Still, I recognize how uncommon it is to see pregnant leaders in visible positions. More often, it’s something quietly managed or entirely hidden. When you don’t see it, it’s easy to internalize the idea that these two identities—CEO and mother, or mother-to-be—are somehow incompatible. There’s a notion that still exists: If you’re one, you can’t fully be the other.
That perception is part of a broader story we continue to tell ourselves about what leadership looks like. For decades, the image of a CEO has been shaped by a fairly rigid set of expectations: constant availability, full-time visibility, relentless drive, total independence. The classic archetype is someone who’s always on the move, always in control, often male, and rarely encumbered by visible caregiving responsibilities. It’s a version of leadership built around stamina and individualism, and for a long time, it went largely unchallenged.
The world, however, has changed. What businesses need from leadership today is very different from what they needed 20 years ago. The pace of change, the complexity of the operating environment, the growing focus on culture, inclusion, sustainability, and adaptability—all of these demand something broader and more human. Leadership today needs range, empathy, clarity, and the ability to build strong teams that can lead together. The idea that any one person should embody an entire organization is not just outdated, it’s short-sighted and counterproductive.
The version of the CEO role I’m stepping into is different, both by necessity and by choice. It is shared, for one thing. I’m taking on this position during a time of transition, supported by strong leaders across the business who bring different perspectives, styles, and specialisms. It is more focused than all-consuming, and built on trust, not presence. It’s also designed to continue running well when I step away temporarily—which, to me, is a sign of strength in a company’s leadership, not weakness.
That doesn’t mean it’s easy. It takes conscious effort to unpick long-held beliefs about how things “should” be done, including some that I’ve held myself. It also takes systems that are genuinely flexible, not just on paper. It requires a workplace culture that values what people contribute and the impact they have above all else. At SMG, we don’t always get it perfectly right, but we do try to design roles with an awareness that our team have important lives outside of work. That matters more than ever in an industry that constantly pushes for more, faster, bigger.
The systems outside of work—the ones that are meant to support working parents—still don’t. In the U.S., childcare is now the biggest expense for many families, often exceeding the cost of housing. At the same time, the U.S. remains the only high-income country without a national paid parental leave policy. There’s no structural incentive for businesses to make space for care. So if leadership roles feel inaccessible, it’s not because women lack confidence, ambition, or capability. It’s because the infrastructure too often lacks the necessary development or investment.
