As the women’s historic month wraps up, Abiola Laseinde, a business executive, lawyer and convener of the CIO and C-Suite Awards tells Vanessa Obioha that empowering females in technology should move beyond conversations
A Women’s Economic Empowerment report released by BUDgIT last year showed that only 30% of tech company founders in Nigeria are women. What does this statistic reveal about the real state of gender inclusion in the country’s tech ecosystem?
That statistic tells us that while progress is often celebrated publicly, true inclusion is still far from where it should be. When only about a third of founders are women, it reflects deeper systemic issues—limited access to capital, fewer opportunities for leadership exposure, and cultural expectations that still discourage many women from pursuing entrepreneurship in the technology sector.
It also shows that the ecosystem still needs to become more intentional. Inclusion cannot just be a conversation or a conference theme; it must translate into investment decisions, hiring practices, leadership pipelines, and opportunities for women to build and scale technology ventures.
The encouraging part is that we are seeing more women stepping forward, building solutions, and claiming their space. Our responsibility now is to ensure the ecosystem supports them adequately.
In your experience, what remains the most difficult barrier for women trying to build careers in technology in Nigeria? Is it access, bias, funding, or something deeper within the ecosystem?
It is a combination of factors, but the most persistent barrier is access—access to opportunities, networks, funding, and visibility.
Many talented women exist within the ecosystem, but they often lack the platforms and connections that help accelerate careers. Technology is an industry where relationships, mentorship, and exposure play a significant role in advancement.
There is also the issue of unconscious bias. Sometimes women have to prove their competence repeatedly before they are taken seriously in technical or leadership roles.
So the challenge is not capability. The challenge is creating an ecosystem where talent is equally recognised and supported regardless of gender.
Technology remains largely male-dominated. What practical strategies have helped women not just enter the field but rise into leadership and decision-making positions?
From my experience, three things consistently make a difference for women who want to move beyond participation in the industry and into leadership roles.
The first is intentional skill development. Technology evolves rapidly, so women who invest in building both technical expertise and leadership capabilities position themselves strongly within the ecosystem.
The second is visibility and access to the right networks. Many opportunities in the technology industry come from being in the right rooms, having the right conversations, and being connected to decision-makers. When women are given platforms to showcase their expertise and build strategic relationships, it accelerates their growth significantly.
The third is community and structured support systems. Over the years, I realised that many talented women in technology were working in isolation without the networks, mentorship, and visibility that help careers grow. That realisation was one of the reasons I founded the Ladies in Tech & Leadership Network.
The platform was created as a way to bring women in technology, business, and leadership together to learn from each other, share experiences, and build meaningful connections that translate into real opportunities. What started as a platform to create conversations has grown into a thriving community that provides mentorship, leadership exposure, and access to influential networks.
Today, the network continues to create spaces where women can connect with industry leaders, gain practical insights, and position themselves for leadership roles within the technology ecosystem. When women are supported by strong communities and intentional platforms, they are far more likely to rise into decision-making positions.
This year’s International Women’s Day theme emphasises giving in order to grow. In practical terms, how well are women in technology supporting and mentoring younger women coming behind them?
This year’s theme, “Give to Gain,” is a powerful reminder that progress within any ecosystem happens when those who have gained experience, influence, or opportunity intentionally give back to others.
In the technology space, I believe we are beginning to see a stronger culture of women supporting other women. More experienced professionals are increasingly recognising the importance of mentoring, sharing knowledge, and creating pathways for younger women entering the industry.
However, there is still room to do more. Giving, in this context, goes beyond encouragement—it means sharing access, opening doors, recommending talented young women for opportunities, and investing time in their growth.
When women intentionally support those coming behind them, the entire ecosystem becomes stronger. That is the true spirit of Give to Gain—the understanding that when we lift others, we collectively expand what is possible for the next generation of women in technology.
There are many conversations about empowering women today. In your view, where is the gap between what people say publicly and what actually happens behind the scenes?
The biggest gap is still action versus intention.
Today, the language around women’s empowerment is everywhere. Many people speak passionately about supporting women, mentoring young girls, or creating opportunities. But the real question is always: what is happening behind the scenes?
Real empowerment goes beyond conferences, campaigns, or social media conversations. It requires intentional investment of time, resources, and influence.
There is nothing wrong with enjoying the rewards of success or aspiring to a good life. However, true leadership also means asking ourselves how we are using our platforms and resources to create opportunities for the women coming behind us.
Sometimes, instead of channelling influence into tangible support—such as mentorship programmes, scholarships, internships, or funding opportunities for young female innovators—we stop at the level of conversation.
For me, the real measure of empowerment is what we build for the next generation. Are we opening doors? Are we sharing access to networks? Are we intentionally supporting young women who have the potential to grow but may not yet have the opportunities?
When we move from simply talking about empowerment to actively investing in the growth of others, that is when real transformation begins.
In your view, what kind of mentorship actually makes a difference for young women entering technology—advice, sponsorship, access to networks, or something else?
The mentorship that truly makes a difference goes beyond advice.
Young women benefit most from sponsorship and access. That means mentors who not only guide them but also advocate for them, introduce them to the right networks, and open doors to opportunities.
Advice is important, but opportunities are transformative.
The most impactful mentors are those who are willing to say, “Come into this room; let me introduce you to the people who can help you grow.”
That kind of mentorship accelerates careers and builds confidence in ways that traditional guidance alone cannot.
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