In a two-part series, iGaming Expert spoke to Lara Falzon, CEO of Yolo Group’s B2B brands to find out what it really takes to empower women, and how the industry can build a more inclusive and representative future for everyone and why DEI shouldn’t be treated as a standalone strategy.

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• What are the most effective programmes or policies you have seen (or implemented) to support the development and progression of women in iGaming?

LF: I strongly believe in the power of mentoring and leading by example. Supporting women’s progression often comes down to fostering confidence and capability through real-life experience. Within my teams, I ensure everyone is treated equally, while providing mentoring to those who need it. It’s about creating an environment where women feel seen, supported and encouraged to grow. Development isn’t always about formal initiatives, often it’s the day-to-day support, trust and hands-on opportunities that make the biggest impact.

• How important is representation in leadership when it comes to inspiring the next generation of women in the sector, and how can companies ensure these roles are accessible and sustainable?

LF: Representation in leadership is vital. Leading by example sends a powerful message about what’s possible. However, tokenism and just putting a figurehead in a leadership role is not the answer. Simply appointing a woman to a senior position for appearances’ sake does little to create meaningful change. It isn’t satisfying the need for the real empowerment of women. 

What matters is genuine empowerment: listening, supporting and understanding the unique challenges women face. Leaders must be authentic role models, who have earned their place through experience and can guide others. Companies should focus on sustainability through mentorship, opportunity and long-term commitment to gender equality – not just symbolic gestures.

• What structural or cultural challenges remain for women looking to enter or advance within the igaming industry?

LF: Flexibility remains a major issue, particularly when leadership roles demand extended time away from home. While work-life balance isn’t a gender-specific issue, it does disproportionately affect women. Without a strong support network, it’s difficult for anyone to progress professionally while managing personal responsibilities.

• How do we move DEI strategies beyond surface-level commitments and ensure they are embedded into company culture, decision-making, and commercial growth?

LF: Companies need to understand the real needs of their people. That means offering training and mentorship that reflect women’s actual experiences. Programmes like Global Gaming Women are doing fantastic work in this area. True DEI goes beyond equal treatment—it requires tailored support and accountability.

•  What are your hopes and predictions for the role of women in igaming over the next five years, and what steps must the industry take today to get there?

LF: I’m confident we’ll see more women in leadership. As balancing personal and professional goals becomes more normalised, more women will thrive. But companies need to back this with action: flexible work, meaningful career development, and inclusive leadership.