In an exclusive interview with She & Success Business Magazine, Dr. Georgette Zinaty shares a powerful perspective on leadership rooted in confidence, community, and courage As the Founder and CEO of Women Helping Empower Women (WHEW), Dr Zinaty has built more than an organization she has created a movement designed to shift how women, particularly BIPOC women, access opportunity, capital, and influence
Dr Georgette Zinaty stands at the forefront of global business transformation, innovation, and AI-driven scaling as the Founder and CEO of Women Helping Empower Women (WHEW!) and DGZ Capital Her visionary leadership propels organizations and individuals to new heights, emphasizing breakthrough innovation, strategic achievement, and the integration of advanced technologies to drive sustainable growth
As a distinguished Forbes contributor and internationally recognized thought leader, Dr. Zinaty shapes the future of leadership, inclusion, and business strategy Her expertise is sought after on the world stage, having delivered impactful keynotes at events such as the World Diversity in Leadership Conference sharing platforms with luminaries including Martin Luther King III and Julia Gillard, Former Prime Minister of Australia Her TEDx talks and global speaking engagements consistently challenge conventional paradigms, inspiring audiences to harness the power of innovation and AI for real-world impact
As a BIPOC woman who built her own path to success, you founded Women Helping Empower Women to bridge the gaps that often hold others back. What inspired you to create WHEW, and how has your personal and professional journey influenced its mission?
I personally experienced several challenges as a BIPOC woman and leader rising in complex organizations and realized my story was not unique This was reaffirmed during my doctoral research and work I therefore wanted to create a space and movement to help other women rise, support them in creating the conditions to develop what I call a runway for success and to ensure they had the support systems needed to not just succeed but thrive It was important to ensure that we created a network effect and provided support that really was going to change the game - confidence building, networking up, developing their brand, presentation skills and helping them find not just mentors but champions who will change the game. Underpinning this and in parallel was a focus on innovation and entrepreneurship (and entrepreneurial spirit) recognizing that many women are drivers of our economy and make up a huge segment of SMEs in Canada Therefore creating a platform, space and movement to support this critical group within Canada was core to our national success and story
You’ve faced the challenges of funding, representation, and navigating systems that don’t always serve women equally. What key lessons have you learned about building resilience and credibility as a woman entrepreneur?
Facing challenges like limited funding, underrepresentation, and systemic inequality, in my experience underscores that resilience and credibility are intentionally built A core lesson is the power of strategic networking, not just for personal gain but for creating robust support systems. By actively connecting with experienced professionals, women gain crucial guidance and increased visibility, which helps raise their credibility and access to capital
In my work I emphasize that empowered women empower women, highlighting the importance of collaboration over competition By sharing resources and advocating for one another, female entrepreneurs build collective strength and resilience, turning individual challenges into community empowerment Ultimately, cultivating a growth mindset viewing every setback as a learning opportunity is essential for bouncing back and sustaining long-term business success.
WHEW’s success model is built on the principle of collaboration rather than competition. How has this approach shaped your organization’s growth and impact, and what do you believe makes this philosophy so powerful in advancing women’s leadership?
Credibility is about knowing yourself, your business, the landscape (local and global), being authentic and delivering on what you say you will do on time Underpinning this is trust, flawless execution and reputation
WHEW's "collaboration over competition" model is a strategic force multiplier built on the abundance mindset the belief that collective success is superior to individual needs This approach has fueled growth by creating a supportive, high-trust ecosystem where members openly share knowledge, resources, and networks, leading to more innovative solutions and broader opportunities for everyone It is a lot harder to achieve and do than to just say it
This philosophy is especially powerful for advancing women ' s leadership because it directly counters the historical scarcity mindset Instead of competing for limited roles, women unite to amplify their voice and accelerate systemic change We can say we lift one another but how do we live that truth daily and show up for each other when it actually actively matters WHEW is a place that teaches you how to do that so we can amplify and change the landscape for the next generation
For example, in Finance, unbiased access to capital and high-level sponsorship, directly countering historical exclusion In Technology, peer-to-peer collaboration and mentorship programs help women collectively navigate bias and build a critical mass, ensuring they are retained and advanced in the talent pipeline
The Centre for Innovation and Inclusion is one of WHEW’s most impactful initiatives. How does it support BIPOC women and startups, and what unique opportunities does it provide that traditional systems often overlook?
The Centre’s impact is centered on three crucial areas often overlooked by the mainstream:
1)
Access to Capital & Networks:
Traditional systems suffer from bias, leading to BIPOC women receiving disproportionately low funding The Centre combats this by working with our network to help provide accessibility and actively connecting founders with diverse investors and resources, effectively closing the funding gap It ensures that capital is available based on merit and potential, not just existing networks.
Validation and Empowerment: It validates the unique lived experiences of BIPOC women as valuable assets for innovation, empowering them to succeed on their own terms This counters the pressure to conform to majority norms, encouraging the creation of more relevant and impactful products and services for underserved markets. We do this by leveraging key partnerships with other like-minded organizations
Community and Resilience: By fostering a high-trust, inclusive community, we reduce the isolation and lack of representation common in the startup world This collective support acts as a foundation for resilience and growth, ensuring that founders have the sustained backing needed to navigate a challenging entrepreneurial landscape
WHEW continues to evolve to meet the needs of women across generations, from students to seasoned professionals. How do you stay attuned to these changing needs, and what’s next for the organization’s growth and impact?
WHEW's foresight begins with its leadership My own research on business leadership, DEI, Innovation and the future of work positions the organization to anticipate global trends and is complemented by the board and volunteer work I do which helps to inform our short and long term strategy Our strategy is therefore informed and aligned to support the next generation of leadership by addressing critical issues like inclusive AI and hybrid work challenges and scaling businesses when there are critical challenges (like COVID, Tariffs etc)
The crucial feedback comes from two main networks:
Ambassadors: The WHEW Ambassadors are diverse, embedded leaders providing real-time, granular feedback on the practical, day-to-day challenges and emerging skill gaps faced by women across various industries and generational cohorts
Global Network: The wider network facilitates open discussions, capturing a broad spectrum of needs, from students requiring foundational mentorship to senior executives needing specialized sponsorship and boardroom preparation.
As the founder and as coach, global speaker I gain such insights from my work that there is a feedback loop to ensure we remain impactful, foresight thought leaders and change makers.
WHEW's future growth focuses on systemic influence This includes scaling initiatives to ensure greater accessibility to capital for BIPOC women in high-growth sectors Ultimately, the organization, guided by our vision of Heart First Leadership, aims to redefine organizational culture, making the future of leadership fundamentally collaborative, diverse, and inclusive
The Centre's success is its dedication to equity, fostering an environment where diverse visionaries can unleash their full potential and drive positive, lasting change
Nadia Padassery Redefining People Strategy With unHR
The founder and CEO of unHR, Nadia Padassery, is changing how small and growing Canadian businesses view growth, leadership, and people She is an award-winning HR executive who is now an entrepreneur and executive coach. She runs a cutting-edge people and culture consultancy created specifically for creators who want strategic HR without the bureaucracy or the full-time cost
From Corporate HR Executive to Entrepreneur
Before founding unHR, Nadia held senior HR leadership roles across a variety of industries for over 25 years During that time, she oversaw sizable teams and led businesses through fast expansion, restructuring, and change She had firsthand knowledge of what works and what doesn't in engagement, performance, and culture, gained through her corporate experience
NadiaPadassery Business Woman of the Month
Over time, she discovered a significant gap: although facing the same complex people-related challenges as large firms, small and mid-sized businesses seldom had access to seasoned strategic HR leadership Instead, entrepreneurs frequently had to manage hiring, compliance, conflict, and culture on their own, which hindered their ability to grow
Building unHR: People Solutions, Simplified
For small and growing firms, unHR is a boutique people and culture consultancy that provides CEO coaching, fractional HR leadership, and customized people operations assistance Nadia's concept integrates strategy, leadership development, and culture-building with the specifics of hiring, performance management, and HR compliance, rather than focusing solely on regulations and paperwork
Nadia has received praise nationwide for her work Her creative approach and influence in the small-business environment have earned her the 2025 CEO of the Year Awards Canada in the Accessible HR Service Consulting category She serves as a facilitator for SCNetwork, leading peer forums for senior HR leaders and guiding discussions on contemporary people strategy and leadership Her colleagues refer to her as an "HR disruptor "
The commercial and entrepreneurial groups need her expertise Nadia actively participates in the BNI Aurora Gold Standard chapter, where she shares people-first growth techniques and offers support to other business owners. Additionally, she serves as a board director for the Herbert H. Carnegie Future Aces Foundation, offering her people and governance skills to a group that promotes character education and student leadership
Championing Founders and Small Business Leaders
Through LinkedIn, webinars, and workshops, Nadia consistently produces valuable content for founders on subjects including termination rights, first-time hiring, upskilling teams, and developing resilient leadership She repeatedly emphasizes a crucial point: your company will expand only to the extent your leadership philosophy permits.
Her workshops with groups such as the York Small Business Enterprise Centre teach new hires to recruit, train, and support employees in ways that safeguard the company and enhance its culture In other speeches, she argues that investing in people's competence is one of the best growth strategies for SMEs and educates CEOs on how to upskill teams in a quickly changing environment According to Nadia, HR is a strategic engine for performance, innovation, and long-term sustainability rather than merely a means of reducing risk
A Playbook for Human-Centred Scaling
Nadia provides a manual for human-centred scaling with unHR:
Start by being clear about your expectations, vision, and values
Create recruitment, performance, development, and feedback processes that are straightforward and repeatable.
Invest in leadership coaching to help managers and founders set an example for the culture they want to build.
Nadia Padassery is transforming how Canadian entrepreneurs build teams, cultures, and businesses by bringing executive-level HR strategy to the small-business table She demonstrates through unHR that people strategy can be one of the most effective tools for entrepreneurial success when it is deliberate, approachable, and human-centred
January 2026 marks a watershed moment for Canadian female entrepreneurs, with momentum, statistics, and policy all pointing in the same direction: it is time to think bigger and lead more visibly According to recent data from the State of Women's Entrepreneurship in Canada 2025 report, women-owned enterprises now account for around 18-19% of all Canadian firms, with a steady increase since 2017 At the same time, women-owned and majority-women-owned businesses have some of the highest innovation rates in the country, despite ongoing restrictions in finance, technology, and markets January becomes more than simply a new calendar page; it is a strategic reset point for female owners ready to go from resilience to expansion
WhereWeStand
The current WEKH report provides a detailed picture of women ' s entrepreneurship in Canada Women's startup aspirations are now on par with mens and above the global norm Women-owned enterprises are exporting at rates comparable to those of men-owned SMEs, and in some non-US markets, they even exceed them The study shows that women-owned businesses still face challenges in accessing finance, adopting emerging technologies such as AI (12.3% vs. 16.5% for men-owned organizations), and being underrepresented in high-growth scale-ups
According to BDC's 2025 research, women entrepreneurs are coping admirably with inflation, labour shortages, and changing customer trends Three-quarters of female entrepreneurs surveyed reported successfully managing changing client expectations through valueadded services and customization, rather than discounting These data suggest that 2026 is a natural "next chapter" for leveraging resilience and increasing growth, visibility, and strategic risk-taking
ImageCourtesy:Canva
Why2026IsaPowerYear
Canada's Women Entrepreneurship Strategy (WES) has evolved from a niche project to a key component of the national economic agenda WES, supported by billions of dollars in public investment, has expanded women entrepreneurs' access to financing, networks, and experience, while also strengthening the ecosystem of accelerators, incubators, and support groups A study of WES and related measures shows that women entrepreneurs are increasingly engaged in industries once considered off-limits, including export, innovation, and procurement
According to BDC's opinion, women entrepreneurs prefer to respond to instability by adapting rather than retreating investing in customer service and customization, and selecting technology over competing on price Ecosystem perspectives, such as those featured in a new series from Women of Influence+ and TD Women in Enterprise, highlight the stories of founders who have taken significant steps, including entering overseas markets, pivoting into technology, or restructuring their businesses for scale Their advice for 2026 is consistent: set goals that are a little uncomfortable, and then create the systems and support to achieve them
Leaders across Canada's ecosystem have made it clear that the next phase will be about scale, visibility, and influence Dr Wendy Cukier and the WEKH team emphasize the importance of womens entrepreneurship for Canada's economic development, innovation, and sustainability. The strategy should now prioritize empowering women to fully capitalize on high-growth possibilities WES-affiliated government leaders emphasize that increasing women ' s economic participation could boost Canada's GDP by billions of dollars, making women ' s economic growth more than a matter of fairness
ImageCourtesy:Canva
JanuaryasaStrategicReset
Many female founders have spent the last few years navigating inflation, supply chain instability, and labour shortages According to the 2025 WEKH and Business Data Lab reports, surviving companies had excellent innovation capabilities and operational discipline, positioning them for growth January 2026 presents an ideal opportunity to convert from survival to growth thinking asking not "How can I get through this?" but "Where am I going to lead next?"
