Katie Collin on why female leadership in the Top...

Recent data reveals a sobering reversal for gender diversity in the UK’s Top 100 firms, with female leadership sliding back to just 12 % of the sector's top roles. Ramsay Brown Partner Katie Collin, who reached the senior rank by 31, discusses the “cyclical” pressures driving talent out of the pipeline, the non‑negotiable role of mentorship, and why the profession must dismantle its “suited‑and‑booted” image to survive.

The numbers for female leadership in the UK’s Top 100 firms have long been a point of contention, but the latest data feels like a distinct step backward. Despite entry‑level cohorts maintaining a 50/50 gender split for years, female leadership has recently slid back to just 12 firms. While women hold roughly 24 % of partnership roles across the Top 100, the “leaky pipeline” remains a structural crisis.

To understand why the profession is struggling to retain its most talented women, we spoke with Katie Collin, a Partner at Ramsay Brown. Collin’s own trajectory, making Partner by age 31, is an outlier, but her career path from the high‑energy world of music management to the front lines of NHS medical accountancy offers a masterclass in navigating a sector that often feels designed to keep “quirky” personalities in the background.

The Branding Crisis: “Suited‑and‑Booted” vs. Reality

One of the biggest hurdles to attracting and retaining diverse talent is the persistent image of the “stuffy” accountant. Collin, who swapped music‑industry networking for audit spreadsheets, argues that this trope is a by‑product of the profession’s supportive nature.

“Most accountants operate behind the scenes,” she says. “We’re a supportive profession that deals with sensitive information requiring trust. Because you don’t see the big characters and quirky personalities, the ‘stuffy’ and ‘boring’ stereotype takes hold.”

For women entering the sector, this lack of visible dynamism can be a deterrent. If you don’t see people like yourself thriving at the top, it’s hard to envision a long‑term future.

The “Cyclical” Trap: Where Talent Exits

Why do women exit the track to partnership in their late 20s or early 30s? Collin points to the collision of accountancy’s “cyclical” nature—year‑ends and self‑assessment deadlines—with the reality of unpaid domestic labour.

“Women take on over double the amount of ‘unpaid work’ compared to men, including childcare and housework,” Collin notes. “These intense bursts of work, which are part and parcel of the career, start to make staying seem impossible for many.”

To fix this, Collin argues against a total overhaul of the partnership model, but rather for a “creative, open‑minded” approach to support. This isn’t just about flexible working; it’s about acknowledging the specific pressure points of the UK tax calendar and finding ways to prevent burnout for those with heavy responsibilities outside the office.

Mentorship is Non‑Negotiable

If the pipeline is leaking, mentorship is the sealant. Collin is firm that mentorship should be an “absolute non‑negotiable” at every firm.

“I was incredibly lucky to have some truly extraordinary female mentors early on,” she reflects. “They ask you questions that prompt deeper reflection about where you’re headed and help you progress without sacrificing other important aspects of your life.”

For the sector to move past the 24 % partner average, those who have reached the top must actively pull others up. In an industry where representation at the highest level is currently declining, this “sounding board” can be the difference between a senior manager staying the course or leaving the profession entirely.

Finding the “Right” Route: The Power of Specialism

One of Collin’s most practical pieces of advice for the next generation is to embrace the diversity of specialisms within the UK market. Her own journey, from general audit at HW Fisher to capital markets at BDO, and finally to medical accountancy, proves that the path to partnership isn’t always linear.

“I work in medical accountancy, spending much of my time with those on the NHS frontlines: GPs and GP practices,” she says. “We have sector specialists in sports, film, and non‑profits that do incredible work, but it flies under the radar.”

Collin’s success at Ramsay Brown highlights a key trend: while the “Big Four” often dominate the conversation, mid‑tier and specialist firms can offer more agile pathways to leadership for women who are willing to pivot.

The Verdict

For young women entering the Big Four today, the “12 % at the top” statistic is daunting. But Collin’s message is one of resilience. The path may not be fully paved, but it is there for those who are curious enough to seek out new roles and resilient enough to demand a seat at the table.

Accountancy isn’t just about spreadsheets; it’s about people. And until the sector reflects the diversity of the businesses it supports, it will continue to lose its most valuable assets.