraging others to do the same.

Nicola Owbridge: I’ve been fortunate, particularly through consulting, to observe many leadership styles. I think it’s helpful to take just as many learnings from people you want to emulate, as you do from people who you don’t. ‘Anti-role models’ can be just as helpful when you are honing your own authentic leadership traits.

Jessica Manov: Throughout my career, my father has been an incredible role model in shaping my leadership approach. Working alongside him in a family business has created a bond that is difficult to explain unless you've experienced it yourself. There is something truly special about blending family life and work, which fosters a unique dynamic that has helped mold me into the determined and strong businesswoman I am today. The family dinner table, where conversations often seamlessly shift between business and personal life, is unlike any other. We don’t just leave work at the door; it becomes part of the fabric of our daily lives, creating a deeper connection and an exceptional work environment. Through these moments, I’ve learned how to approach challenges with strength and resilience, always seeking solutions while maintaining a sense of family unity. My father’s guidance has been instrumental in shaping my leadership style. He’s not just a mentor but a constant source of knowledge, and I look forward to continuing to learn from him. Working together, I’ve absorbed invaluable lessons that have not only helped me grow as a professional but as a person. I am incredibly grateful for the opportunity to be shaped by such a strong and inspiring leader.

Kelly Scott: Absolutely. I have been fortunate to learn from my family but particularly my Dad. We are a small family business in comparison to some of the industry corporations and businesses, but he has been an industry leader for so many years, at AFDA Divisional and National level. He has been an educator and mentor to funeral directors, he is an AFDA Life member and Life councillor which indeed recognises your contribution to leadership across the country. He also served on the World Board of Funeral Operatives FIAT-IFTA. His wealth of knowledge has been key to my growth as a leader. I have also been privileged to have leading industry professionals as mentors especially Joe O’Dea from Bowra and O’Dea Funeral Directors in Perth, one of the largest family funeral businesses in Australia. I have been able to observe their leadership style which has helped me to develop and refine my own approach—blending empathy with strategic decision-making.

In what ways do you foster a culture of inclusivity and diversity within your family business, and what impact has it had on the business' success? 

Pamela Jabbour: As CEO of Total Image Group, championing diversity and inclusivity has been a core focus of my leadership. From day one, I've committed to creating an environment where women and individuals from all backgrounds can thrive. I’ve worked to ensure our leadership team reflects this vision, providing opportunities for women at all levels and ensuring their voices are heard. We've implemented flexible work arrangements and supported professional development to empower our team. We've also made strides in traditionally male-dominated areas, like warehousing and logistics, to create a space where women excel. Our workforce is diverse, representing six ethnic backgrounds and including LGBTQI+ employees, fostering an inclusive culture. Regular training and a victim-centric grievance policy ensure our commitment to diversity, equity, and inclusion remains strong. These initiatives have contributed to our business success by fostering a culture where everyone feels valued, supported, and empowered to contribute their best. 

Julie Russell: As a small business we work closely with each other on a daily basis. We have always strived to have diversity based on the skills and attributes required to position the business as the client’s solution to human safety and compliance. We had a great opportunity to employ a school leaver who wanted a part time role while studying construction drafting (Cert IV). This opportunity has enabled Jenna to move directly into her Diploma. She is a great asset, and this has been also very beneficial for her.

Krishna Sevak: As the CEO of Sunrise2Sunrise, I am proud to lead a business that champions women’s empowerment while fostering inclusivity and diversity across the NDIS, child protection, and Transport Accident Commission (TAC) provider sectors. With a dedicated team of over 700 staff from more than 32 countries working around the clock, we are committed to delivering person-centred care that not only meets the needs of our participants but also strengthens communities and creates opportunities for all.

Have you faced any unique challenges as a female leader in a family business? How did you navigate them?

Julie Russell: The most unique challenge was working on construction sites with a wide variety of people including trades, engineers and project managers. All have their specific disciplines and require things to be done “their way”, which is understandable given their specific technical requirements. As I worked for the developer and / or owner, it was my job to give them their best solutions based on what they were going to do with the completed building. This sometimes put me at odds with the technical specialists and technical professionals. I came at it from a solutions perspective HOWEVER at all times my focus was achieving the client’s outcomes while ensuring I preserved a high level of professionalism and integrity. I always acknowledged and respected the position of the technical experts and went to pains to ensure they were part of the overall solution. Now, these same people ring me to join them on difficult projects.

Arielle Jennings: Starting the business alongside my mum, Joanne Blackman, who brings over 30 years of industry and business knowledge, was both a privilege and a challenge. One of the toughest parts was feeling like I was standing in her shadow and riding on her coattails in terms of the business's success. While Jo's influence was undeniably a major factor in our achievements, I had to find my own way to contribute and add value. I focused on identifying where my unique skills and experience could make an impact, and over the three years of the business, I learned to confidently grow and carve out my own space. It was about respecting her legacy while also embracing my own leadership role, knowledge and drive particularly as our team continues to grow. 

Kelly Scott: Yes, like many women in leadership, I’ve encountered challenges, particularly in balancing expectations—both within the family, the business and the industry.  My father encouraged me to contribute to the industry as a whole and be involved in the Australian Funeral Directors Association (the largest funeral association in Australia).  Leadership in the Association was also largely a male dominated area but I joined the Victorian Council of AFDA because I felt I could contribute and also learn from others in the wider sector. I progressed to the Victorian Executive, then Victorian Divisional President – then moved to the National Council and currently hold the position of President of the Australian Funeral Directors Association (only the 2^nd woman to hold this position in 90 years!). I navigated these challenges by focusing on what is best for the family and then what is best for the business, but the family has to come first. Having a strong support system, understanding that you need to spend time outside of the business, learning from others which then enhances your own practice and repertoire, and having a clear vision for the business has been instrumental in overcoming obstacles.

What initiatives or changes do you believe are necessary to create more opportunities for women's leadership and advancement in family businesses?

Krishna Sevak: Every day needs to be International Women’s Day. Women still have many obstacles in business and life. It is important for us to all speak up and be heard even when feeling fearful.

Meika Hamber: Personally, I am very passionate about seeing women succeed. In our business, we are proud to have nearly 50% gender split across the business. Our industry standard is about 27%, so we are well ahead of most in this space. Two key things are necessary to create more opportunities for women’s leadership in my mind are family values and business values.  The first being family values. For example – we grew up believing a girl can do anything a boy can do – Dad was rather persistent about this. It has stuck with me and my sisters for life, and it really helps us as leaders shape and encourage ourselves and our teams. Secondly, business values. We believe and recruit on “best person for the job” philosophy. And thirdly, the business and family value the diversity that women’s leadership brings – alongside men. Have the right core values, and the opportunities will be there, and naturally evolve.