Girls just wanna have funds flows……. How we can support more women in Mergers and Acquisitions

Mergers and acquisitions can be one of the most exciting and influential areas of business. 

Yet despite its influence, M&A remains one of the least gender-diverse corners of the corporate world. Many a time, when I’m chatting to people at events, there’s the question: Why are there not more women in CF?
In our own recent graduate recruitment campaigns, applicants who identified as female were significantly underrepresented. So why was that?

The reasons may be complex: demanding hours, limited visibility, and a lack of mentorship or female role models. Or the reasons may be simple – you can't be what you can't see.

Benefits of having a diverse team

The benefits of having more women in M&A are undeniable: Not only because it’s the right thing to do, but because diverse deal teams perform better, negotiate smarter, and make decisions that drive more substantial long-term value.

1. Diversity Drives Better Deal Outcomes
Numerous studies have shown that diverse teams outperform homogeneous ones in complex decision-making. In M&A, judgment, perspective, and negotiation nuance matter as much as financial modelling.
A 2020 McKinsey report found that companies in the top quartile for gender diversity on executive teams were 25% more likely to have above-average profitability. In a field like M&A, where deal performance directly impacts value creation, that’s not a slight edge.
 

2. Empathy is a Competitive Advantage
A lot of people think CF advisors are all about the numbers, don’t get me wrong, I love a good index match as much as the next (!), but what I really love is the relationships you build with your team, your clients and other advisors. While financial acumen is non-negotiable in M&A, empathy and emotional intelligence are just as vital, especially when navigating the human side of deals. 

The science bit: Studies show Estrogen levels positively correlate with emotional empathy scores. Not only that, it's also been proven that women show greater activation in brain regions associated with emotional processing (e.g., anterior insula, medial prefrontal cortex) when observing others in distress than their male counterparts.  In practice, this neurological basis for higher levels of empathy means women can play an essential role in the advisory world - they can read the room, build trust, and lead others through change more effectively. In M&A, that’s not a “soft skill.” It’s a competitive advantage.

Owner-managers embarking on the sale of their Business are undergoing life-changing events. The process can often involve facing difficult personal decisions, making compromises and regularly questioning if you’re doing the right thing. Advisors who can understand and manage those dynamics effectively and communicate effectively can reduce friction and increase completion success rates, but more importantly, ensure the best outcome for the client.

So, the real question isn’t why we need more women in M&A, it’s how we can get there.

1. Build Visible Role Models and Mentorship Networks
Representation matters. When young women see successful female dealmakers leading transactions and winning awards, they begin to view M&A not as an exclusive boys’ club, but as a space where their skills and ambitions belong. I was so proud to sit with my team at the 2025 Dealmakers, which was almost 50/50 male and female members, as we all congratulated a female peer on being Dealmaker of the Year. Quite a different story from when I started my journey in Corporate Finance 20 years ago. 

At Heligan, we have hosted many successful networking events to facilitate connections across all levels in the Midlands. Pairing early career with experienced mentors or sponsors who can guide them through deal cycles, advocate for them, and open doors for new job opportunities is one of the most potent ways to help everyone thrive.

2. Make Flexibility a Strategic Priority
M&A has a reputation for long hours and unpredictable workloads. That culture often discourages talented men and women from seeing it as a sustainable career, particularly when they have young families.

When I was looking to change roles a few years ago, it was suggested by others that I try again when my “circumstances change”. Well, my circumstances aren’t changing until they turn 18 and run off to university or a gap year in Australia (!), but I have been lucky to find a way of making it work at Heligan with the support of a fantastic team, both at work and at home. 

The solution isn’t to lower expectations, but to modernise them. Firms that offer flexible work options, team-based scheduling, and respect for personal time are not only more inclusive — they’re more competitive. Deal teams that prioritise well-being retain their best people and perform better under pressure.

In the long run, flexibility isn’t a “perk.” It’s a business advantage.

As they say, “If you want something done, ask a busy person”. Managing a household and young children whilst developing my career means I must be super organised (not always possible!). As chief multi-tasker, I have spreadsheets and calendars for everything, but ultimately at work, this means I am more action-based (and some may say impatient) as I don’t have time to faff around or worry about the things I cannot control. I have been able to maintain flexible start times and working patterns around my family’s needs. At Heligan, we have a very supportive culture, and at our recent 10-year anniversary celebrations, our founder, Tim Grasby, gave a special mention to all of our families with a special toast to those who have supported us through the demands of dealmaking.

3. Challenge Bias and Change the Narrative
It’s easy to underestimate how much subtle bias shapes the path into M&A. Comments like “she might not want the full-time hours” or “this client prefers male advisors” still echo in some corners of the industry.

Challenging that narrative is everyone’s responsibility. Leaders set the tone. When senior bankers, advisors, or lawyers make inclusion a norm, it changes how women experience the industry day to day.

Inclusivity isn’t about token gestures if you feel it would look better on a pitch; it’s about ensuring that women feel seen, respected, and empowered to lead.
 

4. Engage Men as Allies
It was our male managing partner who suggested I set up the Women Networking Differently initiative. It was our male CFO who was happy (within reason!) to agree a budget to host some fantastic events. It was our male Head of Marketing who is the creative driving force behind the promotion of our events. 

When male leaders mentor women, advocate for their promotions, and speak up for inclusion, they help build a culture where everyone’s potential can thrive.

Final Thought
The world of M&A is changing fast. Technology, ESG priorities, and global collaboration are transforming what makes a “good deal.” The new era of M&A will rely on diverse thinking — people who can combine analytical rigour with creativity, empathy, and innovation.

Supporting women in M&A isn’t about meeting quotas. It’s about unlocking potential, building better teams, and driving smarter deals. More women in M&A means a stronger pipeline of female talent entering the field. 

That’s why the next generation of dealmakers must include more women. Not as a checkbox, but as a competitive advantage. So if you’re considering a career in corporate finance, or thinking about a move, don’t count yourself out because it seems intimidating if you cannot meet every criterion on the advert and don’t feel it is exclusive to a particular kind of person.
 

Step into it. Challenge it. Redefine it.
 

Because the industry doesn’t just need more women, it needs more of what women bring.