McKinsey partner Olivia Loadwick on structured sponsorship, career confidence, and making inclusion more than a policy

Olivia Loadwick challenges companies to go beyond surface-level diversity efforts, calling for structured sponsorship, real career advocacy, and visible leadership pathways for women.

For Olivia Loadwick, Partner at McKinsey & Company, career progression isn’t just about hard work or ambition—it’s about access to the right opportunities, structured sponsorship, and creating a culture where women feel empowered to step forward.

Having worked across industries and continents, she has seen firsthand that career growth doesn’t happen in isolation.

Women often hear that they need to find mentors and sponsors, but in reality, organisations must take responsibility for ensuring these connections happen in meaningful ways.

To mark ADAPT’s International Women’s Day 2025 celebration, Olivia shared her perspective on career advocacy, breaking barriers to leadership, and the real work needed to make inclusion meaningful in today’s workplaces.

The difference between mentorship and real career advocacy

Throughout her career, Olivia has benefited from mentorship and sponsorship, but she’s clear about their differences. Advice is helpful—but action is what moves careers forward.

“I’ve developed some pretty important relationships organically, but that’s not always the case for lots of women. Telling women to ‘just go out and find a sponsor’ might not be the most effective approach.”

At McKinsey, she has seen how structured sponsorship programs—where organisations actively match individuals with mentors and advocates—are far more effective than informal networking alone.

Businesses must also train sponsors and mentors on what good looks like, ensuring they know how to actively support and advocate for women’s career progression.

Why inclusion needs to be flexible, not one-size-fits-all

For Olivia, gender equity isn’t about a single initiative—it’s about understanding that women have different needs at different career stages.

Companies that truly want to accelerate action on gender equity must move beyond generic policies and instead create cultures of openness, flexibility, and tailored support.

If businesses don’t take the time to understand these experiences, they won’t be able to remove the real barriers women face at different points in their careers.

A leap into the unknown that changed everything

Olivia didn’t plan on a career in technology, but a pivotal early experience changed her perspective on what she was capable of.

“I had the opportunity to work for Samsung Electronics in South Korea in their telecom networks division. I didn’t have a tech background, I didn’t speak the language, and I was in an unfamiliar environment—but my colleagues believed I could figure it out.”

That experience gave her the confidence to step into new challenges without hesitation.

She believes more women would pursue and stay in tech if they had the same kind of support—where capability and potential are prioritised over traditional credentials.

Making an impact means making your work visible

Many women feel uncomfortable speaking about their achievements, but Olivia believes visibility is critical—not just for personal career growth, but for the progress of organisations as a whole.

“Seeking recognition is not a typical female trait. But making your impact visible isn’t just about you—it’s about ensuring the organisation understands where its strengths are.”

She credits McKinsey’s structured feedback culture with helping her overcome the awkwardness of self-promotion.

The firm requires regular impact reviews and written summaries of accomplishments, which not only serve as professional evaluations but also help women articulate and recognise their own achievements.

Where businesses should focus next

When asked what Australian businesses should prioritise to accelerate gender equity, Olivia is clear:

“We need to formalise sponsorship, mentorship, and recognition. If these things aren’t structured and embedded into company culture, they won’t happen consistently.”

She also warns of growing pushback against diversity initiatives, urging leaders to stay the course and commit to long-term cultural change, not just short-term optics.

At a Security Edge panel, Olivia Loadwick discussed strategies for articulating cyber risk and securing executive support to protect and enable organisations.