Women in fintech: Moving beyond representation to real influence

At Tribe Payments, we know that building an innovative and seamless fintech infrastructure requires a unique blend of strategic thinking, hands-on problem-solving, and empathetic leadership. This March, as we celebrate Women's History Month, we are spotlighting the women in fintech at Tribe who are not just participating in this revolution but also designing and building it to make it inclusive from all perspectives.

The world of payments and fintech is undergoing a quiet revolution. But this is more than a technological shift. It's a complex dance between innovation, regulation, business, and human behaviour. And at the heart of designing this sophisticated, often unseen architecture are women who bring a unique blend.

We asked five of the women leading the charge at Tribe to share their insights into the industry’s evolution and the challenges that remain. Edita, Jurgita, Helen, Rūta and Jo discussed the role of women in fintech and what companies can do more to balance diversity and inclusion.

Connecting technology and human behaviour

The beauty of fintech lies in its complexity: an intricate web of technical infrastructure, regulatory frameworks, and commercial ambition. It's an environment where the ability to connect various elements is essential. Jurgita Šumskienė, our Senior Product Owner, focused on delivery, expresses this perfectly:

"Women in fintech often operate between strategy and execution – asking the hard questions, connecting the dots, and keeping momentum when things get messy. That mix of technical understanding, business sense, and empathy is already reshaping how this industry builds and delivers – and it’s how fintech becomes not just faster or smarter, but better.”

These are not just technical problems; they are human challenges. As Edita Kudarauskė, our Head of Organisational Change & Development, notes,

"Payments sit right at the intersection of technology, regulation, business, and everyday human behaviour – you literally see how systems shape how people live, spend, and interact."

Helen McHugh, our Senior Business Development Manager, found this human element to be the industry’s secret engine:

"I realised it’s incredibly relationship-driven despite being technical and complex. That mix of people, pressure and decision-making is what really attracted me and has kept me here. You can learn the industry, but strong people skills are much harder to teach.”

Diversity and inclusion: genuine progress or merely superficial?

True inclusion goes far beyond policies and statements. Rūta Kairytė, our Commercial Director in Northern Europe, observes:

"[...] inclusion also grows outside company walls. Through EWPN Lithuania, I see how powerful peer networks are when people can speak openly about negotiations, career doubts, or leadership challenges without pretending everything is perfect.”

This depth of inclusion also extends to the very fabric of thought. Edita explains:

"For me, real inclusion shows up in everyday behaviour, not documents. It’s about whether different voices are genuinely heard, whether people feel safe to disagree, and whether opportunities are distributed fairly – not just to the most visible or loudest people. [...] the next step is how well we include neurodivergent talent, people with disabilities, different family realities, and simply different ways of thinking and problem-solving. The goal should not just be representation but creating an environment where diverse perspectives are welcomed as value, not perceived as friction."

Helen reinforces this, stating,

"For me, inclusion shows up in who gets trusted with responsibility. It’s not about statements; it’s about who’s in the room when decisions are made."

Barriers and the balancing act

Despite the progress, the industry still faces significant hurdles that require honest confrontation. And the balancing act often narrows down at the senior level.

“The biggest challenge is not entry. It is influence. We see many women in product, compliance, risk, and operations. But when you look at executive teams or revenue ownership roles, the numbers drop. Across financial services in Europe, women still hold roughly one-third of senior leadership roles and even fewer positions with direct P&L accountability. That gap is one of the reasons why I recently became an EWPN Lithuania ambassador. I realised conversations alone are not enough. We need to actively create visibility, access, and confidence for women stepping into commercial leadership,” states Rūta.

Notably, in a fast-paced, 24/7 industry, balancing career growth and motherhood remains one of the biggest challenges, often demanding women to juggle high-pressure situations. Edita states that:

“On a very practical level, motherhood is still one of the biggest career balancing acts. The industry moves fast, and without flexibility, it can be difficult to stay fully engaged while also being present for your family. Personally, I feel very grateful to work in a company that genuinely supports flexibility and work–life balance for mothers, because that makes a real difference in being able to continue growing professionally while raising a family.”

For Jo Lawrence, Head of Customer Success, flexibility remains a non-negotiable factor, and a workplace should genuinely support women’s roles outside the office so they can perform.

“Knowing that my roles as a mother, a wife, and a daughter are considered important and that the interest in them is genuine, rather than being used as surface-level pleasantries at the beginning of a meeting/call. I can say with conviction, I can be and am my true, authentic, whole self at work.”

Building a resilient system that works

As the payments industry continues its rapid evolution, the way companies support and empower women must evolve as well. The focus needs to shift from just intention to concrete, structural change.

Rūta: “Move from mentorship to sponsorship. Advice is important, but opportunities change careers. Put women into revenue conversations, pricing discussions, and customer negotiations. Give ownership, not only support roles. Transparency also matters. Finance still has one of the highest gender pay gaps in Europe, and without clear promotion criteria and pay transparency, it is very hard to build trust.”

Edita: “Flexibility is another key factor, especially for women balancing career growth with family responsibilities. When flexibility is normalised rather than treated as an exception, it removes unnecessary trade-offs.”

When diverse leadership becomes the norm, support and empowerment cease to be "special initiatives" and become the way a thriving, innovative organisation operates. And Jo highlights the same:

“Amplify their voices and views while taking the time to listen [...]. A woman is human, and as such, her perspective is as valuable as humankind’s.”

Empowering to lead

Our company is proud to support a culture where women are entrusted to lead. We don’t just advocate for change; we lead by example. At Tribe, we have moved beyond representation to real influence, with women making up two-thirds of our senior management team, supporting the diverse perspectives that drive our most critical strategic decisions.

We will continue to celebrate the immense talent and dedication of the women in payments and fintech who continue to push boundaries and drive our industry forward.

And to all women, Tribe wishes you Happy International Women’s Day! For your continued success, growth, and recognition as we build the future of global finance together.