The present moment marks a watershed for female entrepreneurs, as the focus shifts from post-pandemic survival to structured growth Many evaluated their models based on SOWE and BDC principles, investing early in digital technologies, confirming export readiness, and planning intentional hiring to support scalable growth
ACalltoLeadBigger
The numbers are precise: Canadian women entrepreneurs are more numerous, more innovative, and more essential to the economy than ever before, despite ongoing impediments With WES, Budget 2025, and a developing support network in place, 2026 allows women founders to assert their position not only as business owners but also as national leaders in innovation, job creation, and social impact The most effective New Year's resolution is to pursue new markets, visibility, and impact, rather than just working harder January 2026 is the time to make those power maneuvers a reality
Jennifer Usher is a marketing leader, entrepreneur, and advocate for purpose-driven growth. As Founder & CEO of Swoop Marketing & Communications, she built one of Canada’s early remote boutique agencies, partnering with organizations for more than a decade to create brands that connect, inspire, and deliver results.
Jennifer’s leadership is shaped as much by life as by business. After the tragic loss of her son, Brandon who died by suicide, in 2024, she transformed grief into action by launching Brandon’s Light, a mental health awareness initiative focused on compassion, conversation, and community
Known for her authenticity, empathy, and strategic mindset, Jennifer mentors women entrepreneurs and executives, helping them navigate growth with confidence and clarity Whether guiding clients or supporting others through challenges, she leads with heart believing that meaningful success is built when purpose and people come first
In an exclusive interview with She & Success Business Magazine, Jennifer Usher, Founder & CEO of Swoop Marketing & Communications, opens up about leadership shaped not just by strategy and experience, but by resilience, empathy, and an unwavering commitment to purpose. Jennifer’s journey reflects the evolution of modern leadership one that values flexibility, human connection, and authenticity alongside performance.
You founded Swoop Marketing over a decade ago, at a time when remote agencies were rare. What inspired you to take that unconventional path, and how did you turn a boutique model into a trusted partner for businesses across Canada?
I started Swoop Marketing & Communications in 2013 with a simple belief: great work doesnt require a big office it requires great people, trust, and a shared commitment to results At the time, remote agencies were almost unheard of, but I saw an opportunity to build a boutique model that was agile, deeply collaborative, and focused on relationships over volume
My inspiration came from wanting to create meaningful partnerships, not transactional engagements. I wanted clients to feel like we were an extension of their team, invested in their success as if it were our own By staying intentionally small and senior-led, we ’ ve been able to deliver strategic thinking, creative execution, and consistent care that larger agencies often struggle to maintain
Over the years, that approach has helped Swoop grow through referrals and long-term partnerships across Canada Our clients trust us because we listen, we show up, and we deliver and because we build every strategy around their people, their purpose, and their goals
Your story is one of both remarkable achievement and deep personal loss. How has the experience of navigating tragedy shaped your leadership, and how have you turned grief into a renewed sense of mission within your company and community?
Losing my son, Brandon, in February 2024 who died by suicide was the single most devastating experience of my life Grief changes you, it strips everything back to what truly matters For me, it reshaped how I think, lead, how I listen, and how I show up for others
Through that loss, I found a renewed sense of purpose: to be more open about mental health, to break stigma, and to create spaces where people feel seen and supported That has carried into my work at Swoop and into the creation of Brandon’s Light, a platform dedicated to mental health awareness, storytelling, and community impact
Grief gave me clarity: success isnt just about growth or numbers, it’s about the lives you touch, the conversations you start, and the light you help others find, even in dark moments
You’ve spoken about authenticity and empathy as key strengths in your leadership. How do you balance compassion with strategy in decision-making and how have these qualities helped build trust and loyalty among clients and team members?
For me, compassion and strategy are not opposites they’re partners The best decisions come from understanding both the business challenge and the human impact behind it. I lead with empathy, but I ground that empathy in clear goals, data, and accountability
Authenticity means showing up as yourself admitting when you dont have all the answers, listening deeply, and being honest about what’s possible That builds trust quickly, whether with clients or team members People know where I stand, and they know I care
At Swoop, this approach has helped us form long-term relationships Clients trust us with big decisions because they know we ’ re not just chasing outcomes, we ’ re protecting their brand, their people, and their reputation Internally, it creates loyalty because our team feels valued, supported, and challenged in the right ways
When people feel respected and heard, they bring their best ideas forward That’s where strong strategy comes from not just insight, but connection Marketing continues to evolve rapidly with digital transformation, AI, and changing audience behaviors. How does Swoop Marketing stay ahead of trends while maintaining a human-centered, purposedriven approach to brand storytelling?
At Swoop, we embrace innovation but we never lose sight of the human behind the screen AI, automation, and digital tools have transformed how we research, optimize, and execute, but storytelling will always be about people: their needs, fears, goals, and values
We stay ahead by constantly learning, testing, and adapting whether that’s new platforms, data strategies, or AI-powered workflows But we use technology to enhance creativity and insight, not replace them It helps us move faster and smarter, so we can spend more time on strategy, relationships, and meaningful narratives
You’ve mentored women and executives throughout your journey. What advice would you offer to women entrepreneurs who are navigating growth, self-doubt, and the pressure to “do it all”?
First, know this: you don’t have to do it all, and you don’t have to do it alone The pressure to be everything; leader, visionary, caregiver, problem-solver can be overwhelming Give yourself permission to ask for help and to set boundaries
Self-doubt is part of the journey Every woman I’ve mentored, including myself, has faced it The key is not waiting until you feel “ready,” but moving forward anyway Confidence grows through action
Focus on building strong relationships with mentors, peers, and people who challenge and support you And choose growth over perfection You’ll learn far more from trying, adjusting, and trying again than from waiting for the perfect moment
Our purpose-driven approach means every campaign starts with “why ” Why does this brand exist? Why should anyone care? From there, we build stories that feel real, relevant, and emotionally resonant
In a world of noise and automation, authenticity cuts through The future of marketing isn’t just smarter tech it’s smarter connection
In an exclusive interview with She & Success Business Magazine, Agnes Lan, Founder and Vice President of Change Connect Inc , shares how choosing entrepreneurship over a traditional corporate path became a deliberate decision to lead with clarity, balance, and impact At a pivotal moment in her life and career, Agnes set out to build a firm that values execution as much as strategy, and people as much as performance.
Agnes Lan is a highly accomplished professional whose expertise bridges business strategy, engineering, and sales leadership With a career rooted in the intersection of technology, business development, and revenue growth, Agnes has built a reputation for delivering measurable impact in complex environments
As the Founder and Vice President of Sales at Change Connect, she brings a strategic lens to every engagement, driving sustainable growth while cultivating long-term client partnerships. Her leadership is grounded in a results-driven mindset and an agile approach to today’s evolving business landscape.
You founded Change Connect after choosing entrepreneurship over a corporate career. What inspired that decision, and how did your experiences as a mother and professional shape the values and mission behind your firm?
Change Connect was born at a moment of personal and professional recalibration After returning from maternity leave, I found myself at a crossroads continue on a traditional corporate path or build something that aligned more closely with my values, pace, and purpose Entrepreneurship wasn’t a rejection of corporate life; it was a conscious decision to create a different model of leadership and impact
Motherhood sharpened my clarity It forced me to be intentional with time, energy, and priorities, and it reinforced the importance of sustainability both personally and professionally I wanted to build a firm that delivered results without burning people out, that valued relationships as much as outcomes, and that met clients where they were, not where a framework said they should be
Change Connect was designed to bridge strategy and execution in a practical, human way Our mission is rooted in helping organizations move forward with confidence through trust, clarity, and partnership while creating an environment where people can grow, contribute, and still show up fully in their lives outside of work
You launched Change Connect at a time when consulting was heavily male-dominated. What challenges did you face establishing credibility as a woman leader, and how did you earn your place at the table through results and resilience?
Timing worked in my favour. I launched Change Connect during a period of meaningful change in the consulting industry, when organizations were actively seeking more diverse perspectives and more practical, execution-focused leadership That shift created space for different leadership styles to be valued and I was ready to meet that moment
For me, credibility came down to holding standards, maintaining confidence, and not internalizing doubt that didn’t belong to me I focused on being consistent in how I showed up and reliable in how I delivered. Over time, results created trust, and trust created opportunity
I also learned the importance of choosing the right tables Not every room requires permission, and not every opportunity is worth pursuing Building credibility wasn’t about proving myself louder it was about proving myself reliably. That philosophy shaped my leadership approach and became foundational to Change Connect’s culture: performance-driven, grounded, and built on earned trust rather than titles or optics
Change Connect’s success is built on a culture of trust, inclusion, and empowerment. How have empathy, emotional intelligence, and diversity shaped your leadership style and the way your team drives innovation?
Empathy and emotional intelligence are not “soft skills” in our work they’re strategic capabilities Consulting and advisory work requires trust, especially when organizations are navigating change, uncertainty, or growth pressures My leadership style has been shaped by listening first, understanding context, and recognizing that people bring different experiences, constraints, and strengths to the table
Diversity of background, thinking, and lived experience has been a catalyst for better outcomes at Change Connect When people feel respected and safe to contribute, ideas surface faster, assumptions are challenged more constructively, and solutions become more practical and resilient Innovation, in my experience, rarely comes from a single voice; it comes from well-facilitated collaboration
ImageCourtesy:ChangeConnectInc
As a leader, my role is to create clarity, set direction, and remove friction while giving the team the autonomy to solve problems in their own way That balance of structure and trust allows our team to adapt quickly, think critically, and deliver solutions that actually work in the real world, not just on paper
You’ve become a strong advocate for women in business through mentorship, teaching, and community leadership. How do you use your platform to support women founders and ensure the next generation faces fewer barriers?
I’m intentional about using my platform to normalize access access to knowledge, networks, and honest conversations about growth and leadership Much of the support women need isn’t about confidence; its about clarity Through mentorship, teaching, and community initiatives, I focus on practical guidance: how to structure a business, secure funding, build partnerships, and make decisions without second-guessing their seat at the table.
I also believe representation matters By being visible whether through speaking, teaching, or community leadership I hope to show that there isn’t one “right” way to lead or build a business Success can look different across seasons of life
From building award-winning teams to empowering future leaders, you’ve turned your entrepreneurial journey into a legacy of impact. What does legacy mean to you, and how do you hope Change Connect continues to inspire transformation in the years ahead?
Legacy, to me, isn’t about scale or recognition it’s about leaving people and organizations stronger than when I found them It’s reflected in leaders who gained confidence, teams that operate with clarity, and businesses that are better equipped to navigate change long after an engagement ends
I hope Change Connect continues to be known for substance over noise practical advice, thoughtful execution, and partnerships built on trust As we grow, the goal is not just to expand services, but to deepen impact: supporting more organizations, mentoring future leaders, and contributing to ecosystems where collaboration drives progress
Personally, legacy also means modelling a sustainable way to lead one that balances ambition with perspective, and results with humanity If Change Connect inspires others to build businesses that are resilient, values-driven, and peoplecentered, then I’ll consider that a meaningful measure of success
In an exclusive interview with She & Success Business Magazine, Carmen Puente shares a deeply human story of migration, self-discovery, and purpose-driven leadership From rebuilding her life as a newcomer in Canada to creating platforms that amplify the voices of women often left unheard, Carmen’s work is rooted in connection, courage, and community.
CARMEN PUENTE She comes from Caracas, the capital city of Venezuela, a country located in the northern part of South America, where the Caribbean sun wakes you up every day and its people surround you with their affection and joy She is a business administrator by profession with a master's degree in business management and more than eight years of experience in the field. She arrived in Canada on September 17, 2013, accompanied by her one-year-old son and her husband. Like many immigrants, she came in search of a better quality of life, security, and opportunities that would allow them to achieve their dreams and goals. She currently works at Red River College Polytechnic and has had the opportunity to grow both personally and professionally She started as an international student, then continued her English studies as a permanent resident, and finally had the opportunity to begin working at the Language Training Center, now called the Center for Newcomer Integration
You arrived in Canada as a newcomer, rebuilt your life, and went on to found Training & Empowerment Women Congress MB and now the Women Without Limits book. What personal experiences led you to create this organization and this first bilingual collective book?
Migration is undoubtedly one of those personal events that transforms your life and makes you more empathetic and compassionate toward others Going through my own process and seeing how other women were suffering because they didn’t have a space where they could talk to someone and connect without fear of judgment was one of the reasons that inspired me to do this.
Another important factor, I believe, was reaching my 40s and feeling that what I was doing no longer fulfilled me And of course, everything related to supporting women made me think that perhaps this was the path toward my life’s purpose and I believe I wasn’t wrong in choosing it
Your work centers on immigrant women navigating new cultures, careers, and identities. What have you learned about resilience from your own journey and from the 15 women featured in Women Without Limits that you believe other women in business need to hear?
I have learned that together we can achieve great things, and that we must trust more in the women around us Intuition is that sense that can help us detect whom we want to have around us and whom we don’t We have the ability to surround ourselves with women who uplift us and make us feel that everything is possible In fact, that should be a life rule: learning to recognize which women should be part of our circle; those who add to our lives and help us grow
Women Without Limits is Manitoba’s first bilingual English–Spanish book featuring Indigenous, immigrant, and Canadian women. Why is it so powerful—especially for migrant and Latina women—to see their stories in print, and how do you hope this book will support their sense of belonging and possibility?
