“Be confident and true to yourself”: An interview with Leah McGimpsey, our first female divisional leader

Let’s kick off strong: when you look back, how much did gender shape the way you saw yourself and your opportunities?

It’s worth recognizing that, through my upbringing, I tend to pay very little attention to gender! With an older brother and a twin sister that were all obsessed with playing outdoors and rough and tumble sports, I have grown up in an environment where your measure relates more to your skills and capability than gender (as the world should be!). So, when stepping into the working world, I paid little notice to the gender split and focused more on what aligned with my skills, capability and passions. Growing businesses sustainably and successfully is a key driver for me, which has tended to lack gender diversity in the past –although It’s going through immense change now.

Were there any early role models in that environment who shaped how you think about gender?

My water polo coach during my early junior years was a phenomenal role model at the time. In my early junior years of competing, water polo was still played as mixed teams at club level, and he had zero consideration for gender and 100% focus on how to put the best team on the field to win! My twin sister and I were the quickest swimmers on the left and right wing (we were right- and left-handed, respectively), and so that’s where we played within an otherwise male team. And it was great! 

How has gender shown up along your journey, and how has it influenced the choices you’ve made?

I studied Law and Accountancy at the University of Manchester, graduating with a first-class degree, and began my career in Corporate Finance (M&A), a traditionally male-dominated environment that shaped much of my early professional experience. After three years in London, I moved to North America to continue my M&A career before stepping into a management role within a privately owned Canadian business. This shift, working directly with leadership teams to grow a purpose-driven organisation, became the foundation for what matters most to me. Supporting and leading businesses with strong values and a clear sense of purpose.

On returning to the UK, I built on this experience as an investor and board member in fast-growing, environmentally focused businesses, which ultimately led me to APEM, a business whose purpose and values aligned closely with my own. I’m proud to be the first woman to lead a division at Applus+ and the organisation’s first female operational leader, leading through shared values and purpose rather than gender.

You’re the first woman to lead a division at Applus+. What does it mean to you personally, and are you aware of the impact that has on others?

Since I became CEO of APEM, I’ve had a number of colleagues and team members call out specifically the difference it makes to them to see a female leading a business. Whilst I previously hadn’t given too much thought to it, I am now able to better see that being a female leader is still not the norm, and therefore, that I have an opportunity to change that, for our future female leaders. So I see myself with a dual role: leading, day to day, as well as thinking about the environment I’m creating to nurture and encourage more female leaders to come. 

Over time, how has your view of the link between gender and leadership evolved?

I think I’ve more fully recognised later in my career the level of gender inbalance that still exists at the leadership level, which has brought with it a greater sense of responsibility to lead, not just as a business leader, but as a female business leader, setting an example for both men and women around me. Historically, there has been a tendency for women to have to adjust themselves to a male-dominated boardroom, perhaps meaning they’re unable to be true to themselves. I focus a lot on remaining true to my values and purpose and contributing on this basis rather than the state of gender in the room. And I’ve found this overall has been very well received, and something that energises me for a future where gender is well represented and valued for the diversity of perspective it brings. 

What have been some of the biggest challenges you’ve faced as a woman in senior leadership, especially in environments that have traditionally been male dominated?

I’ll apologise upfront now for some stereotypes that are exactly that –not a representation of the individual, but some behaviours I have come across from time to time! The biggest challenges I have faced come from trying to bridge between male-dominated decision makers, with male-related tendencies, and representing myself authentically but in a way that I’m heard. 

Some typical examples: women underplay their capabilities, men are more confident to voice their capabilities; male voices (depth, tone) are more dominant then female voices; male-to-male chitchat typically centres on male-related interests, which can be difficult to participate in; women in senior leadership roles still typically tend to take on more responsibilities in the home than their male counterparts. All of these things can present as obstacles in being an effective senior female leader. 

You talk about turning obstacles into opportunities. How have you done that in practice when facing gender related barriers or biases?

But I’ve learnt two things with this; firstly, a lot of these perceived obstacles come from a female lack of confidence in our right to contribute; and secondly, that all obstacles are there to be turned into opportunities! Take all of my examples above; they are all within our gift to solve, be more confident in your capabilities, contribute to discussions with a strength of voice that comes from confidence in your value; change the topic of conversation at the water cooler with confidence (and see the positive response you get!), and make your breadth of responsibility at home and the workplace a strength –something that makes you a better leader. Obstacles become opportunities. 

How do you sustain it on the days when self doubt shows up?

My inner purpose and sense of value comes from many places and I think that’s important for everyone, to feel a sense of worth in multiple ways. Knowing that my children are proud of me, my partner supports me, and my family values me for me helps me stay grounded and comfortable in myself. 
But that’s not to say I don’t have days where I have a crisis of confidence… I work in an industry where I’m surrounded by incredibly smart people –female and male– and that can be intimidating! Reminding myself that I’m fortunate to be surrounded by folk far smarter than me helps to keep me grounded also. 

How would you describe your leadership style, and how has it been shaped by your experiences as a woman?

I think those around me would recognize my leadership style is to put ‘team’ at the centre of everything I do. Earlier in my career, I worked in environments where the individual came before the team. This was at conflict with my preferred style; so now I’m in the CEO seat, I enjoy being able to apply team mentality wholeheartedly –and prove a high-performing team will always be stronger than the individual. 
What advice would you share with women who want to grow their careers and step into leadership roles?
Be confident and true to yourself. When being true to yourself means being overly modest, asking permission to speak, contributing apologetically –dig deeper, and ask yourself: is that really you, or just a symptom of your environment? Take control of what you want to achieve, and pursue it with confidence.

Looking ahead, what is your vision for the future and for the next generation of female leaders in our industry?

 “The brightest minds, lighting the way to a thriving shared natural environment”. This has been our drumbeat at APEM since I joined and will continue to be our north star as we grow our global footprint, capabilities and clients.  It’s great having the benefit of being surrounded by a diverse peer group and a business where we can learn from each other to grow a sustainable future for our people and clients.

You’re very intentional about highlighting other women around you…

As their leader, I’m hugely grateful to be able to represent the environmental consulting industry, which has a strength of female leaders, innovators, and absolute experts in their field. It’s important to call this out: APEM is home to some globally recognized female leaders who have been trailblazing long before I became CEO. I am one of many at APEM and I hope my role as the first woman to lead a division at Applus+ can offer further support to other women’s progress and success.

To close, what message would you like to share with colleagues across Applus+ on this International Women’s Day?

To everyone reading this, the strength of what we can achieve comes from tapping into the strengths of everyone on the playing field, regardless of gender. Imagine what we can achieve when we take a moment to learn from each others’ strengths and combine them to create something great. Gender diversity benefits us all –let’s be open to learning each others’ differences to bring out the best of us all.