Since 2015, , aged 49, has held various mandates, mainly in the hotel property sector, working with internationally renowned hotel operators such as Four Seasons, IHG, Residor and Hard Rock, amongst others. A certified independent director, she has expertise in corporate governance and regulatory compliance, strategic asset management and international taxation and cross-border tax engineering.

Paperjam: What are the main challenges you have encountered as a female independent director?

Irina Svinar: Amongst the many challenges I have encountered, I consider that one of the most significant is equal opportunities for women to access positions that enable them to acquire the experience and visibility that are essential for a role on a board of directors. These positions often play a key role as springboards to more senior responsibilities. Although significant progress has been made, I believe there is still some way to go to ensure that more women are fully recognised, supported and actively encouraged to take up these strategic positions.

How do you deal with any resistance or scepticism towards you?

I approach resistance and scepticism calmly, avoiding any defensive posture. I favour a response based on facts and clear, structured reasoning, whilst adopting a professional attitude. This approach allows me to build both respect and credibility with my interlocutors.

Do you think that gender equality is progressing on boards of directors?

Yes, I am convinced that significant progress has been made. Growing awareness and increased societal pressure have encouraged the appointment of more women to boards of directors. Concrete initiatives, such as mentoring programmes or diversity targets, play a key role in this development and undeniably contribute to progress towards genuine equality between men and women.

What do you think about quotas for women on boards?

Quotas have the merit of creating opportunities for competent women who might otherwise be overlooked due to prejudice or unconscious bias. However, they also run the risk of conveying the idea that these women are selected more to fulfil a diversity obligation than for their professional skills. In my view, appointments to boards of directors should above all be based on qualifications, expertise.

As a woman director, do you feel a particular responsibility to champion issues of parity and inclusion?

Although I am not directly involved in active gender activism, I consider that fulfilling my role with excellence is an effective way of demonstrating the value that women bring to leadership positions. This inspires and encourages other women to follow the same path and aspire to leadership roles.

In your opinion, how does diversity influence the performance of a board of directors?

Diversity, whether in terms of career paths, expertise or experience, including gender diversity, often contributes to better results and more informed decision-making. It enriches strategic discussions and strengthens the ability to adapt to complex environments. That said, I aspire that we will reach a point where gender or other immutable characteristics are no longer central to discussions about hiring decisions, making way for assessment based solely on skills and added value.

What solutions or policies do you think could encourage better parity?

Mentoring programmes are an effective way of promoting gender parity. They provide guidance, advice and support for talented women as they embark on their careers. I hold initiatives such as the ILA’s mentoring programme in particular in high regard, as it plays a key role in helping future leaders develop their potential and overcome the barriers associated with access to management positions.

Finally, have you had a landmark occasion or moment in your career that illustrates the value of being a woman on the board?

Many women mention having been the only woman around the table or having felt a lack of consideration. My experience has been different: I’m particularly grateful to my male colleagues, who have always created an inclusive and prejudice-free working environment. Their support has shown that diversity, including gender diversity, can be an undeniable asset to the way a board operates and makes decisions.

What specific advice would you give to a young woman who wants to make her mark in society? What would you advise her against?

I would advise her to follow her passions with determination and resilience, whilst remaining true to her values. It’s essential to focus on what’s meaningful to her and not give in to the pressure to conform to other people's expectations. Authenticity is a major asset in leaving a lasting and significant mark. What I would advise against is playing down your ambitions or underestimating your abilities for fear of not being up to the job. Believing in yourself is the first step to success.

This article was originally published in .