This book carries several messages The first is a reminder for women who have forgotten that they are capable of achieving so much because they possess a unique and indescribable strength that is always with them, and because they are a fundamental part of our society We are essential in our families and in our communities Can you imagine a world without women?
Second, this book has a unique power to help readers connect with the women who wrote these chapters It is so special that when you read it, you feel as if they are speaking directly into your ear, telling you that you are not alone.
Through Training & Empowerment Women Congress MB, the Women Without Limits Conference, and your work with the 50+1 collective, you create spaces for connection and leadership. How do these initiatives help women move from inspiration to action in their careers, businesses, and communities?
Everything is a process; nothing happens overnight But feeling that you are not alone in the process is essential That is what we do in this organization; we build bridges and connect women who energize you, inspire you, advise you, and motivate you That is what happens when a group of women comes together: the energy that emerges is different; it’s something that cannot be explained
And that is what we want at Women Congress, to create those bridges that allow women to feel supported and safe enough to take that first step that will transform their lives and the lives of those around them
As you launch Women Without Limits and continue your work in Manitoba’s community, what final message or encouragement would you share with women especially immigrants and newcomers who are still in the middle of their own story and wondering if they have what it takes to lead and succeed?
I would tell them something I am still learning and trying to truly internalize every day: be patient with yourself and with your process Do not compare your life to anyone else’s Accept that you are different and that your journey will be different too. What works for one person does not necessarily work for another
Patience is a virtue that teaches us compassion and kindness toward ourselves It helps us understand that nothing is permanent that difficult moments come and go, and that everything is temporary When we learn to be patient, we become more compassionate, more grounded, and more grateful for life And once we reach that place, life truly begins to change everything feels lighter, clearer, and more possible
In 2026, Canadian women entrepreneurs are encouraged to use money as a strategic tool rather than a source of stress. According to a recent study, the number of women-owned businesses is expanding and creating innovation, but access to funding, pricing confidence, and size remain chronic hurdles Securing capital or credit is the second most crucial challenge for nearly half of female entrepreneurs, trailing only scaling their businesses Simultaneously, federal strategies and new funding are expanding financing options specifically for women
Women entrepreneurs in Canada continue to face a significant financial gap women-owned businesses are less likely to have access to loans, equity, and growth capital than menowned businesses, despite similar or higher innovation rates According to a 2025 TD/WEKH poll, 49% of women entrepreneurs ranked "securing capital or credit" as a critical barrier, second only to scaling
The good news is that financial conditions are improving. Important levers for 2026 include the Women Entrepreneurship Strategy (WES). For start-ups and underrepresented groups, the Women Entrepreneurship Loan Fund provides microloans of up to $50,000 through partners such as Women's Enterprise Organizations of Canada, NACCA, Coralus, Evol, and others
The goal of the Inclusive Women Venture Capital Initiative is to create a more welcoming VC environment for companies run by women The WES Ecosystem Fund supports groups that give women access to networks, capital, and training
BDC Women-Focused Support: In addition to providing customized loans and advisory services, BDC introduced new programs in 2025, including the $50 million Thrive ETA Fund, to assist female entrepreneurs in purchasing already-existing companies.
Independent and hybrid options: Women-focused funds and initiatives, such as the Women Entrepreneur Grant List and the WEOC National Loan Program, offer additional funding avenues
According to BDC's 2025 poll, 75% of female entrepreneurs successfully addressed shifting consumer preferences, frequently by providing value better service, customization, and convenience rather than competing on price Compared with male entrepreneurs, they found that women entrepreneurs had more price-sensitive clientele and were more interested in ease and individuality, indicating that women are more attuned to customer needs.
However, underpricing continues to be a stealthy killer of profits Women founders may be forced to "discount by default" due to a combination of factors, including internalized bias, confusion about market prices, and fear of losing clients
Aspartofyour2026pricingreset:
Start by outlining your best offerings in detail and determining their actual cost.
To ensure your margins support your business, consider not only supplies but also your time, tools, overhead, and any team support.
To better understand your market position, look beyond local comparisons and benchmark your price against Canadian and international competitors
Consider implementing a more effective pricing system that reflects rising value and encourages greater interaction
Every price adjustment should be anchored in a specific benefit, such as improved results, customization, speed, or service.
Above all, keep in mind that valuebased pricing does not require price increases It is about setting prices that enable long-term, sustainable operations and reflect quantifiable results
Designing2026for HealthyMargins
Closing the gender gap could boost GDP by up to $180 billion over the next ten years, according to the Business Data Lab, which calls female entrepreneurs "Canada's biggest lost business opportunity." The key to that opportunity is profitability Womenowned businesses struggle to hire, reinvest in expansion, or withstand shocks when their margins are weak
The first step in creating profit power for 2026 is intention, not speculation.
Establish a target profit margin, such as 15% to 25%, and build your budget backward to ensure every decision you make contributes to that goal
Review subscriptions and recurring costs, eliminating or renegotiating any that don't clearly support your strategic objectives.
To decrease manual labour and boost capacity without unduly complicating operations, use technology sparingly, concentrating on straightforward automation, scheduling tools, or a basic CRM.
To ensure the founder is paid regularly rather than only when funds remain at year-end, consider implementing a profit-first or structured payment approach
To be informed, confident, and in control, review pricing, costs, and product mix every quarter using a straightforward profit and loss snapshot even a one-page spreadsheet.
Here are a few examples of Canadian founders that show trends in research and ecosystem narratives from 2025 These illustrations demonstrate how sound financial decisions lead to tangible results on the ground
Through a regional partner, a new women entrepreneur in Manitoba obtained a $40,000 microloan from the Women Entrepreneurship Loan Fund to invest in digital marketing and equipment. Her company transitioned from month-tomonth survival to a well-defined two-year growth plan.
After mapping her actual expenses and value, a servicebased founder in Ontario executed a pricing reset, increasing rates by 20% and enhancing client communication She strengthened the BDC message that value creation is superior to discounting by keeping the majority of clients and increasing profit per project
In line with national initiatives to increase the number of women in high-growth industries, a digital entrepreneur hired senior staff and increased exports by combining BDC financing with a women-focused fund
As you enter 2026, approach your finances with clarity, intention, and confidence. Financial growth does not require everything to be worked out on day one It is about making consistent, coordinated decisions that support the business and lifestyle you are creating Use the checklist below to perform a realistic reset Revisit it frequently, make adjustments as you progress, and use it as a living guide rather than a rigid plan
The goal is not perfection, but forward movement Every aligned financial action in 2026 becomes a decisive step toward greater stability, independence, and long-term impact
In an exclusive interview with She & Success Business Magazine, Bintou Kourouma, Founder and CEO of Skaly Lingerie Store, shares the deeply personal and professional journey behind building a brand rooted in intention, inclusivity, and technical excellence With a background that bridges fashion education in Montréal and Paris and years of hands-on experience in technical design, Bintou brings a rare blend of craftsmanship and purpose to an often-overlooked category in women’s wellness
Bintou Kourouma is a Canadian Technical Designer and entrepreneur whose passion for fashion began at the age of 10. She learned how to sew alongside the French mother of her best friend an early and formative experience that introduced her to craftsmanship, precision, and the power of clothing as a form of expression. What started as curiosity quickly became a lifelong vocation.
Her professional journey took shape in Montréal, where she pursued studies in Fashion Design at Collège LaSalle, followed by a bachelor’s degree in Fashion Management at UQAM During this period, Bintou developed a strong foundation in garment development, technical illustration, fit analysis, and the full product development lifecycle She discovered that her true strength lay in technical design the essential link between creative vision and real-world production
BintouKourouma
Your journey from studying fashion in Montreal and Paris to launching Skaly Lingerie is deeply rooted in craftsmanship and purpose. What inspired you to create a brand that focuses on inclusivity, sustainability, and innovation in menstrual care?
My journey has always been rooted in craftsmanship and a deep respect for women ’ s bodies From learning how to sew at a young age to studying fashion in Montréal and refining my skills in Paris, I was trained to believe that every detail matters fit, comfort, durability, and intention behind a product
As a Technical Designer working with multiple brands, I gained a front-row view of how often products are created without truly considering real women, diverse body types, or everyday realities This gap became especially clear in menstrual care, where many solutions are disposable, uncomfortable, or lack inclusivity and thoughtful design
Skaly was born from this realization I wanted to bring the same level of technical precision and care found in lingerie to an essential product like menstrual underwear Inclusivity was non-negotiable because comfort only exists when women feel represented Sustainability was equally important, not as a trend, but as a responsibility Innovation came naturally through my technical background, allowing me to design products that are functional, durable, and intentionally constructed
Launching a lingerie brand that bridges culture, comfort, and innovation is no small feat. What were the biggest challenges you faced as a woman entrepreneur in fashion, and how did you turn them into opportunities for growth and visibility?
One of the biggest challenges I faced as a woman entrepreneur in fashion was visibility being known, building credibility, and translating that recognition into consistent sales. Creating a highquality product is only part of the journey; learning how to communicate its value and reach the right audience is an entirely different skill set
Social media was another major challenge As a designer and technical expert, I had to step outside my comfort zone and learn how to show up, tell my story, and connect with customers in a more personal and strategic way Instead of seeing this as a limitation, I chose to treat it as a growth opportunity.
I invested time in understanding digital marketing, storytelling, and community building I leaned into my journey, my values, and the purpose behind Skaly, which helped humanize the brand and increase visibility Collaborations, competitions, and media features also became powerful tools to amplify my voice and build trust
Each challenge pushed me to evolve not only as a founder, but as a leader transforming visibility struggles into platforms for growth, learning, and long-term impact
Skaly was launched with a mission to empower women through accessible, high-quality products. How do you ensure that your brand’s values of inclusivity and sustainability stay at the core of your design and business philosophy?
From the very beginning, inclusivity and sustainability have been non-negotiable pillars of Skaly As a Technical Designer, I start by embedding these values directly into the design process rather than treating them as marketing messages.
Inclusivity begins with fit and representation Skaly products are developed using inclusive sizing, thoughtful grading, and designs that consider real bodies and everyday use Every prototype is evaluated not only for performance, but also for comfort, durability, and how it supports women throughout their daily lives
On the business side, these values guide every decision, from supplier selection to communication with customers Transparency, education, and continuous improvement are key Skaly is not about perfection, but about progress building a brand that evolves responsibly while staying true to its purpose: empowering women through thoughtful, accessible, and welldesigned products
You’ve made diversity and inclusivity central to your designs, with products that reflect different skin tones and body types. Why is representation so important in the lingerie industry, and how has it influenced your connection with customers?
Representation matters because lingerie is one of the most intimate relationships a woman has with her body When products only reflect a narrow standard of beauty, many women are left feeling invisible, excluded, or overlooked Ive seen this gap both professionally and personally, and it became a driving force behind Skaly.
By designing products that reflect different skin tones and body types, I wanted women to see themselves represented not as an afterthought, but as the standard Representation is not just about aesthetics; it directly impacts confidence, comfort, and trust When women feel seen, they are more likely to feel confident in their choices and connected to the brand
Your experience spans both technical expertise and human-centered design. What advice would you share with aspiring women entrepreneurs looking to blend creativity, innovation, and social impact in their ventures?
My advice to aspiring women entrepreneurs is to start by deeply understanding both your craft and the people you want to serve Creativity is powerful, but when it’s grounded in technical knowledge and real-life needs, it becomes transformative
This approach has deeply influenced my relationship with customers. Many share their stories with me how they finally found a product that feels made for them, or how seeing someone who looks like them in our visuals changed their perception of lingerie These conversations reinforce why representation is essential, not optional
Don’t be afraid to build strong foundations Learn the technical aspects of your industry how things are made, how they perform, and how they scale. This knowledge gives you confidence, credibility, and the ability to innovate with intention rather than guesswork
At the same time, stay humancentered Listen to your customers, especially when their feedback challenges your assumptions Social impact doesn’t come from trends; it comes from solving real problems with empathy and responsibility
Visibility and storytelling are also essential Your journey, your values, and your voice matter just as much as your product Share them consistently, even when it feels uncomfortable
Finally, embrace progress over perfection. You don’t need to have everything figured out to begin Growth comes from learning, adapting, and staying aligned with your purpose When creativity, innovation, and impact work together, your business becomes more than a brand it becomes a meaningful force for change
Ambitious objectives for 2026 will necessitate more than commitment and long hours For female entrepreneurs, the next stage of growth depends on aligning vision with the right systems, funding, and networks Canada currently has one of its strongest ecosystems ever to help female-led enterprises, and those who include these tools in their plan early will be best positioned to move forward with clarity and velocity
According to The State of Women's Entrepreneurship in Canada 2025, women entrepreneurs drive innovation across industries but continue to face significant barriers to access to finance, advanced technology, and high-growth networks These issues stem from structural impediments rather than a lack of skill. The good news is that many of these obstacles are now being addressed through coordinated national and regional efforts The most effective methods for 2026 will not be based solely on solo hustles They will be purposefully designed, with programs in place to facilitate growth at every stage
The Women Entrepreneurship Strategy, a federal initiative that improves womenowned firms' access to financing, talent, mentorship, and markets, is an essential component of Canada's support structure Rather than a single program, WES is a nationwide network of funding and delivery partners One of the most accessible tools is the Women Entrepreneurship Loan Fund, which provides loans of up to $50,000 through partner organizations These loans assist female founders in launching, expanding, or preparing for export and market entry, especially during the early and development stages, when traditional finance is difficult to obtain
TurningResearchIntoStrategyWithWEKH
While financing drives activity, intelligence determines direction The Women Entrepreneurship Knowledge Hub, operated by Toronto Metropolitan University, is crucial in turning data into strategic clarity for both founders and policymakers Its flagship study, The State of Women's Entrepreneurship in Canada 2025, includes data on innovation rates, export activities, sector engagement, and financing problems For female entrepreneurs, this study provides more than just data It contains vocabulary and credibility to improve investor conversations, business strategies, and board meetings
For women-led ventures ready to progress beyond early traction, ELLA at YSpace is a top accelerator in Canada ELLA, which operates through York University's innovation cluster, is expressly meant to help women entrepreneurs prepare for scalability.
