Three voices from Tinderbox on leadership, resilience and why diversity still matters in business

Women’s History Month and International Women’s Day, which both fall in March each year, give us a reason to pause and listen. Not just to celebrate the women in our business, but to ask honest questions about leadership, growth and what real support looks like in practice.

This year at Tinderbox Business Development, we’re sharing a short Q&A with two of our colleagues – Yasmin Aslam and Sarah Walker – who shape our work every day, alongside our managing director, David Turner, reflecting on the influence of a female mentor and the role male leaders can play as allies.

Below are their thoughts.

Yasmin Aslam – regional partner, Tinderbox Business Development

What was the toughest decision you’ve had to make professionally?

I don’t think there is just one. In business, you face difficult decisions every day, you end up weighing up outcomes, analysing the steps that brought you to the point of decision and then taking risks. It’s a constant merry go round of tough decisions, but having to make them often means you are doing something right- pushing yourself outside of the comfort zone.

What leadership trait matters most in 2026?

Authenticity – above all be authentic, know yourself and back yourself.

What is one piece of advice you would give to your younger self / another woman in business?

Absolutely nothing can stop you from being who you want to be and living the life you want to live – move forward with conviction, courage and take risks. You can achieve anything you set your mind to.

Sarah Walker, business development and marketing specialist, Tinderbox Business Development

What was the toughest decision you’ve had to make professionally?

That’s a difficult question. It was tough to walk away from a career and life I had built in London 11 years ago. I was very unwell and my body was telling me something was wrong but I didn’t listen until it stopped me in my tracks and I nearly lost the use of my legs. It was hard to keep going through that time of pain, thinking I was superwoman. In the end, it became a period of real change and a stepping stone to my next chapter.

What leadership trait matters most in 2026?

Kindness, creativity and flexibility. We never truly know what someone else is dealing with so I try to listen and step into their shoes. Also times are changing so much so it is important to have a flexible and creative mindset.

What is one piece of advice you would give to your younger self / another woman in business?

Not everything has to be perfect and you don’t have to be superwoman. Be a little kinder to yourself.

David Turner, managing director Tinderbox Business Development

Which one person influenced your leadership / your approach to business?

I would have to say Niki Traves, who at the time was merchandising director of the then all-powerful Argos. Niki was a tough negotiator but completely understood the value of win-win outcomes in the negotiating game. She achieved this by fully understanding the challenge and seeing it from the other party’s point of view – a great listener combined with a firm negotiating stance. A very successful combination.

If you look at the SME market right now, where do you see the biggest barriers to growth for women founders?

I would not say there are clear structural barriers in reality, although the perception can be there. Candidly, most of the SME owners we speak to are male but the roles they occupy and the businesses they have set up are just as applicable to a woman as to a man. The women we do meet – particularly those working in banks and accountancy firms serving clients – have strong skills and are a credit to their profession. If the will to run an SME is there, the capability most certainly exists.

What would you like male leaders to do differently this year, not just on International Women’s Day but day to day?

There is often resistance within the SME community to delegate and, more importantly, to lay the groundwork for effective delegation through proper training. If effective training takes place before someone steps into a role, they are far more likely to succeed and add value. That frees the leader to focus on growing the business rather than constant day to day micro-management.

Why does diverse leadership make firms stronger?

Businesses with diverse teams have greater appeal to the marketplace. When serving a wide business community, it helps to reflect that diversity internally. Having the right person serving the client is essential to success, particularly in our arena. We have a diverse team and it serves us well. I would advise any business leader to look closely at their own organisation and consider where greater diversity could strengthen it. Standards should always remain high, but talent exists across all walks of life. It is about finding the right people for your business.