Gender Equity: A Conversation with Our CEO

Gender equity isn’t just a women’s issue — it’s a fundamental business and societal challenge. In the adtech industry, where innovation moves at lightning speed, companies that fail to embrace diverse perspectives risk stagnation. At smartclip, we’ve seen firsthand how inclusion drives better decisions, fuels creativity, and strengthens our culture.

This International Women’s Day, our CEO, Thomas Servatius, shares his perspective on why gender equity is not just a women’s fight but a challenge that impacts everyone. In this candid Q&A, he reflects on the influence of women in shaping his leadership journey, the role of male allies in driving change, and how diverse perspectives fuel innovation and business success.

Do you believe gender equality affects everyone in the workplace? If so, how might these types of imbalances specifically limit the potential for innovation?

Absolutely, gender equity is not just a women’s issue; it’s an issue that affects everyone. The reality is that while progress has been made, we’re unfortunately still operating within cultures and structures that don’t always actively support or promote talented women.

If we assume that we live in a world where gender equity is fully realised, we’re overlooking the fact that disparities still exist — although they might vary from company to company and industry to industry. In some sectors, the barriers are more deeply ingrained, but even in the tech industry, where we often pride ourselves on being forward-thinking, unconscious biases persist.

From an innovation standpoint, this is a critical issue. When we exclude or undervalue diverse perspectives, we limit the range of ideas and creative solutions that can emerge. Companies thrive when they embrace a variety of viewpoints and experiences, and that’s only possible in an environment where all employees — regardless of gender — are given equal opportunities to contribute and lead.

What are some examples you’ve seen where gender imbalance hindered progress or innovation?

One of the most common — and often unconscious — ways gender imbalance holds companies back is through biased recruitment and promotion decisions. A clear example is the hesitancy to hire a recently married woman, out of fear she will soon go on maternity leave. Similarly, negative reactions when a female employee announces her pregnancy are still far too common. These are ingrained biases that ultimately exclude talented professionals from opportunities.

Another closely related issue is the reluctance to offer part-time or flexible work arrangements, which disproportionately affects women — many of whom are balancing careers with caregiving responsibilities. Many highly skilled and experienced women want to work but require a more adaptable structure to do so. Organisations that fail to accommodate these needs risk losing top talent, not because these professionals lack ability or ambition but because rigid structures make it impossible for them to contribute effectively.

This kind of bias — which I call “statistical discrimination”— harms both individuals and businesses. It leads to companies overlooking exceptional candidates simply because of their gender and assumptions about their personal lives. In the long run, these exclusionary practices create an environment where diversity and innovation suffer because companies limit their talent pool and miss out on perspectives that could drive progress.

Can you share any experiences where a more diverse perspective led to creative solutions or new ways of thinking?

Every day. Diversity of thought is not an occasional advantage — it’s something I observe constantly. Some of the most talented and effective leaders I’ve worked with are women, and their contributions shape our company’s success on a daily basis. What’s important is recognising that leadership ability isn’t defined by gender. Great leaders — whether male or female — bring valuable insights, and the worst mistake any organisation can make is dismissing or undervaluing ideas based on unconscious biases.

One of the key benefits of diverse teams is the range of perspectives they bring to problem-solving. Women often approach challenges from different angles than men, and neither perspective alone is enough. If we only hear one side, we risk narrowing our approach. But when diverse viewpoints are brought together, the discussions are richer, and the outcomes tend to be far more innovative.

I’m not saying female-led teams are inherently better than male-led teams or vice versa. What I’ve consistently observed is that homogenous teams — whether all-male or all-female — often lack the breadth of insight that mixed teams naturally provide. True innovation happens when different perspectives challenge and complement each other, and that’s why fostering diversity isn’t just an ethical obligation — it’s a strategic advantage.

How have women’s contributions at various levels influenced not just culture but also business performance, key initiatives, and your views on leadership?

Diverse leadership pushes us to make better, more well-rounded decisions. The female leaders on my team often bring divergent perspectives that challenge me to think more critically. That diversity of thought leads to stronger outcomes.

Women in our company have also been instrumental in shaping our workplace culture. I’m particularly proud of the initiatives we’ve implemented surrounding diversity, equity, and inclusion — many of which wouldn’t exist if it weren’t for the advocacy of female leaders. Working closely with female leaders has given me a broader perspective. It’s not that I didn’t believe in these values, but without their push, I might not have prioritised them in the same way. Over time, I’ve come to understand how essential it is to create an environment where people feel truly valued, supported, and included.

These contributions haven’t just improved our internal culture; they’ve made us a stronger company overall. A workplace where people feel a sense of belonging is one where they can do their best work. And as a leader, I’ve learned that it’s important to prioritise these things. Creating a company that people genuinely enjoy being part of isn’t just good for morale; it’s good for business. And I credit a lot of that perspective shift to the female leaders I’ve worked with.

In your opinion, how important is mentorship in empowering women to advance in their careers?

I have to admit, I’ve always grappled with the concept of mentorship — perhaps because the German terms I grew up with emphasise guidance over empowerment. However, when mentorship is about creating space for curiosity, offering advice, and empowering less experienced professionals to grow, I fully recognise its value. In that sense, mentorship isn’t about directing — it’s about enabling others to thrive.

This is especially true when it comes to mentoring women. As we’ve discussed, women still face structural barriers, unconscious biases, and a lack of representation in leadership. Mentorship isn’t about a paternalistic relationship, it’s about ensuring women have equal access to networks, insights, and the confidence to step into leadership roles. Take some of the incredible women in leadership at our company, their success isn’t because of me. They were always exceptional. If I played any role at all, it was in removing unnecessary obstacles and creating opportunities for them to learn, take on new challenges, and grow into bigger roles.

But mentorship is never a one-way street. Through these relationships, I’ve learned just as much as I’ve given — if not more. Their perspectives, leadership styles, and approaches to problem-solving have challenged and inspired me in ways I never expected. The best mentorship relationships are built on mutual learning, where both individuals grow and evolve together. Perhaps that’s why I’ve struggled with the term. Because while I may offer my experience and insights, what I gain in return is just as valuable.

Finally, what advice would you offer to other male leaders striving to support the women in their organisations?

I don’t purport to have all the answers — I’m constantly learning myself. But I can offer three clear steps that male leaders can take to support women in the workplace.

First and foremost, male leaders must take a firm stance on fostering a workplace that is safe, respectful, and inclusive for everyone. Women should never have to navigate unprofessional behaviour or feel uncomfortable simply because of their gender. This means setting clear, non-negotiable standards — where respect is the norm, and any form of harassment is met with zero tolerance. As leaders, we must lead by example, ensuring that our own behaviour reflects these values and that any concerns raised are taken seriously and addressed promptly.

Beyond that, a critical responsibility is addressing gender pay gaps. Leaders must proactively review compensation structures to ensure equity. Pay should be based on skills, contributions, and impact — not gender, career interruptions due to parental leave, or outdated assumptions about long-term career trajectories. Pay equity isn’t just about fairness; it’s about recognising talent properly and creating an environment where all employees feel valued.

Another key aspect of supporting women in the workplace is ensuring that major life events — such as pregnancy or parenthood — are met with support rather than concern. If a woman in our company ever felt hesitant to announce her pregnancy out of fear for her career, that would be a clear sign that we, as leaders, have failed in creating a culture of trust and security. No one should feel anxious about something that should be celebrated. Instead, leaders should proactively offer support — whether through flexible work arrangements or simply reassuring that their career remains on track.

Ultimately, when you create a workplace that truly supports women, you’re not just improving the experience of individual employees, you’re strengthening your entire organisation.