Its flagship program, ELLA Ascend, is a four-month accelerator for enterprises with paying clients that generate $100,000 or more in revenue Participants receive customized mentorship, structured courses, and access to a supportive peer community, along with significant startup resources and, in some instances, matching support for fractional executive services.
Importantly, ELLA recognizes that innovation takes many forms Productbased, service-based, and sectorspecific companies are all encouraged, reflecting the true spectrum of womenled businesses in Canada
Leadership,Skills,and StrategicVisibility
Beyond finance and accelerators, leadership development remains a vital growth driver Across the country, womenfocused leadership and business intensives help entrepreneurs improve their confidence, decision-making skills, digital capabilities, and strategic positioning Many are delivered online, making them available from any place
Choosing one leadership or skills program that directly supports a specific 2026 goal, whether it is digital transformation, public leadership, or operational scalability, can have a long-term influence
ConferencesasStrategicLaunchpads
Early 2026 also offers visibility and connection through national conferences focused on women in business and leadership. January events provide opportunities to discuss ideas, build relationships, and meet with colleagues, mentors, and investors who share future aspirations
International Conference on Women Entrepreneurship and Leadership in Business (ICWELB), Edmonton, January 16, 2026: A forum dedicated to women ' s leadership, entrepreneurial research, and business practice.
The Global Conference on Women in Business and Leadership (GCWBL) in Vancouver on January 31, 2026, will bring together women executives, entrepreneurs, and changemakers to explore innovation, financial empowerment, and leadership.
Additional GCWBL dates (e.g., Edmonton, January 7, 2026) offer opportunities for women to build a national network.
When tackled thoughtfully, conferences become more than just learning opportunities They serve as launchpads for the next phase of progress
MovingStrategyIntoAction
When infrastructure and intention come together, strategy takes on significance The ecosystem for women entrepreneurs in Canada today offers funding options, research insights, accelerators, leadership training, and national networks to foster growth The opportunity is evident as 2026 draws near
Select one growth program, one finance route, and one visibility opportunity Make a commitment early Women entrepreneurs can translate audacious ambitions into consistent, measurable progress when the right systems are in place
Building Community Through Food: Red Apron’s Story
In an exclusive interview with She & Success Business Magazine, Jennifer Heagle, Founder of Red Apron, reflects on a twenty-year journey that proves businesses rooted in care can also be resilient, profitable, and deeply impactful What began in a small Ottawa kitchen has grown into one of the city’s most trusted food brands, guided by values that place people, community, and long-term thinking at the center of every decision
Jennifer Heagle left a successful career in tech to follow her passion for feeding people, building Red Apron around care, joy, and community through food As a mom of two, she knew the time crunch of modern life and Red Apron was her answer to the needs of busy families. Nearly 20 years later, she has grown Red Apron into one of Ottawa’s most beloved food brands, leading with thoughtful sourcing, human-first systems, and compassionate values.
JenniferHeagle
FounderofRedApron
Twenty years ago, you left a leadership role in your family’s $20M tech company to start again in a small Ottawa kitchen. What was the turning point that convinced you to take that leap, and how did you know Red Apron was the right path?
No matter where I’ve been in life, I’ve always loved cooking and feeding people well I was running a company, managing staff and customers, and raising two young boys. On paper, it looked like success. In reality, the only place I felt truly relaxed and creative was in the kitchen
Cooking became my way to unwind after days filled with metrics and meetings I’d drag my kids to farmers’ markets, get to know growers, and turn it into family time Meanwhile, on the bleachers at my sons ’ sports games, I kept hearing the same thing from other parents, especially moms: “We race home from work, try to get something vaguely healthy on the table, then rush out again. There’s just no time.”
ImageCourtesy:JenniferHeagle
I realized that what came naturally to me planning, shopping, cooking from scratch felt overwhelming for others Around the same time, I completed a Cordon Bleu program purely ‘for fun’, and something clicked There was a real, growing need for healthy, from-scratch meals made with integrity Red Apron was my way to turn a personal passion and family culture into a practical solution that’s when we started working on our business plan 20 years later, here we are!
Red Apron is co-owned and led by five women and is known for long staff retention in an industry defined by burnout. What specific practices or values have helped you build a workplace where people stay 5–15 years and feel genuinely cared for?
Red Apron’s daytime hours are a game-changer. Many of our staff are women, parents, or newcomers who want to work in food but can’t work nights and weekends We cap hours at 40 a week most people work closer to 35 and that alone makes this job viable for people who might otherwise leave the industry entirely
We also sit down for a proper staff lunch every day It sounds simple, but it’s one of the most valued parts of working here We eat the same food our customers do, together, as a team For some, it might be their main meal of the day, and for others, it’s something they can bring home to share.
Beyond that, we pay fairly, offer health benefits, and create opportunities to grow as the business grows But just as important is the culture: people feel their values align with the company ’ s They know their work matters to our customers, our farmers, our community I often say to my team: we ’ re essential, and our work deserves to be valued That respect for the work and for each other is non-negotiable, and people feel it
From partnering with local growers to reusable containers and an electric delivery fleet, Red Apron has embedded sustainability into its model. How do these choices impact your day-to-day operations, and what does “know your grower” look like in real, practical terms?
We’ve always tried to make decisions that are good for our team, our community, and the planet, and then figure out how to make the numbers work
For example, reusable packaging was always a priority for us that’s why we ’ ve partnered with a woman-owned Canadian container company, Friendlier, and have reused close to half a million containers We also have a return-to-donate program, which has allowed us to donate over $120,000 to local food programs
Similarly, know your grower ’ isn’t a slogan for us it’s daily reality. We buy directly from local farmers whenever we can They’ll call us with surplus or ‘imperfect’ produce, and we build menus around it
If we say we are local, sustainable, and community-minded, our sourcing, packaging, and operations have to prove it every single day And all of these decisions, although costly up front, make good business sense over the longterm, and we are in it for the longterm Next up: solar panels!
At a time of high grocery prices, you’ve managed to keep pricing relatively steady while offering nutritious, chefmade meals. How do you think about affordability and value for families, professionals, and older adults who rely on your service?
We think about value in layers: nutrition, quality, time, and money On the cost side, our ‘ weapons ’ are cooking from scratch, seasonal menus, bulk purchasing, and slow cooking We design menus that make smart use of ingredients, so we can keep prices fair without compromising on quality or flavour
ImageCourtesy:RedApron
But value isn’t just dollars per portion For busy families, it’s being able to sit down and actually eat together For professionals, it’s not defaulting to takeout that leaves you feeling sluggish. For older adults, it can literally be the difference between staying in their home or moving into care
During the pandemic, we donated meals through a community health centre to elders who were isolated at home. Nurses told us they were seeing measurable improvements in clients’ health markers simply because they were eating better food more consistently That was a powerful reminder that what we do isn’t ‘just dinner’ it’s health, energy, and dignity
So when we talk about affordability, we ’ re always asking: is this price fair to our farmers, our staff, and our customers and does it make people’s lives genuinely easier and healthier? If the answer isn’t ‘ yes ’ on all three fronts, we keep working on it
Looking back on two decades of growing Red Apron into one of Ottawa’s most beloved food brands, what key lessons or encouragement would you share with women entrepreneurs who want to build businesses rooted in care, community, and longterm impact?
Firstly, know what you want to do, and stick to your vision As a woman entrepreneur, I received plenty of unsolicited advice along the way The most important lesson was remembering that I knew what I was doing, and the ‘why’ behind it
For example, in our early days, people constantly tried to pull us into catering There was pressure to say ‘ yes ’ to everything but we knew we wanted to focus on fresh meals and delivery. If we let the market dictate our identity, we would’ve become something we never set out to be
Secondly, if you choose partners, choose them carefully, and remember you ’ re all in service of something bigger than yourselves. Our ownership group of five women spans different generations, and the business sustains all of us our families, and our 35 staff We often say: if we take care of the business, the business can take care of us
Finally, choosing a values-aligned path may mean slower growth, but it also creates longevity, integrity, and real joy Red Apron reaching 20 years is my greatest reminder of that
2026 is not the year to play small Across Canada, female entrepreneurs are creating businesses that are more innovative, resilient, and engaged beyond their local markets According to the Women Entrepreneurship Knowledge Hub WEKH's State of Women's Entrepreneurship in Canada 2025 report, the number and economic impact of women-owned and majority women-owned businesses are increasing, particularly in innovation-driven industries.
However, significant gaps remain in access to funding, adoption of advanced technologies, and scaling support
Canada's Women Entrepreneurship Strategy (WES), launched in 2018 and supported by nearly $7 billion in federal investments, has directly assisted over 400,000 female entrepreneurs by providing access to financing, networking, mentorship, and ecosystem programs, enhancing their ability to start, scale, and expand into new markets
The Women Entrepreneurship Knowledge Hub (WEKH) has evolved into a central research and resource platform, cosponsoring thousands of events that help women founders gain insights, data, and connections across sectors. Since its founding, WES-related programs have issued tens of thousands of loans and connected entrepreneurs with vital business supports.
Aligning your objectives with these national frameworks can accelerate growth beyond survival to strategic expansion, as evidenced by WEKH's State of Women's Entrepreneurship reports, which show women-owned and majority womenowned businesses increasing their share of the Canadian economy, contributing over $90 billion in revenue, and approaching parity with men-owned firms in export activity.
Review2025:YourHonestBaseline
Setting ambitious objectives for 2026 must be grounded in reality Women-led businesses exhibit robust innovation activity, especially in product and service development, according to WEKH's 2025 research Nonetheless, many underutilized export and technological opportunities could facilitate scale. This image is supported by BDC research, which notes that, rather than retreating in the face of inflation, labour constraints, and changing consumer expectations, female entrepreneurs enhanced their value propositions and customer experiences
Innovation and Systems - Have you introduced new offerings, improved procedures, or implemented digital tools? Where are the manual systems still dragging you down?
Leadership and Energy - How did you emerge as a leader? Where did exhaustion, hesitancy, or a lack of support impede momentum?
Growth does not occur by accident. It is by design WES and WEKH agree that women entrepreneurs must be wholly integrated into high-growth, innovationdriven, and export-oriented sectors That necessitates disciplined ambition, not survival thinking A minimal framework functions fine
Revenue and Profit - What were your cash flow, profit, and revenue trends throughout the course of the year? Where did you do better than anticipated, and where did financial strain manifest itself?
Customers and Markets - Which items, services, or client categories generated the highest returns? Are there any provinces, sectors, or export markets that have significant untapped potential?
Revenue and Profit Growth - Increase sales by 30% and margins by 5% by December 2026. Consider what promotions, pricing tweaks, and cost decisions will make this achievable
New Markets, Including Export - Enter one new province and begin researching a US or global market. WEKH data show that the majority of women-owned SMEs already export at rates comparable to or higher than those of men-owned SMEs in non-US countries, indicating this is feasible
Innovation and Technology - To scale without fatigue, implement two new digital tools, such as CRM, ecommerce optimization, or AI-assisted marketing. Women-owned businesses are very innovative, but less likely to adopt sophisticated technologies. Closing this deficit is a strong move for 2026.
Hiring and Team - Define one or two strategic hires or contracts that will allow the entrepreneur to lead, sell, and think long-term
Personal Leadership and Visibility: Set goals for speaking engagements, media appearances, awards, or board participation to increase your influence
Ambitious ambitions necessitate infrastructure
Capital - Examine financing options for women through BDC, credit unions, and WES funds. For the first quarter, choose at least one grant, loan, or equity program to pursue.
Networks and Mentors - Find networks, hubs, and accelerators that fit your stage or industry by using WEKH's ecosystem mapping tools. By March, commit to participating in one peer group or mentorship program.
Expertise and Training - Enroll in a sector-specific course, leadership program, or Canadian accelerator that aligns with your 2026 growth objectives
The Women Entrepreneurship Strategy was developed to increase women ' s access to financing, networks, and skills throughout Canada WES evaluations reveal significant achievements, including increased loan funds, ecosystem investment, and specialized growth initiatives that have improved engagement among women entrepreneurs nationwide Consider the ecosystem as a strategic asset Supportsystemsarenowrequired. Theyaretheretosupportfemale entrepreneursinthinkingbiggerand actingmorequickly.
