Women's History Month may be behind us. But women are still making waves and leading the way.
In March, firms across Australia celebrated women’s contributions to the economy, including in finance and mortgage broking. But at Australian Broker, we believe these stories deserve to be highlighted all year round.
In a multi-part series, we spoke with women in Australia’s male-dominated finance industry about the challenges they face, the changes they want to see, and what it takes to help more women thrive and rise to leadership roles.
To kick things off, we spoke with Bianca Patterson, founder and director of Western Australia's Calculated Lending, who shared her perspective on leadership and what it takes to balance it all.
"Leadership isn’t about titles or recognition. It’s about the impact you have on others and the responsibility you take to leave the industry better than you found it," Patterson told Australian Broker. "As women, we sometimes feel like we are juggling too much and barely holding it together. While this can be the case, there is almost always another woman looking at us as a role model."
Drawing from her experience, Patterson reflects on what it really takes to succeed and make an impact in a competitive field.
BP: When I joined the industry in 2011, the landscape for women was very different to today and I often felt alone. I was frequently the only woman in the room and was made to feel like there was only space for one of us. I’ve lost count of the time I have been referred to as the “token woman” and assumed to be there in a support role rather than as a professional peer.
Early on, the only way I could seem to demonstrate my value was through my settlement volumes, as that was the only metric celebrated at the time. Winning industry awards early in my career placed a spotlight on me. While that brought its own challenges, it also created opportunities to participate in industry discussions and ensure a female voice was part of the conversation. Once I opened that door for myself, I realised how important it was to hold it open for other women to follow.
BP: I absolutely support the success and advancement of women in our industry. However, I don’t believe leadership should be measured purely by trying to reach a 50-50 gender split. The most important thing is that the right people are in leadership roles, those with the skills, judgement and integrity to guide others.
Leadership also takes many forms. It’s not only CEOs, heads of broker channels or senior managers, although I have enormous respect for the women who hold those positions and navigate incredibly complex environments with such professionalism. Leadership can also be the broker quietly building a sustainable business while balancing family and professional responsibilities. They are often the very person other women in the industry aspire to be. As women, we sometimes feel like we are juggling too much and barely holding it together. While this can be the case, there is almost always another woman looking at us as a role model. Leadership isn’t about titles or recognition. It’s about the impact you have on others and the responsibility you take to leave the industry better than you found it.
BP: The industry has made strong progress in recognising past biases and encouraging broader participation in leadership. Mentoring, networking and professional development initiatives for women are valuable because they create visibility and build confidence.
I would also like to acknowledge the many men in our industry who have supported women in broking. Throughout my career, I have worked alongside colleagues, mentors and leaders who have championed my development and supported the advancement of other women.
True progress happens when the industry creates environments where women feel comfortable contributing their views and putting themselves forward. When organisations value diverse perspectives and support individuals based on their strengths, the right people naturally progress into leadership roles. The focus then shifts from simply counting the number of women in leadership to recognising the impact they are making.
BP: I never set out to become a leader in the traditional sense. I simply wanted to help my clients. And when I noticed roadblocks making that harder than it needed to be, I spoke up. My level of directness hasn’t always been welcomed from a woman. At times I have been called bossy or emotional when men demonstrating the same behaviours were described as assertive and logical. As the industry evolved and I became more confident in my voice, I backed myself and my beliefs.
I've developed a reputation for being the person people call when they want a direct and transparent opinion. Anyone can reach out if they genuinely want an honest perspective and advice on a practical way forward. I’m not the person to call when a box needs to be ticked or when someone simply wants to hear what they want to hear.
Early on, I thought leadership was about managing people and running large organisations. Over time I realised it is also about influence, being someone who listens, brings experience, contributes thoughtful perspectives, supports others and helps move conversations forward. I’ve also realised that leadership in broking often comes from everyday conversations, sharing experiences, contributing to industry discussions and helping others navigate the same challenges we once faced. Ultimately, if I’m not using my privilege, position and influence to support people who haven’t yet found their voice, then I’m not being the leader I once needed myself.
