As part of our women in leadership series, celebrating International Women’s Day throughout March, our Co-Founder Madeleine Weightman recently caught up with Sarah Howe, an independent leader who has taken advantage of her experience and skills in the communications industry to broaden her career into change management and organisational culture.

Sarah has an impressive career spanning international consultancy, in-house leadership roles, and advisory positions. She currently serves as Chair of the ED&I Advisory Group for GB Surfing, a Non-Executive Director for WB Directors, and a specialist advisor for Principia Advisory, focusing on organisational ethics.

What do you consider your greatest achievement so far, and why does it stand out?

This is always a tough question, especially for women, as we often struggle to talk about our achievements. But if I had to pick one, I would say taking the leap from a successful consultancy career into an in-house role. It was a big risk at the time — I left a comfortable and well-established position to step into something completely different. I wanted to expand my skill set, particularly in internal communications and employee engagement, areas I had only touched on before.

It meant taking a significant drop in seniority and salary, but I knew it was the right move. Looking back, that decision was a turning point. It gave me a much broader perspective, allowing me to work at a senior level in-house and later take on advisory roles. I love the diversity of the leadership roles I have now and the skills I learnt in the communications industry gave me an incredibly solid foundation to broaden into other fields and keep learning and developing as a leader.

Who or what has been the biggest inspiration in your career?

There have been so many incredible people throughout my career, but one that stands out is Katie Kemp (now Katie Topping). She was my boss when I first joined Text 100 in London, and she had an enormous impact on my professional development.

Katie was incredibly creative and had a brilliant way of thinking through challenges. I remember how she would grab a piece of paper, map out a problem, and come up with multiple solutions.

That flexible, solutions-driven mindset really shaped how I approach leadership today. She also taught me the importance of embracing change — a vital skill, especially in the fast-paced technology sector we worked in.

If you could give one piece of advice to your younger self, what would it be and why?

I would tell myself to embrace change sooner. I spent about 14 years or so in the same consultancy, and while I had many different roles and experiences (including being based in the US and APAC), I probably stayed a little too long.

It’s easy to become comfortable, but career growth happens when you challenge yourself. If I could go back, I’d encourage myself to move on earlier, exploring new opportunities to diversify my experience. Every new environment, every new team, and every challenge helps build your skills and perspective.

What advice would you give to young women aspiring to lead in the communications industry?

Network! And by that, I don’t mean just attending big industry events and making small talk — I mean actively building relationships in a way that works for you.

 One piece of advice I give to young professionals, including my own daughters and their friends, is to commit to one small networking action every week. Have a coffee with someone new, ask a mentor for insights, or join a discussion group.

Also, step outside the PR and communications bubble. Talk to people in different industries — finance, energy, tech. Expanding your perspective will make you a stronger leader.

What more can be done to support and elevate women into leadership roles?

One practical step is taking advantage of organisations like WB Directors and Women on Boards. They provide excellent resources for women looking to develop leadership skills, understand conformance and performance and position themselves for both Executive and Non-Executive Board roles.

Also, recognise that leadership development doesn’t start when you reach a certain seniority level. Even in your mid-20s, you should start thinking about what skills you need to become a director, whether that’s governance, risk management, or strategy.

We need more brilliant leaders of all genders, and the earlier you start thinking about your leadership journey, the more prepared you’ll be when the right opportunity comes along.