ChooseOnePowerMoveforQ12026
Focused action brings big visions to life Research consistently shows that women entrepreneurs often juggle multiple responsibilities simultaneously When effort is focused on a single, clearly defined priority, progress increases
Selectonedecisivemoveforthefirstquarter.
Launching a high-value or premium offering
Applying for a female-focused accelerator or growth program
Pitching for capital based on a specific growth initiative
Preparing for procurement opportunities
Formalizing the export preparedness for one new market
WEKH and the Business Data Lab emphasize the need to measure performance metrics such as revenue growth, productivity, innovation, and export activities to better understand what drives business success
Select three to five indicators, such as monthly income, qualified leads, conversion rates, average order value, or time spent working on the business rather than in it Join or form a small power circle with other Canadian female entrepreneurs to share accomplishments, celebrate victories, and solve problems together
Create a short weekly reflection What worked and what didn't What will I do differently next week? Data, community, and courage are what turn a 2026 vision from paper to real, observable progress This is not about catching up It's about claiming space, scale, and leadership
Today’s spotlight is on LiLi Gao, the Co-Founder & COO of One Up Party, who reimagined celebration services Her quest to reshape how Canadians celebrate life’s moments began with a simple idea and grew into a modern party experience She navigated the chaos of party planning to build One Up Party, illustrating how personal frustration evolved into an innovative approach
When it comes to modern festivities, every detail counts, from flowers and cakes to balloons that provide delight the instant they arrive LiLi Gao, Chief Operating Officer of One Up Party (also known as One Up Balloons), a Vancouverheadquartered celebration services company delivering across Canada, is transforming how Canadians celebrate significant milestones and is at the core of this shift in Canada's party sector.
LiLi Gao's entrepreneurial path began with a personal frustration: an unsuccessful birthday party for a friend
Communicating with separate vendors for balloons, cake, and flowers was hectic; the cake went missing, the balloons arrived late, and the event fell short of expectations This encounter sparked an idea: what if party planning were straightforward, seamless, and beautiful? This understanding paved the way for One Up Party
Gao and her co-founder established the company in Vancouver in 2018 to bring efficiency and sophistication to the events industry Instead of standard, predictable party decorations, they focused on innovative, modern designs such as metallic foil letters, lush balloon bouquets, shimmering garlands, and décor that looks as nice as it feels to unwrap
Redesigning CelebrationLogistics
From the start, One Up Party distinguished itself not only through product design but also through client experience The company combines balloons, fresh flowers, and handcrafted celebration cakes into a single ordering experience, avoiding the hassle of dealing with various vendors Their simple online buying platform and same-day delivery in major Canadian cities, including Vancouver, Edmonton, Calgary, Ottawa, Toronto and beyond, have set a new standard for party supply convenience.
Customers can request premium balloon bouquets, large numbers and letter balloons, themed décor packages, fresh floral arrangements, and personalized cakes, all of which include photo evidence of delivery One Up Party has established itself as a go-to brand for personal, stress-free celebrations thanks to its combination of quality, speed, and reliability
Growth,Scaleand RetailExpansion
Under Gao's guidance as COO, One Up Party has moved beyond local deliveries to a larger retail presence The company ' s sales reached $500,000 in 2023, with big plans to offer millions of birthdays and celebrations each year Their products are currently available in several large Canadian retailers, including London Drugs, and they aim to expand to dozens more across the country
The company is also testing new service experiences, such as helium tank refills and potential kiosk installations in larger retail spaces, to provide convenience for party planners and meet last-minute celebration needs
ACultureofCelebrationandInnovation
One Up Party's success is based on its internal culture and external service offerings The organization promotes an agile, creative work culture in which employees are encouraged to experiment, contribute ideas, and advance professionally This culture supports fast iteration of products and services, keeping One Up Party on the cutting edge of trends in décor, gifting, and event execution. This emphasis on innovation and employee empowerment reflects Gao's own entrepreneurial ethos: think differently, act boldly, and make everyday experiences memorable
While One Up's core business remains in Canada, the company ' s model has gained international traction The brand has expanded through franchise sites, including in Los Angeles, USA, demonstrating the scalability of its business strategy and the widespread demand for high-quality celebration services The company ' s mission “to celebrate 100 million birthdays for 100 million people" reflects an idealistic vision that transcends borders.
LessonsFromtheFrontlines ofEntrepreneurship
In interviews, Gao frequently emphasizes that business success does not require perfection from the outset; it involves action, tenacity, and a willingness to learn along the way Her experience mirrors everyday realities for founders: obstacles, pivots, and incremental progress toward a broader ambition.
Gao also acknowledges her family's early emotional and financial support for helping One Up Party get off the ground These personal elements lend credibility to her leadership story and underscore the need for support systems to drive corporate growth
CelebratingMoments,CreatingSmiles
Today, One Up Party is known not only for its high-quality products but also for its customer-focused approach: premium décor, convenient delivery, transparency, and joyous service that transforms logistical stress into festive comfort. Whether it's a birthday, business event, gender reveal, or holiday gathering, One Up Party lets Canadians celebrate life's milestones in flair and simplicity In a market where convenience and pleasure increasingly define success, LiLi Gao's leadership and the One Up Party story illustrate how a personal insight, translated into a commercial solution, can revolutionize an industry and delight people nationwide
Canadian women entrepreneurs are increasingly recognized as key drivers of national innovation, employment, and social influence, rather than merely operating successful local enterprises. Even though women ' s performance and invention are equally strong, visibility, honours, and board positions continue to favour men
In addition to serving clients, January 2026 is an ideal time for female founders to intentionally enter the public spotlight through writing, speaking, receiving awards, and influencing policy discussions This article presents visibility as a tactic: as more Canadian women are heard and seen nationally, they open new doors for themselves and redefine leadership for the next generation.
Steppinginto ThoughtLeadership
A local leader can become a national icon through thought leadership Women's viewpoints must be included in Canadian entrepreneurship and innovation plans, not added after the fact, according to the Women Entrepreneurship Knowledge Hub (WEKH) This entails more female founders participating in advisory panels, writing opinion pieces, and being cited as experts
Useful routes you can emphasize:
Opinions and professional commentary: Pitch pieces on subjects you already lead in, such as export, Indigenous entrepreneurship, digital strategy, social impact, or industry trends, to Canadian business publications, regional newspapers, or ecosystem blogs (WEKH partners, chambers, women ' s networks)
Podcasts and panels: Pitch panels that highlight women-led viewpoints at 2026 women-in-business conferences and industry gatherings, and accept invites to podcasts or webinars that fit your area of expertise.
Committees and advisory boards: Aim for sector councils, accelerator advisory boards, and economic development committees that design entrepreneurship programs Diverse representation in decision-making is crucial for inclusive progress, according to both WEKH and WES.
UsingRecognitionasaGrowthStrategy
National honours are effective ways to increase visibility. Produced by Women of Influence+, the RBC Canadian Women Entrepreneur Awards honour leaders whose accomplishments “contribute substantially to local, national, and global economies ” Finalists and winners receive national attention, stage time, and network access
Among the victors in 2025 are:
Start-Up Award: Alexa Suter; Huha
Micro-Business Award: Nancy Wingham, Nuez Acres
Rasha Katabi received the RBC Momentum Award for Brim Financial
Catherine Grenier of the Nature Conservancy of Canada and Erin Seeley of the YWCA Metro Vancouver received the Social Change Awards
As of 2026, these founders are recognized as national leaders in social impact, fintech, wellness clothing, and Indigenous beauty Policymakers, partners, and the media use their profiles on Women of Influence+ and social media as a point of reference
Consider rewards as part of your influence strategy:
Key programs on the shortlist must include regional awards, WBE Canada recognition, the RBC Awards, and the RPA Women Entrepreneur Awards
Create a file titled "awards and media" that includes impact stories, stats, and an updated bio
Make a commitment to submit at least three awards in 2026
When local companies connect to national networks, they become national voices more quickly With ten regional hubs and more than 250 partners, WEKH serves as a knowledge and connecting hub for women entrepreneurs and the organizations that assist them across Canada Over 1,800 prosperous female-owned businesses are profiled in its "See It Be It" database and Magnet-powered website, which is a valuable resource for visibility and collaboration.
In the meantime, national partners, women ' s business centers, and WES-funded groups, such as WeBC, collaborate on initiatives including the Capital, Community, Capacity (C3) Project, which aims to increase the visibility, skills, and connections of women entrepreneurs in British Columbia and beyond
How to increase your impact by using these networks:
Participate in at least one mastermind, accelerator, or cross-provincial program where mentors and peers come from other areas.
Offer to participate in case studies, presentations, or panels for WES-funded projects or WEKH partners
Use partner events and WEKH's platforms to introduce people from other provinces and industries.
CanadianStoriestoWatch
Here are some highlights of Canadian women in 2025 who used prizes and ecosystem platforms to go from local leaders to national voices:
Nancy Wingham from Nuez Acres: This Indigenous-owned clean beauty founder received national attention and new collaborations after winning the MicroBusiness Award at the 2025 RBC Canadian Women Entrepreneur Awards She also used her platform to speak about sustainable, culturally grounded entrepreneurship
Huha's Alexa Suter: The Start-Up Award winner is now frequently cited as an example of product-led growth in national media and ecosystem coverage, as well as in discussions of women ' s health and wellness innovation
Rasha Katabi (Brim Financial): As a recipient of the RBC Momentum Award, she now participates in fintech and innovation conversations, impacting Canadian perceptions of inclusive financial products
These illustrations demonstrate that visibility is not limited to "celebrity entrepreneurs" but increases when successful local companies connect with national media outlets, networks, and awards programs
Go into 2026 with a purposeful attitude to your influence Make clear the area of expertise you wish to gain national recognition for Establish quantifiable visibility objectives that extend beyond your local area.
Describe your area of expertise: Which subject such as export, sustainability, AI in small business, or Indigenous entrepreneurship do you want to be wellknown across the country?
Establish visibility KPIs: Set targets for 2026, such as three award applications, two speaking engagements outside your province, and two op-eds or expert quotes
Select two to three platforms: one conference, one national or interprovincial network (WEKH, WeBC, or another WES-funded organization), and one award program.
Build a thought-leadership toolset: updated impact statistics, media sheet, photographs, bio, and key topics
Set aside time each quarter for "influence days" to pitch articles, apply for prizes, and connect with event planners
The main takeaway is that, in 2026, female entrepreneurs are not only creating companies but also shaping Canada's entrepreneurial narrative
Disclaimer:Thisarticleisforinformationalpurposes She &SuccessBusinessMagazinedoesnotendorseor guaranteeanyproductsorservicesmentioned Readers shouldconducttheirownresearchandduediligence.
In an exclusive interview with She & Success Business Magazine, Amanjit Kaur Verma shares a deeply human perspective on entrepreneurship shaped by lived experience, integrity, and service. As the Founder and CEO of Earnest Immigration and Citizenship Services Inc., Amanjit has built more than a successful firm she has established a standard of honesty and care in an industry that directly shapes people’s lives.
Amanjit Amy founder and CEO of Earnest Immigration, the firm that has dominated WindsorEssex's immigration sector, earning Best Immigration Firm honors for three consecutive years through community vote. A licensed RCIC, Amy built Earnest Immigration from the ground up into the region's most trusted immigration powerhouse. Her expertise has made her the go-to voice for immigration on CBC, CTV, and Global News. Her community leadership extends through her role as Vice President of the Board at Windsor Women Working With Immigrant Women and her involvement with WEST Beyond transforming how Windsor-Essex approaches immigration services, Amy champions mental health initiatives for newcomers all while raising a young family Her journey exemplifies how vision and determination can reshape an entire industry
Building Bridges with Purpose:
Your entrepreneurial journey began with your own immigration story one filled with uncertainty and perseverance. How did that personal experience inspire the founding of Earnest Immigration, and what emotional truth do you carry into your work with clients today?
My professional journey began in corporate governance, which taught me how to navigate people's problems with care and precision When I started my own immigration process, I noticed something troubling The representatives helping me had never gone through immigration themselves or held a Canadian visa. They didn't understand what happened after arrival
When I landed in Canada and faced those difficulties firsthand, I saw a clear gap in the industry People cared about securing visas but not about personalizing the journey or supporting clients afterward Immigration was at its peak, and I wanted to be there for those who came after me I turned that passion into my profession
The emotional truth I carry is simple: we ' re not selling anything Were dealing with people's lives, and those lives are often complex Some files are uncomfortable, but helping people in those circumstances is my duty I'm always upfront about cases because extending false hope only makes things worse It's better to give them the truth
We work with different cultures, each with unique ways of processing difficult news I ensure my words and work are transparent and honest, even when it's unpleasant We don't sell fake dreams We show reality and how to improve it That's why this business is called Earnest Immigration
As an immigrant woman entrepreneur in a highly competitive and regulated industry, how did you build credibility and trust from the ground up? What strategies helped you establish Earnest Immigration as a respected name in immigration consulting?
