Women in Wholesale: Leading by example
A lack of visible women leaders in wholesale was identified as one of the biggest obstacles to career progression, according to last year’s Women in Wholesale report, so there is clearly more work to be done to shine a light on the women leading from the front
When Food and Drink Wholesale UK’s report Championing Change: Women in Wholesale was published in March 2025, it caused shockwaves across the sector. Not only did it reveal that the number of women at board level had fallen to its lowest recorded level – just 16% in 2025, down from 20% in 2022 and 17% in 2019, but that wholesale is severely under-indexing when compared to the UK national average for board-level female representation at 48%.
The survey asked questions to explain this number which revealed two of the biggest eye openers, which were that 67% of respondents named ‘male-dominated workplaces’ as the biggest challenge for women in wholesale; while 44% cited a ‘lack of female role models’ as a key barrier to career progression.
Raising awareness of women in leadership roles across the sector has clearly never been more important. While Wholesale News has covered many women succeeding in the channel, it is clear that there is still more work to be done to raise profiles, celebrate successes and of course, inspire the next generation of women leaders.
There is no doubt that championing women in senior wholesale positions will actively inspire others to aim for the same. After all, we have to see it before we can believe we can achieve it, and so to ensure this is shared far and wide, Wholesale News is working with FWD to introduce the newly created Women Leading Wholesale Forum. This forum will provide support to women senior leaders, providing a non-compete, peer community to connect, reflect and influence the future of leadership in the industry, and each meeting of the group will provide a balance of industry insight, leadership development and peer learning, ensuring members gain both practical value and strategic perspective. Members of the Forum will also act as Women in Wholesale Ambassadors, helping to champion leadership, development and visibility for women right across the wholesale sector.
“Development occurs when you step outside your comfort zone”
Gail Bridgeman, Director of eCommerce, Bidfood
My career has been driven by curiosity rather than a fixed plan and by learning, embracing new opportunities and stepping outside my comfort zone.
I didn’t have a career plan after leaving school and I didn’t find the right career direction until I was 26, working at Hasbro in their Brand & Marketing department. This led me to return to education as an adult, studying alongside work and completing a degree and postgraduate qualifications.
This not only gave me confidence but also practical frameworks that I could apply at work. My career has evolved through a variety of sales, commercial, marketing and digital roles, each giving me new experiences, fresh perspectives and new skills.
Looking back, every role has taught me something valuable and helped to prepare me for the one that followed. I’m currently Director of Ecommerce at Bidfood UK, where I lead teams responsible for ecommerce, digital communications, customer success and loyalty, and commercial growth initiatives. Whether I’m improving the customer journey, supporting my teams or exploring new technologies, there’s always something new to learn.
FOLLOW YOUR INTERESTS
One of the biggest lessons I’ve learnt is that you don’t need to have your entire professional life mapped out. Following your interests, listening to others and being willing to keep learning will often open unexpected doors. I’ve also discovered that being a leader doesn’t mean you have all the answers – instead it’s about asking the right questions, building trust, helping others succeed and making decisions, even when there isn’t complete certainty.
It’s easy to underestimate the importance of mentors and a strong network. Some of the best opportunities, advice and support came from people who were generous enough to share their experience and challenge my thinking.
One thing I wish I’d known earlier was that you don’t need to be ready before taking the next step. Earlier in my career, I thought I needed to know much more before putting myself forward, but confidence comes from experience and having the courage to say yes. Many of the roles and projects that have influenced my career were ones I initially felt slightly underqualified for, but they’ve helped me grow. After all, development occurs when you step outside your comfort zone.
BE YOURSELF
I also wish I’d understood the value of being authentically myself earlier. Trying to embody what you think a leader should be is exhausting; the best leaders bring their own personality, values and strengths to the role.
Technology is evolving at an incredible pace and, rather than being intimidated by that change, I’ve chosen to embrace it. In fact, I’m currently studying organisational transformation because I firmly believe that learning never stops and this mindset not only opens doors for me, but also creates opportunities for the teams I lead and the business as a whole.
MY ADVICE
My career has been guided by four simple principles:
- Listen to others but also to yourself. Understand what motivates you and don’t let someone else define what success should look like.
- Learn continuously. Whether this is through formal education, mentors, books, podcasts, colleagues or simply by regularly asking questions, never stop being curious.
- Lead before you feel ready. Some of the most rewarding experiences have come from simply saying yes without thinking about it, and my confidence has increased through experience.
- Live every experience. Embrace every success and every setback as they all contribute to who you become. I can honestly say I’ve grown the most when things haven’t quite gone to plan.
