Fortune: The finance sector remains a male preserve. How does it feel to be one of the women recalibrating that balance as you climb?

Lishan G. Girmay: Indeed, it remains male-dominated, particularly at the leadership level. Recalibrating that imbalance requires resilient, determined women willing to step forward and lead. As I progress in my career, I see myself not only as part of that change but also as a role model for other women aspiring to senior management level. I try to contribute actively through mentoring and training, helping to create pathways for more women to advance and succeed in the industry.

Q: Beyond the statistics, why do you think this industry has remained so stubbornly monochromatic for so long?

I believe it is rooted in historical and structural factors. The number of women entering the finance industry with relevant qualifications was very limited, particularly in the early years after the sector was liberalised. When I joined my finance department in 1999, for instance, I was the only female accounting graduate in that space. Leadership and promotion decisions were also traditionally dominated by men, often shaped by long-standing social norms that underestimated women’s leadership capabilities. Women were frequently seen as better suited to support roles than decision-making positions.

Q: What are the unwritten constraints you have had to clear as a woman to secure your seat at the executive table?

The expectation to remain silent even when I had stronger ideas or valuable insights to contribute. There is often subtle pressure to be agreeable, to avoid challenging prevailing opinions, and to fit into established dynamics rather than reshape them.

Q: Was there a sliding-doors moment, a specific turning point, that steered you towards the C-suite?

The first came when I was serving as a division manager in digital banking and had the opportunity to support the chief executive in managing corporate customer relationships during a vacancy in the director role. Through that experience, I demonstrated my ability to communicate effectively, build relationships, and lead at a higher level. That ultimately led to my appointment as a director. The second defining moment came when I was entrusted with leading the marketing and communication directorate, despite my background being deeply rooted in operations. Stepping into that role required me to learn quickly, adapt and unlearn. Successfully navigating that transition helped me grow into a more versatile and multifaceted leader.

Q: There is a pervasive myth that a career in finance requires mathematical brilliance. How much of that is reality, and how much is branding?

I would say it is more myth than reality. While a basic understanding of numbers is certainly important in finance, success in the industry is not defined by advanced mathematical ability. In many cases, what matters more are skills such as critical thinking, communication, strategic insight, and the ability to understand clients and markets. The industry demands a much broader and more diverse skill set.

Q: If you could sit down with your 20-year-old self, what is the one piece of non-career advice you would give her to make the journey easier?

Honestly, I would not change anything. Every challenge, uncertainty and experience played a role in shaping who I am today. If I had to say something, it would simply be this. Trust the journey a little more, because even the difficult moments have a way of building strength, clarity and resilience over time.

Q: Whom do you credit most for the architecture of your success?

I credit my father as a foundational influence in my journey. He believed in me from an early age and created space for me to sit with him, express my thoughts and engage in meaningful discussion. That early encouragement built my confidence and shaped how I see my own potential. At the same time, I also credit myself, because I chose to believe in who I am and what I can achieve. That self-belief, combined with the foundation my father gave me, has been central to my journey.

Q: When was the last time you saw another woman in action and thought, "I want to be like her?" Who was it?

One of the most recent moments I felt truly inspired was while listening to Christine Lagarde. As President of the European Central Bank and former managing director of the IMF, she has a remarkable leadership journey. What struck me most was her mindset, especially when I heard her say on the Moonshots podcast, “I’ll find my way, and if I don’t, I’ll make it.” That level of confidence, resilience and determination resonated deeply with me. It is a powerful reminder of the kind of bold, self-assured leadership I aspire to embody.

Q: Did you ever actually visualise yourself in this position, or was this a destination you discovered along the way?

I did visualise myself in a leadership position long ago. I always had a clear sense of where I wanted to be. The journey, however, took longer than I had anticipated, largely because of the obstacles women often have to navigate along the way. In many ways, it was both a vision and a discovery. I knew the destination, but the path required patience and persistence. Reaching this position may have taken time, but that has made the journey all the more meaningful.