As an immigrant woman entrepreneur, I was also new to the business world My background was in corporate governance, not entrepreneurship I knew I was building from scratch in a highly competitive industry, but I was ready for the challenge
I understood that credibility could only be built through accurate knowledge and honest work Many consultants provided services, but few extended a genuine helping hand I've never turned away a client because their case was too complex or required too much work I've also never accepted a client whose file had serious discrepancies that would set them up for failure.
For me, a person who walks through the door has never been just a client Theyre someone whose entire life might be on the line, whose family is separated from them, or who is facing a critical issue. Without that human connection, there's no way to truly understand and help them These practices built our credibility and trust We're always transparent, even when the truth isn't pleasant The thoroughness we put into paperwork and applications sets us apart But more than any strategy, being true to our work and honest with our clients has earned us respect in this industry There's no better marketing than word of mouth
You started your company with two young children and limited resources. What lessons have you learned about balancing entrepreneurship and motherhood — and what would you say to other women trying to build their dream while raising a family?
ImageCourtesy:EarnestImmigration
My honest answer? As a small business owner, there was never work-life balance It was always work-life juggling, and finding that balance remains one of my goals. In the early days, you have to be available constantly Some days I was completely focused on business, other days entirely on my children, and most days I juggled both My advice is to take it one day at a time and approach each day with a fresh perspective
I was fortunate to have people I could delegate to when priorities shifted My partner took the lead with our children when work demanded my attention, and my team stepped up when my kids needed me There's a decision to make every time I haven't reached that perfect balance yet, but that's the goal Both are equally important, like your left and right hands
I also recognize that many single mothers, especially immigrants, are building businesses without that support system Some are caring for family while growing their dreams with no one to delegate to That's where community becomes essential We should actively support one another because everyone needs someone to lean on.
Take it one day at a time The juggling is exhausting, but the future you ' re building for yourself and your children will be worth it And never hesitate to reach out for support We're in this together
Your business model is rooted in transparency and compassion. How have empathy and lived experience become your biggest leadership strengths and how do they influence your approach to building both client relationships and team culture?
You often champion what you didn't receive yourself I experienced a lack of compassion and transparency from my own representatives, which inspired me to help the community differently
When building my team, I put myself in their shoes and considered how to make their lives better In leadership, you think about everyone, give them the spotlight when deserved, and celebrate their personal milestones
Earnest Immigration has already helped clients from over 40 countries. What’s your long-term vision for expanding your impact — and how do you see your work contributing to Canada’s larger story of inclusivity and opportunity?
Helping people find their path to Canada has always been about more than processing applications It's about recognizing potential and removing barriers Serving clients from over 40 countries shows how far we ' ve come, but there's much further to go
My long-term vision is ambitious but purposeful: to serve clients from every country, culture, and language in the world. Too often, people who desperately need immigration support can't access it because of language barriers They deserve help regardless of what language they speak
That's why building a diverse team has been fundamental We have team members from five countries, representing eight cultures and speaking over ten languages This isn't just about representation; it's operational When clients reach out in their native language, we can serve them with genuine cultural understanding.
Our work directly contributes to Canadas inclusivity story We've secured PRs, Work Permits, etc , for foreign talent in healthcare, innovation, and entrepreneurship while connecting newcomers with local employers and businesses needing multilingual professionals
Consider Morocco's French-speaking professionals in healthcare and technology. Through strategic immigration, they make immediate contributions to Canadian communities while building better futures
Ultimately, we ask: How can we best support individuals seeking opportunity while strengthening Canada's social and economic fabric? When those goals align, everyone benefits
These shared values drive us to help people who genuinely need it We've helped people from Ukraine escape war free of cost I've guided clients from study permits to citizenship applications Their journey becomes my journey, and seeing people return because they trust my team is incredibly rewarding
Although many operate under extreme pressure, Canadian women entrepreneurs are expanding their companies, creating jobs, and fostering innovation According to research from the PARO Center for Women's Enterprise, 73% of female entrepreneurs reported difficulty obtaining capital, and 86% cited personal and business financial concerns as their primary source of stress According to BDC's 2025 mental health study, around one in four entrepreneurs say they have serious mental health issues, with women more likely than men to be unhappy
The sustainable goal for 2026 is to make well-being a central component of corporate strategy rather than an afterthought. This feature highlights January as a month to rethink your approach to work: establish ambitious objectives with well-defined boundaries to sustain mental well-being, vitality, and leadership
The figures support the private feelings of many female founders According to a PARO survey of Ontario's female entrepreneurs, 86% of them cited money as a significant cause of stress and anxiety Women said they had " no time to break down," pointing to the ongoing juggling of work, caregiving, and domestic duties as a primary cause of burnout.
One thing is evident from these results: high performance without limits cannot be sustained In 2026, women entrepreneurs will require workable frameworks that lessen stress and make seeking assistance financially, operationally, and emotionally normal
JanuaryRoutinesWithCEODays, RestBlocks,Delegation
The best time to start managing your energy as carefully as your income is in January. To prevent long-term stress and decision fatigue, several Canadian business guidelines emphasize the importance of setting aside time for strategic thinking and relaxation Applicable practices you might emphasize:
CEO Day every month: Every month, one day is set aside solely for strategy (no customer calls) Instead of using it to "catch up on email," use it to plan, evaluate numbers, and adjust priorities. This aligns with BDC's recommendations to reduce reactivity and allow for clear thinking
Blocks of Rest: Include non-negotiable weekly breaks, such as half-days off, screen-free evenings, or Sundays off Sustained work-related stress undermines well-being and productivity, according to UBC's Small Business BC-linked blog, which suggests planned breaks as a protective element
Delegation Plan: Make a list of low-value tasks that are taking up your time and assign at least one of them to a contractor, employee, or automated tool in Q1 According to PARO's analysis, one of the leading causes of burnout among female entrepreneurs is a lack of support structures and networks
Although there are still gaps, Canadian entrepreneurs now have better access to mental health services To overcome access and cost barriers, BDC's mental health initiative provides clients with three hours of free virtual treatment using Inkblot by GreenShield Health After three hours of treatment, the program has already demonstrated a 44% decrease in participants' symptom severity
In addition to BDC, entrepreneurs can get
Free or inexpensive mental health resources through Wellness Together Canada and provincial health lines
Women specifically identified PARO peer circles and roundtables as a "buddy system" to reduce isolation.
Women's enterprise centers and WEKH partners that incorporate wellness into networking and training for female entrepreneurs.
Realizing that safeguarding mental health lowers staff turnover and reduces expensive errors
Setting limits for email, meetings, and unpaid labour is a feature of your operating system rather than a personal shortcoming.
Add weekly break periods and monthly CEO days to the schedule immediately
Make a list of your top three concerns (such as money, time, and family obligations) and choose one support option (such as funding assistance, daycare, delegation, or therapy) for each.
Self‐CareasStrategy: Reframing“Soft”into“Smart”
Canadian experts emphasize that entrepreneurial mental health is directly linked to company success and productivity, not a "nice-to-have " BDC clearly links mental health to performance in its reports and press releases, arguing that neglecting wellness undermines creativity, decision-making, and team leadership Gender conventions and people-pleasing tendencies can make self-care challenging for female entrepreneurs, leading to persistent overload and difficulty establishing boundaries
Reframing self-care as a strategic asset entails:
Considering rest, counselling, coaching, and peer support as investments in one ' s ability to lead.
Become a member of a peer group or power circle where mental health is discussed honestly rather than covertly
To reduce stigma and normalize support, hold one discussion on well-being with your staff or fellow founders.
In 2026, sustainable ambition means building a company that grows for your well-being, not at the expense of your health
In an exclusive interview with She & Success Business Magazine, Adelynn Cupino-Yambao, Founder and Director of Miss Philippines International of BC & Canada, reflects on redefining pageantry as a platform for leadership, cultural pride, and sisterhood Drawing from decades on global stages and her work behind the scenes, she shares how progress over perfection, empathy, and purposedriven mentorship are shaping a new generation of confident, community-minded women far beyond the spotlight.
Adelynn Cupino-Yambao is a veteran beauty queen and cultural leader, most recently crowned Mrs Philippines World 2022 in Hawaii, leading her to represent the Philippines at Mrs World in Las Vegas Her pageant journey includes representing Canada at Miss International 2004 in Tokyo, Miss Petite International 2003 in Texas, and winning Miss Philippines International of BC 2002 in Vancouver
She is the Founder and Director of the Miss Philippines International of BC & Canada pageant, a platform celebrating Filipino-Canadian culture while empowering women through leadership, personal growth, and cultural pride
A devoted mother of two, Adelynn has served with the BC Government’s Ministry of Social Development for over 13 years and holds a Bachelor’s Degree in Communication from Simon Fraser University. She also coaches pageant aspirants in stage presence, catwalk, and interview skills, having trained delegates for Miss Universe Canada, Miss Vancouver, and Binibining Pilipinas of the World
Guided by her belief in progress over perfection, Adelynn champions beauty beyond the surface and inspires women to become confident leaders, reminding them that the only true competition is within
Your journey spans decades in the pageant world, from representing the Philippines on global stages to founding your own platform for women. What inspired you to create Miss Philippines International of BC & Canada, and how has your experience as a beauty queen shaped your approach to empowerment and leadership?
My pageant was inspired by a deep desire to create a platform that goes beyond beauty – one that truly celebrates identity, culture, and purpose Growing up within the Filipino community, I saw how talented, driven, and compassionate our women are, yet many lacked visible spaces where their voices, leadership, and stories could be amplified This pageant was created to be that space: a bridge between cultural pride and modern empowerment
My own journey as a beauty queen as Miss Philippines International of BC 2002, Miss Petite International Canada 2003, Miss International Canada 2004, and Mrs Philippines World 2022 has shaped this vision Competing taught me that a crown is not merely a destination, but a responsibility to lead, serve, and inspire True confidence is built through service, leadership is grounded in empathy, and influence is most meaningful when it uplifts others
I strongly believe empowerment means giving women the confidence and tools to believe in themselves, speak with purpose, and lead with integrity Miss Philippines International of BC & Canada is more than crowns it is a platform for leadership, growth, and community impact The goal is to cultivate women who carry pride, purpose, and empowerment far beyond the stage.
You’ve worked to redefine how pageantry is perceived focusing on leadership, advocacy, and personal growth rather than just appearance. What challenges have you faced in changing these traditional perceptions, and how have you turned the pageant space into a platform for meaningful impact?
The challenges I have faced involve shifting the perception that pageantry degrades women by focusing solely on appearance This misconception often overshadows the evolution of modern pageantry, which celebrates intellect, talent, leadership, and community impact alongside beauty. Convincing others that pageants can be empowering requires challenging deeply ingrained stereotypes and demonstrating that the platform offers opportunities for personal growth, advocacy, and meaningful contribution
I aspire to transform the pageant space by shifting the focus from competition to purpose Beyond external beauty, it serves as a platform to amplify voices, celebrate cultural identity, and inspire women to lead with service and integrity Grounded in authenticity and inclusivity, the pageant becomes a platform for personal growth and social impact – where success is measured not by crowns, but by empowered women making a difference in their communities
As a mother, government professional, and pageant director, you manage an incredible range of responsibilities. How do you maintain balance across your personal and professional life while continuing to lead and inspire others through your organization?
As a mother, a public servant, and a pageant director, balance is not something I achieve perfectly – it is something I practice intentionally every day I manage this range of responsibilities by staying deeply rooted in purpose and prioritizing what truly matters in each season of my life.
I rely on structure, discipline, and strong support from my family, and moreover, I give myself space for grace Motherhood grounds me and reminds me why leadership must be compassionate My career in public service has strengthened my ability to strive for accountability, organization, and integrity Pageantry, on the other hand, fuels my creativity and passion, allowing me to inspire and empower others through mentorship and example
Rather than viewing these roles as competing demands, I see them as interconnected The values I uphold at home resilience, empathy, and perseverance guide how I work professionally and within my organization By being transparent and modeling balance rather than burnout, I aim to show other women that it is possible to lead with excellence while honouring family, purpose, and self.
Your pageant emphasizes mentorship, community involvement, and sisterhood. How have empathy and collaboration become key parts of your leadership style, and what lasting impact do you hope your contestants take from being part of this journey?
My pageant was built on the belief that true leadership begins with empathy and grows through collaboration I lead by listening first understanding each contestant’s background, challenges, and aspirations so I can support them not just as competitors, but as individuals Empathy allows me to create a safe and inclusive space where women feel seen, valued, and confident enough to grow into their fullest potential
Collaboration is equally essential By fostering sisterhood rather than rivalry, I encourage contestants to uplift one another, share knowledge, and work together in service to the community. This collective mindset transforms the pageant experience into a journey of shared growth and purpose, where success is measured not by comparison, but by contribution
The lasting impact I hope each contestant carries forward is the understanding that leadership is not about standing above others, but standing with them I want them to leave with confidence rooted in selfworth, a deep sense of responsibility to their community, and the belief that their voice, compassion, and collaboration have the power to create meaningful change long after the crown is set aside
You’ve spoken about your belief in “progression over perfection.” What does this philosophy mean to you, and how has it guided your approach to empowering women, building community, and creating a legacy through A. Royal Productions?
