Women in BIM Leadership at Digital Construction Week

By Elaine Lewis, Director, Bentley Systems

In June 2025, I joined Vicki Reynold (ONE Creative), Maria Tsemani (Turner and Townsend) and Susan Brattenberg (Global eLearning) for a Women in BIM panel discussion at Digital Construction Week: “Women in BIM who lead and inspire”.

Our conversation was about what makes a good leader and how can we encourage more women to step into the role. We started with some questions…

What makes a great leader?

Leadership is not a job title or seniority, it’s the ability to inspire, act with integrity, and create conditions for others to thrive. While leadership does not have a gender, women remain underrepresented at the highest levels of leadership across many sectors including architecture, engineering and construction. So, we ask what makes a good leader, but also how can we empower more women to step confidently into leadership roles?

At the heart of great leadership is integrity – to do the right thing, even when it’s difficult or inconvenient. Effective leaders possess emotional intelligence, which allows them to manage their own emotions, empathise with others and build inclusive, respectful environments. They have a clear vision and sense of purpose and can communicate these effectively to their teams. A compelling why. as author and speaker Simon Sinek often points out, helps bring clarity and motivation to everyone involved. People are more engaged when they understand not only what they are doing but why it matters.

Resilience is another defining quality of strong leadership. Great leaders stay adaptable and composed in the face of challenges. They understand the importance of empowering others – creating space for colleagues to grow, contribute meaningfully and take ownership. Consistency, availability and strong listening skills help leaders to earn the respect and trust of their teams. Trust that is earned through actions, not just words. A good leader is reliable, honest and will praise in public, whilst coaching in private to build a culture of loyalty and psychological safety.

Leadership is not one-size-fits-all. Situational leadership in dynamic environments means adapting your style to the task and the individuals involved. Give clear direction when someone is new to a task, coaching them in the role as their confidence builds. before stepping back to support from a distance. Finally delegate responsibility entirely, resisting the temptation to micromanage. This builds capability and independence across the team.

The value of diverse and inclusive teams

No single leader has all the answers. Building a diverse team is not only morally right but also strategically smart. During my time as Managing Director at, Cadventure, our progress was fuelled by intentionally bringing together people from different backgrounds, age groups and cultures. In 2013, we recognised that our team shared a similar profile in age and background. By 2023, we had evolved to represent a rich diversity: our team ranged in age from 23 to 70, included a 50/50 gender balance, and between us we spoke seven different languages.

To reach this point, we addressed unconscious bias in recruitment practices and made changes. We became UK visa sponsors to open the door to international talent, we embraced apprenticeships to develop new skills and bring fresh perspectives into the business. The result was a diverse workplace

where different viewpoints were welcomed, collaboration was strengthened and leadership potential could emerge from all corners of the organisation.

The importance of communication in the hybrid workplace

The pandemic brought an urgent need for better communication – especially as we transitioned to remote and hybrid working. When Cadventure went fully remote in March 2020, we realised we had taken casual, face-to-face interactions for granted. We needed new ways to recreate those spontaneous “water cooler” moments and maintain the strong sense of connection within the team.

We implemented daily check-in calls, encouraged cameras-on meetings to maintain visibility and arranged virtual coffee chats between colleagues across different departments. These small, intentional efforts helped maintain human connection and team spirit. With a renewed focus on mental wellbeing, we encouraged stepping away from screens during lunch and introduced walk-and-talk meetings. A Friday afternoon social call, focused on fun, helped us end the week on a high note.

Understanding and removing barriers for women in leadership

Women continue to face systemic barriers that hinder their progression into leadership. Bias and stereotypes remain deeply entrenched, with leadership associated with traditional, masculine traits.

The outcome is women being overlooked, undervalued, or expected to lead in a way that doesn’t align with their authentic style.

Another challenge is the lack of mentorship and sponsorship. While many women receive informal advice, far fewer have access to influential advocates who will promote their capabilities and put their names forward for leadership opportunities. Workplace cultures can also exclude those who lead through empathy, collaboration, or quiet strength. Many women face imposter syndrome, or the persistent belief that they aren’t “ready” or “good enough” for leadership roles – even when they are more than qualified.

How do we empower more women to lead?

Addressing these barriers requires deliberate and sustained effort. Empowerment begins with inclusive workplace cultures that recognise and value different leadership styles. Organisations must actively challenge bias and create space for diverse voices. Mentorship and sponsorship programs are vital. Women need both guidance and advocates who will champion their advancement behind closed doors. The Women in BIM’s Mentor Scheme, that pairs mentors and mentees across the globe to create a safe place for conversations, serves to strengthen self-belief and overcome these challenges.

Leadership programs, tailored to nurture confidence and expand capability, provide a structured path for women to grow. Role models play a huge role, too. When women see other women leading, it normalises their ambition and inspires belief in their potential.

Work-life balance is also key. Flexible working arrangements, parental leave policies and return-to-work support for women coming back from maternity leave or long-term illness are essential for retaining talent and allowing careers to progress at every life stage.

One of the simplest yet most effective ways to support emerging female leaders is to offer them the chance to step up before they’re officially promoted. Let them run team meetings, lead forecasting calls, or coordinate cross-functional projects. These opportunities create the confidence and clarity needed for the next step.

Leading without a title

Leadership isn’t limited to those in formal management positions. You can be a leader in any role, at any stage of your career. Leadership is about mindset and action – demonstrating initiative, building trust, supporting colleagues, and influencing positive change within your team or organisation.

Start by taking ownership of your work and being dependable. Be the person who others turn to for advice or support. Share credit generously, stay curious, and look for ways to improve the process or experience for others. If you spot a problem, speak up with solutions. Offer to mentor a colleague, take the lead on a project, or start a new initiative that contributes to the business or culture.

In many ways, these informal acts of leadership are more powerful than any title. They show that you are committed to making a difference – and over time, they will set you apart.

Final thoughts

The potential for great leadership exists in everyone. Empowering women to lead is not about giving them an unfair advantage, it is about removing the barriers that should not be there in the first place.

Whether you are in a formal leadership role or simply striving to make a positive impact, you have the power to influence others, create change and lead by example. Let’s continue to challenge outdated norms, cultivate inclusive environments and ensure that leadership is accessible to all – regardless of gender, background, or title.