“The safest option is not always the one that moves you forwards”
Cheryl Hope, Trading Director, Parfetts
I’ve built my career in wholesale by working hard, building strong relationships and staying true to myself. I’ve seen the industry change a lot over the years, and I’m proud to now be helping shape its future at Parfetts and as an ambassador for Women Leading Wholesale.
I started out learning the trade from the ground up, gaining experience across different parts of the wholesale industry and taking every opportunity that came my way. Over time, I moved into more senior commercial and leadership roles, which eventually led to my current position as Parfetts Trading Director.
There have been times in my career where I’ve had to step outside my comfort zone and take on bigger responsibilities before I felt completely ready. Those decisions helped me grow, and they taught me that the safest option is not always the one that moves your career forward. Confidence comes with experience, so sometimes you have to take the opportunity, and learn as you go.
The most important lesson I’ve learnt is that relationships really matter. People respond to honesty, authenticity and being treated properly, and those qualities are just as important as commercial knowledge when you are building a successful team or long-term customer partnerships.
MY ADVICE
Find a good mentor, build a strong network and don’t be afraid to put your hand up for opportunities. Wholesale is a people business, so make connections, ask questions and back yourself, even when you don’t feel completely ready.
“You don’t have to be an expert in your field to be a good leader”
Sarah Guest, Managing Director, Rowan International
My career has been wildly varied, incredibly interesting and always stretching. I’ve done so many different roles in so many different types of businesses, but the foundation of these roles has always been the same – helping businesses grow by understanding where their opportunities lie.
Straight out of university, I started in a boutique market research agency in Leeds where my first clients spanned telecoms, energy, retail and beauty, where I asked consumers for their views on brands, customer service and products. I learned so much about the difference between what people say and what they do, and that success is built on a blend of science and art.
After a move to London, I worked in-house for the publisher Hearst, across magazine brands during the birth of digital publishing. I spotted an idea that would reshape the business: allowing readers to buy what they saw on the page directly from their device. This insight fed directly into affiliate revenue for the company, giving print titles a new lease of relevance just as the industry was being written off. Being part of such a force for change was invigorating.
IMPORTANCE OF VALUES
Following a brief stint back in the research agency world, I felt unfulfilled. I was working across amazing brands but as a consultant, once you delivered the insight you handed the reigns over to the client and didn’t get to turn the ideas and recommendations into actions. After working across a number of businesses in different sectors, I had a good idea of what I wanted from an employer and the values that mattered so I wrote a wish list of what was important and the businesses that I thought matched that ethos. Top of my list was organic delivery company Abel & Cole. That same day I saw an advert for a role for Head of Insight there and it felt like kismet. I ended up moving into product development for them which was fascinating; launching recipe boxes, adding new categories to increase AOV, and (never quite realised) an Airbnb breakfast-box concept.
After nearly three years at Abel & Cole I took a sideways leap into pure marketing for a start-up which meant trying something completely different, but I had my insight skills to figure out what customers wanted. As well as learning new skills, I also experienced one of the hardest parts of leadership: winding the business down when it ran out of funding. I had to make 17 people redundant with dignity – this was a short, sharp lesson and I grew up very quickly.
A three-month consultancy role at Rowan International then became a permanent role, initially as Digital Director. This brought my e-commerce background into an analogue business to improve customer understanding and provide new ways to buy. Insight from this role led to a restructure of the commercial function, which resulted in a new role as Sales Director. A change of ownership then provided the opportunity for me to become Managing Director.
ADAPTABILITY
Some of the most important lessons I’ve learnt are that you don’t have to be an expert in your field to be a good leader; it’s about about having an adaptable skills set, an open mind and a willingness to keep learning. And, being surrounded by like-minded individuals who have the same goals and values will help you to succeed.
I’ve also discovered that it’s OK to say no. And to get things wrong. And to move on from a job that you’re not enjoying. Don’t be afraid to take on challenges that you don’t think are within your current capabilities. Growth comes from getting comfortable with being uncomfortable.
By taking Rowan International through changes in ownership to support future growth, I’ve experienced some steep but truly fascinating learning curves. Identifying the right partner, with aligned culture and values while also seeking the skills, networks and funding structures that would enable sustainable and rapid growth was challenging and required new levels of energy, resilience and agility, but the experience was invaluable and the right step forward.
MY ADVICE
Be confident in your own abilities, recognise the importance of transferable skills over expertise and surround yourself with people whose values align with yours. The power of a cheerleader should never be underestimated in giving you the courage to try something new; they don’t have to be in the same business as you. Seek out mentors and peers for support as it will make the journey to your goal much more enjoyable.