This is a philosophy that reminds me to value growth over chasing an unattainable ideal It means creating space for learning, resilience, and authenticity, and recognizing that meaningful impact is built through consistency, effort, and intention not flawless execution This mindset allows individuals to move forward with confidence, even when the journey is imperfect
This belief guides how I empower women by encouraging them to embrace their unique paths without fear of mistakes, comparison, or external judgment I want women to understand that true confidence is developed through lived experience, courage, and self-belief By shifting the focus from perfection to progress, we create an environment where women feel supported, capable, and empowered to take risks and grow into leadership roles
Within our community, this philosophy fosters collaboration, openness, and continuous improvement It encourages women to uplift one another, celebrate all wins, and grow together rather than measure themselves against unrealistic standards
Through A Royal Productions, “progression over perfection” shapes the legacy I strive to build one rooted in empowerment, inclusivity, and purpose It allows us to evolve with intention and to create spaces where women are celebrated not just for who they are today, but for who they are becoming
Ambitious goals for 2026 require more than focus and a solid strategy You need community Research on women ' s entrepreneurship in Canada demonstrates that access to networks, mentors, and peer support is equally as important as access to financing and markets The Women Entrepreneurship Strategy (WES) expressly recognizes networks and expertise as foundations of women ' s economic empowerment
A " power circle" is a small, handpicked group of female entrepreneurs who meet regularly often monthly to share goals, solve problems, make introductions, and celebrate successes WEKH's 2025 research highlights that women entrepreneurs frequently confront structural and social impediments WES and related federal policies were intended to close these gaps, in part by improving networks and community infrastructure.
Peermastermindssucceedbecausethey:
Establish accountability: When you share your goals with your peers, you are more likely to follow through.
Provide shared knowledge: Each member contributes experience, contacts, and lessons gained Provide emotional support: business can be isolating; a circle normalizes setbacks while celebrating achievements
Expand your visibility by referring clients, inviting you to panels, and featuring you on their own channels.
WheretoFindYourCircle
Canadian women don't have to start from scratch; numerous ecosystems already exist to support their interactions WEKH serves as a national knowledge hub with partners around the country, including universities, Indigenous organizations, regional women ' s enterprise centers, and incubators
These partners, many of whom receive funding from WES' Ecosystem Fund, provide programs, cohorts, and networking opportunities where power circles organically grow
Placesyoucanlookfororcreatecircles:
WES-funded organizations, including women ' s business centers, Indigenous entrepreneurship initiatives, and newcomer-focused groups, often offer peer cohorts and mentorship circles
WEKH partners often organize roundtables, knowledge sessions, and community events to connect entrepreneurs and build peer networks
Regional networks, such as those for women in business backed by provincial governments, chambers, and economic development agencies, offer mastermind cohorts and leadership circles
Accelerators and incubators, such as ELLA at YSpace (York University), foster peer communities that can last beyond the program ' s duration
If you are unable to identify a pre-made group, you can establish one The most effective structure is simple
Invite 4-8 women entrepreneurs in similar or adjacent stages (e g , at least one year in business or in a growth phase).
Diversity in sectors and backgrounds broadens viewpoints and networks
Win Round: Members celebrate even minor victories, boosting growth and confidence
HowToStructureIt:
Monthly meetings (online or in person) last 60-90 minutes
Have a rotating facilitator responsible for timekeeping and the agenda
SuggestedStandingAgenda:
Quick check-in and win.
Each member is responsible for making a single challenge or decision.
Group brainstorming and resource sharing
Each member nominates one "bold move " to complete before the next meeting
This structure aligns with how WES and WEKH define the value of networks sharing expertise, fostering responsibility, and leveraging collective intelligence You can invite potential members in January, agree on a format, and plan the first six meetings of 2026
MonthlyCheck‐InRituals
Rituals prevent circles from becoming purely social gatherings Suggest the following monthly check-in practices:
Goal Review: Each member revisits her 2026 goals (revenue, visibility, innovation, and well-being) and reports on progress since the previous meeting
One Bold Move: Everyone assigns one particular step to take before the next session pitch for funds, apply for an award, begin a campaign.
Introduction Round: Each participant seeks one introduction (to a supplier, media contact, mentor, or potential client), and others assist where possible.
These rituals are consistent with the government and ecosystem emphasis on community and network building as pillars of women ' s economic empowerment, integrating policy intent into daily practice in founders' lives. Treat your power circle calendar as non negotiable CEO time
Research and policy increasingly agree that Canada will not achieve its full economic potential until it fully supports women entrepreneurs and networks are critical to that assistance WES investments, WEKH ecosystem work, and regional women ' s business organizations are all based on the belief that women thrive in communities where knowledge, capital, and connections are more freely exchanged
Technology is becoming a strategic must-have for Canadian female entrepreneurs seeking to scale, compete, and safeguard their time The 2025 State of Women's Entrepreneurship in Canada study highlights a paradox: women-owned enterprises are less likely to adopt emerging technologies such as AI (12 3% vs 16 5% for men-owned), yet have the highest innovation rate in the country at 38% In other words, women are highly innovative but do not fully utilize the available instruments to amplify that innovation
The year to close this gap is 2026 Women-led firms can increase revenue, manage capacity, and broaden their market reach without burning out by using even a few focused digital solutions, such as automation, AI-assisted workflows, or ecommerce optimization
TheDigitalGap:WhattheDataSays
Only 12 3% of women-owned businesses employ advanced technologies such as artificial intelligence (AI) or virtual/augmented reality, compared with 16 5% of men-owned enterprises, according to Statistics Canada's 2024 review of technology adoption This disparity is confirmed by WEKH's SOWE 2025, which also shows that the majority of women-owned enterprises have a higher overall innovation rate (38%) than both totally women-owned businesses and companies with no female ownership
According to BDC's 2025 survey of female entrepreneurs, 25% of women-owned companies reported that implementing new technologies was one of their top investment objectives for the upcoming year, while nearly half (46%) cited a lack of funding as the biggest obstacle Additionally, many reported requiring assistance with choosing (31%) and implementing (28%) the appropriate technologies
When considered collectively, the message is unmistakable: female entrepreneurs already possess the inventiveness and motivation. Targeted digital adoption with support is the next stage, ensuring that innovative concepts are supported by robust tools and scalable systems
ImageCourtesy:Canva
PowerTechUpgradesfor2026
Becoming a "tech firm" is not a prerequisite for digital transformation 2026 can begin with a few targeted " power enhancements" for numerous women-owned businesses:
CanadianPrograms HelpingWomenGoDigital
Digital skills and women entrepreneurs are being connected by Canadian ecosystems. A number of initiatives are created especially to assist women in recognizing, utilizing, and reaping the benefits of technology: CRM, or customer relationship management. Even basic CRM systems decrease missed opportunities, track leads, automate follow-ups, and centralize client data This directly reinforces the effectiveness of relationship-based tactics previously employed by female entrepreneurs
E-commerce optimization: According to WEKH, female entrepreneurs operate in the retail, services, and creative industries, where online sales are increasingly important Conversion rates may be significantly increased without increasing advertising spend by streamlining checkout, adding abandonedcart emails, and optimizing product pages
Digital Marketing Tools: Social media schedulers, email marketing platforms, and basic analytics help founders maintain a consistent presence without being online all day. BDC’s labour shortage research shows that companies using automation in certain areas were twice as likely to find hiring easier because automation absorbs routine work
AI and Automation: WEKH’s Women Inspire 2025 initiative highlights AI’s potential to let a solo entrepreneur “appear as if they are running a multinational company” through automation, content generation, and more thoughtful decision making.
Program for WOSEN Digital Transformation (Ontario & Beyond): This curriculum, which includes social media marketing, SEO, ecommerce, and general digital marketing, is designed for women-identified and gendernonbinary entrepreneurs seeking to transform their enterprises through digital marketing
The Center for Social Innovation, NORDIK, Pillar Nonprofit, and SVX collaborate to deliver it, and part of the funding is provided by the federal Women Entrepreneurship Strategy
The Centre for Women in Business (Nova Scotia) and the EDGE Initiative: This program helps well-established, female-led companies not just tech startups understand and use digital innovation and experimentation Its primary objective is to assist non-technology companies in integrating technology into their operations, marketing, and strategy
Program for Digital Strategic Leadership at the Discovery Foundation (WeBC): This program, designed for female entrepreneurs generating at least $200,000 in revenue, helps them lead digital strategy rather than merely use tools.
You can create a simple, action oriented plan and treat it like a worksheet.
Better data is one of the main benefits of digital adoption Women entrepreneurs represent a "lost business opportunity" for Canada, according to the Business Data Lab, in part because their potential is underutilized Founders can determine where to invest and where to stop by leveraging technology to measure key metrics such as traffic, conversion rate, customer lifetime value, and campaign performance
Businesses that use automation and technology to optimize operations are more resilient and better equipped to manage growth and hiring challenges, according to BDC's work on digital tools Strategic choices regarding pricing, marketing channels, and product focus can be guided by simple dashboards built from accounting software, social media data, and e-commerce platforms
Establish a data-driven goal for 2026, such as examining digital metrics monthly and making a specific decision based on the findings
Establish your digital objective, such as increased capacity, sales, or insight.
Name one to three technological advancements that directly contribute to that objective (e g , CRM, e-commerce optimization, AI writing assistant, booking system).
To develop your abilities and approach, pick one Canadian program (WOSEN, EDGE, Discovery Digital Strategic Leadership, or another WES-funded project)
Tech budget: Establish a reasonable monthly or quarterly budget for technology, and if necessary, look into grants, loans, or advice services
Plan a "digital CEO day" every quarter to examine ROI, data, and tools and determine what should be kept, upgraded, or eliminated.
The takeaway for 2026 is that every wise digital choice is a power play that enables female entrepreneurs to take on more high-impact leadership roles and perform less manual labour
In an exclusive interview with She & Success Business Magazine, Neha Khandelwal, Founder of Indian Women Circle (IWC), reflects on how one woman’s search for connection evolved into one of the most trusted immigrant women’s communities in the Greater Toronto Area What began as a personal response to loneliness and cultural displacement has grown into a powerful platform supporting thousands of women through mentorship, mental health advocacy, entrepreneurship, and meaningful connection
A seasoned IT transformation leader with over 18 years of international work experience across India, UK, and Canada, Neha is known for driving enterprise technology transformation through strategic thinking and crossfunctional leadership Her expertise spans end-to-end solution strategy and implementation, technical program management, and process optimization particularly within complex matrix environments across Banking and Insurance.
Throughout her career, she has led large-scale, multiyear transformation programs and delivered progressive technology solutions that enhanced operational efficiency and business agility. Her work has been recognized with numerous leadership and innovation awards, underscoring her ability to align technology with impactful business outcomes
Neha is also a purpose-driven community leader and a proud founder of Indian Women Circle (IWC) - a trusted and thriving community of 10,000+ Indian immigrant women in GTA (Ontario), providing a multi-facet support system and a safe space for women to foster meaningful social and professional connections Under Neha's exceptional leadership, IWC has flourished over the past 10 years, leaving a profound impact on the lives of countless immigrant women
Indian Women Circle began as your personal response to the isolation and challenges of being a new immigrant in Canada. What inspired you to transform those experiences into a powerful community movement that now supports over 7,600 women?
When I moved to Canada as a new immigrant, I felt the weight of starting over - no family, no network, and no familiar cultural anchor I realized very quickly that the hardest part of immigration isn’t logistics, it’s the emotional loneliness of rebuilding your identity in a new country I created Indian Women Circle in 2015 simply as a place to make a few friends, but within weeks I saw something profound: every woman around me was quietly searching for belonging, community, and connection
IWC grew because the need was real Women came for connection but stayed because they finally found a trusted, welcoming, judgment-free space to share experiences, make meaningful connections and uplift one another What began as my personal solution became a collective movement over 10 years It became an example of sisterhood where women support women, celebrate each other, and build a life in Canada together That shared purpose still continues to inspire me every single day Whatinspiredmewastherealizationthatmystory wasn’tunique.Thousandsofwomenwerenavigating
Starting IWC without prior networks, funding, or mentorship must have required immense courage. What were the toughest challenges you faced in building credibility and creating trust among women in a new country, and how did you overcome them?
Building IWC without any existing network, mentors and funding was incredibly challenging, especially while raising a young family and managing a demanding career in tech As a new immigrant myself, I didn’t have credibility yet, only a vision
Time was a constraint, and funding was a significant hurdle. Not every organization wants to invest in social-impact initiatives where the return isn’t immediate and financial but emotional and communal first Yet I was determined to create a space that felt professional, meaningful welcoming, and worthy of being supported and empowered
Another biggest challenge was earning the trust of women who were also navigating their own uncertainties in a new country Many had joined groups before that felt transactional or unsafe, so creating a space that felt truly supportive required consistency and authenticity
I overcame these challenges by leading without formal authority, creating a team of like-minded volunteers and by showing up relentlessly every day: hosting regular inperson ‘women-only’ meetups on the weekends, initiating meaningful conversations online, responding personally to hundreds of messages, sharing key resources, moderating discussions to keep the environment positive, and leading with complete transparency. I treated the community like a professional organization from day one establishing values, branding, guidelines, and a culture of kindness
Slowly, trust grew because women saw that IWC wasn’t just a hobby, it was a safe space created with care Many esteemed women-leaders recognized IWC’s work in the community and joined events to empower us Every event, every partnership, every initiative reinforced that the community existed to serve and belong When women felt seen, heard, and supported, they became the community’s strongest ambassadors and voice
IWC has become a trusted platform where immigrant women can connect, share, and thrive. What steps did you take to ensure the community remains authentic, inclusive, and supportive—both online and offline?
IWC has always been rooted in one core vision and intention: to create a safe, trusted, and supportive community where Indian immigrant women can truly belong
From the beginning, quality, emotional safety and authenticity mattered more than growth. We established clear values, community guidelines across all channelsonline or offline, and an inclusive culture so women felt emotionally safe sharing their experiences I personally moderated conversations, ensured respectful dialogue, and led by example showing vulnerability, empathy, and openness
Offline, IWC nurtured real connections through 270+ women-only in-person meetups, numerous curated workshops, mentorship events, seven annual Diwali Galas and numerous special events empowering women across GTA These gatherings became powerful bonding experiences that built real personal and professional relationships beyond social media Online, we used social media ethically and intentionally, amplifying women ’ s voices, highlighting their businesses and journeys, and sharing credible resources without ever compromising privacy or safety
IWC’s authenticity also comes from keeping the community member-centric and being volunteer-driven. IWC members have been volunteering for over 10 years and remain the true advocates for the community Every partnership is thought through and every initiative is centred around wellbeing, initiating important conversations, and facilitating genuine networking to build real meaningful connections
Because the community is built on trust and shared experiences - not transactions, women feel a sense of true belonging Women support each other, offer guidance on careers, childcare, settlement, business growth, and emotional healing This emotional foundation is what keeps IWC strong, genuine, and evolving with purpose
Your journey highlights resilience, cultural awareness, and emotional intelligence. How have these qualities shaped your leadership style and helped you expand IWC’s reach through partnerships, events, and advocacy campaigns?
My leadership has been shaped by lived experiencesnavigating immigration challenges, raising a young family while building a community, and balancing a demanding corporate career
Resilience allowed me to show up consistently for 10 years, even when life felt overwhelming It taught me that leadership isn’t about perfection; it’s about commitment, compassion, and courage It inspired me to embrace challenges as opportunities to innovate, whether it was hosting virtual meetups during the pandemic or building a business directory from scratch to showcase women-owned businesses.
Cultural awareness was essential in creating a space where diverse experiences within the South Asian diaspora feel understood IWC reflects the realities of immigrant women - the need for connection, identity, mentorship, and community support This understanding helped me design initiatives like maternal mental health campaigns, entrepreneurship visibility programs, and women-centric cultural events that truly resonate.
Emotional intelligence has enabled me to build meaningful and mutually beneficial partnerships with organizations such as Visit Mississauga, Peel Regional Police, Google, Panorama India, The Consulate General of India in Toronto, and the Global Maternal Mental Health organization while also inspiring 100+ women entrepreneur sponsors to believe in our mission
A pivotal moment in my leadership journey was when I received the WXN Canadas Most Powerful Women Top 100 award and when Facebook recognized me as a Power Admin and named IWC one of the most engaged and influential communities globally out of 70 million Facebook groups This acknowledgment validated our collective effort and affirmed that we had created a deeply meaningful, trusted, and impactful space
These qualities helped IWC grow organically into a powerful platform. I always had a strong belief that social connections are of utmost importance and are critical to one ’ s foundation in settling in a new country This belief guides me even today in how I lead - with empathy, intention, and an unwavering belief in the strength of women supporting women
You’ve turned Indian Women Circle into a hub for empowerment and entrepreneurship. What message do you want to share with women— especially immigrants—who are striving to find their place and purpose in a new country?
To every immigrant woman finding her footing in a new country: you are stronger than you know, and you do not have to navigate this journey alone. Starting over is hard emotionally, professionally, and culturally but it is also an opportunity to rediscover yourself Your past experiences, skills, and identity are not erased by immigration, they are your greatest strengths
My message is simple: give yourself permission to ask for help, to build new connections, and to dream again Belonging doesn’t happen by accident; it’s created through intention, community, courage, and consistency
Seek out spaces that uplift you, and don’t be afraid to create your own if they don’t exist Celebrate your progress, no matter how small Surround yourself with women who cheer for you And remember, you are allowed to take up space, to pursue opportunities, and to design a life that feels fulfilling
Through IWC, I’ve seen thousands of women rediscover confidence, grow their businesses and find a family away from family If I could build a thriving community from scratch, you can build whatever your heart is longing for
You are capable You are deserving And you belong here exactly as you are
The journey of IWC has shown me one truth: when women come together, they create magic and hope My dream is that every woman who walks into this community leaves feeling stronger, braver, and deeply connected always
es a fresh start to prioritize nd income goals This feature w Year as an opportunity to n: 2026 will be the year your e, and business become more ss Canada
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PowerMovesforVisibility andLeadershipin2026
Consider January as your month to be seen and heard For Canadian women entrepreneurs, 2026 is the year to take purposeful steps into visibility as experts, innovators, and leaders Awards, media, conferences, and board seats are not vanity metrics; they are indicators of influence, revenue, and impact Research on women ' s entrepreneurship in Canada indicates that while women are highly innovative, they remain underrepresented in high-growth roles, senior leadership, and public recognition
Identify 3–5 awards to target in 2026 (national, provincial, sector specific, or diversity focused)
RPA Women Entrepreneur Awards
RBC Canadian Women Entrepreneur Awards
WBE Canada recognition and Supplier Diversity awards
Local chamber of commerce or city business awards
Create an "awards file," a living document that includes your bio, impact metrics, media links, and testimonials, and share it across applications
The 49th Global Conference on Women in Business and Leadership (GCWBL) in Vancouver on January 31, 2026, focuses on women leaders, corporate responsibility, and entrepreneurship It provides networking and speaking opportunities
Additional GCWBL dates in cities such as Edmonton (7 January 2026) provide further opportunities to attend and participate in pitch sessions
Stages,Panels,andConferences: Say“Yes”onPurpose
Speaking at conferences and gatherings elevates you from business owner to recognized authority January and early 2026 already have major platforms:
The International Conference on Women Entrepreneurship and Leadership in Business (ICWELB), held in Edmonton on January 16, 2026, brings together researchers, policymakers, and practitioners working on women ' s entrepreneurship and leadership.
In January, make a list of 3-5 conferences, summits, or industry events that meet your expertise
Pitch a talk, panel, or workshop topic that relates to your business and passion.
Start small if necessary: local panels, online summits, and podcasts help to establish a portfolio that leads to larger stages
A strong digital presence enables Canadian female entrepreneurs to be "in the room " even when they are not h ically present However, women-led businesses uently underutilize digital and advanced technologies pared with men-led companies, particularly in keting and visibility.
udit your online footprint: Google your name and usiness Is what appears consistent with your adership goals?
pgrade your LinkedIn profile and website: Update our bio, photo, services, and success stories to eflect current and confident information.
an the content: Establish a consistent content chedule, such as a weekly thought-leadership article n LinkedIn or a monthly email newsletter
ImageCourtesy:Canva
Canadian initiatives funded by the Women Entrepreneurship Strategy (WES) and delivered by ecosystem partners often include training in digital strategy, narrative, and online exposure for female entrepreneurs Get inspired to participate in a 2026 digital exposure or leadership program for female founders.
SetYour2026“VisibilityKPIs”
To make visibility an actual plan, not a fantasy, you must set clear visibility KPIs for 2026, much like revenue or profit targets
Examplesof2026visibilityKPIs:
NetworksandStrategy: VisibilityIsBuiltinCommunity
The Women Entrepreneurship Strategy emphasizes networks and skills as the foundations of women ' s economic empowerment, rather than capital alone WES-funded organizations and women-focused initiatives, including WEKH partners, regional women ' s business centers, and accelerators like ELLA at YSpace, promote founders through panels, blogs, case studies, and showcases
TipstosetyourPowerMode:
Join a women-focused network or accelerator that aggressively promotes its members through events, mailings, and social media
Say " yes " when ecosystem partners want you to share your story; these opportunities increase your reach and reputation
Collaborate in co-hosted webinars or Instagram Lives with other Canadian female entrepreneurs.
The number of award applications filed (often 3-5)
Number of media mentions or features obtained (local or national).
Number of speeches, panels, or podcast appearances given
Number of board, advisory, or committee positions accepted.
Strategic collaborations include comarketing initiatives and co-hosted events
Founders can track these periodically and celebrate accomplishments Awards such as the RPA Women Entrepreneur Awards and recognition through WBE Canada demonstrate how visibility multiplies: each spotlight opens additional doors and builds trust with clients and partners
It is beneficial for Canadian women entrepreneurs to take stock of their operations in 2025 before making more ambitious plans for 2026 According to the State of Women's Entrepreneurship in Canada 2025, women-owned and majority-owned businesses are highly resilient and innovative, yet remain underrepresented in high-growth industries and in the adoption of advanced technologies According to BDC's 2025 study, female entrepreneurs overcame inflation and fluctuating demand by adapting and delivering value rather than withdrawing Therefore, reflection is about accumulating evidence of what worked, what didn't, and what should be emphasized in 2026 rather than self-criticism This is the basis for going from "playing small" to clearly leading Canada's economy
According to WEKH's 2025 report, many women-led businesses are already exporting or investigating new markets, despite their smaller size, and they report high rates of product and process innovation According to BDC, nearly 75% of female entrepreneurs reported handling shifting consumer expectations well in 2025, often by enhancing value, personalization, and service rather than lowering prices
Reflectonthesepoints:
Customers: Who were the top customers in 2025? Which clients, sectors, or communities generated the most revenue, joy, and impact?
Offers: Which products or services sell the most consistently? Which fresh offers or experiments garnered significant traction?
Channels: Which marketing or sales channels (referrals, social media, partnerships, events) delivered tangible results rather than merely effort?
Innovation: Where did you innovate new goods, better systems, new collaborations and how did that impact revenue, reach, and reputation?
The same research that acknowledges progress also identifies persisting impediments In Canada, women entrepreneurs are less likely than men to receive external financing, rely on personal savings, and use new technologies such as AI (12 3% vs 16 5%) Many individuals report capacity constraints, such as juggling multiple roles, balancing work and life, and hesitancy to take on debt or external investment
Reflectonthefollowingpointsforrelease:
Funding & Risk: In 2025, where did your fear of debt, rejection, or "not being ready" prevent you from asking for grants, loans, or investments?
Technology: Because you refrained from investigating digital instruments or automation, which laborious, manual procedures depleted your energy?
Support: When did you refrain from seeking assistance from peers, mentors, or ecosystem groups because you believed you "should" manage things on your own?
Burnout: In what situations did perfectionism, stress, or overload result in lost opportunities or delayed decisions?
According to SOWE 2025, women-led enterprises are as innovative as, or more innovative than, their male counterparts However, they are underrepresented in high-growth scale-ups, advanced technology, and exports. According to BDC's investigation, when women invest in equipment, technology, or new markets, they do it with careful consideration and follow-through This makes them suitable for calculated risk, rather than wild gambles
Makeaguideforrecalibrationin2026:
Which risks were paid off by 2025? Perhaps a price hike, a new offer, a new collaboration, or employing a contractor What did the risk educate you about your ability to make bolder decisions?
Which " scary but sensible" risks might you consider in 2026? Examples include requesting a larger WES-linked loan, implementing a new digital system, entering a new province, or conducting an export test.
What research supports these risks? WEKH and BDC data highlight the inventive and capable nature of women-owned businesses, and the growing alignment of policy and capital to support their success.
To make reflection more tangible, including small "snapshot" style sidebars inspired by real-world trends in research and ecological stories:
The Technical Upgrade: A women-owned retail shop in Ontario used a WES-connected initiative to finance a new e-commerce and inventory system in 2025, reducing manual admin time and expanding online sales across Canada.
Leadership Hire: A service-based founder in Alberta hired a part-time operations lead, allowing her to focus on sales and strategic alliances, resulting in a doubling of revenue by year-end, which aligns with BDC's findings on targeted investment
The Award Application: For the first time, a Quebec-based creator applied for a national women entrepreneur award, resulting in media coverage and new clients before the findings were released. This demonstrates the benefits of ecosystem acknowledgment and increased visibility. Thesesnapshotsillustratehow"bold"maybe practicalandspecific,notmerelyspectacular.
FromReflectiontoVisible Leadershipin2026
The ultimate purpose of reflecting, releasing, and recalibrating is not just to feel better in 2025; it is to take on more public leadership in 2026 WEKH and government policy documents underscore that women entrepreneurs are integral to Canada's growth and innovation goals, not a footnote Budget 2025 and WES investments aim to increase the representation of women-owned businesses in highgrowth, export-oriented, and technology-driven industries
Pointstoreflect:
Choose one belief to release (for example, "I am not ready yet")
Choose one bold identity to assert ("I lead a high-growth, high-impact business").
Select one visible activity to complete in Q1 2026 (speaking, applying, pitching, or collaborating)
