Managing IP speaks with women intellectual property leaders throughout the year, covering the ups and downs of their careers and their insight into the IP business through its ‘Women in IP’ series.
While many of these women are trailblazers who defied norms to secure leadership positions, law firms must take more proactive measures to ensure it’s easier for the next generation of women lawyers to rise to the top.
Afterall, as the Gender Injustice report published by gender equality think tank Global 50/50 last month notes, only 20% of leaders in law firms are women.
With International Women’s Day 2026 due to be marked on Sunday, March 8, we spoke with the next generation of women IP leaders, from associates and senior associates to patent attorneys, about how law firms can make workspaces more inclusive and help young attorneys achieve their goals.
The sources, from firms in France, the US, India and Australia, said they are looking for flexible working arrangements, client-facing roles and responsibilities, the opportunity to voice their opinion, meaningful work, and workplaces that are genuinely invested in their success.
‘No one is an island’
Of course, not all challenges women lawyers face in their careers are external.
Some can be internal and self-imposed, such as fighting imposter syndrome, considering the high demands of the profession.
Jacqueline Genovese Bova, IP litigation associate at Goodwin in the US, notes that early in her career, she often felt like she might be the only one in the room without a clear answer.
“I’ve come to learn that there often isn’t one right answer in this job,” she says.
“I’ve also learned others lean heavily on teamwork and collaboration to come to the best path forward, and no one is an island with all the answers. Asking questions and gaining experience builds confidence to deal with any imposter syndrome.”
Eva Borakiewicz, a French patent attorney and European patent attorney at Plasseraud IP in Paris, says she still faces imposter syndrome both as a young, female patent attorney and as a person of foreign origin.
“To navigate this, I tend to compensate by preparing meticulously in advance, which gives me confidence.
“In discussions, I found that active listening really works well for me. It allows me to process information thoroughly before providing rational, strategic responses rather than feeling pressured to react instantly.”
She adds: “Most importantly, I’ve learned to say 'yes' to opportunities before I feel 100% ready.”
Sukanya Wadhwa, senior associate at Brandsmiths in the UK, says that although she does experience imposter syndrome, she no longer sees it as a bad thing anymore because of how common it is. “This is not just for women, or people of colour, or anyone in a ‘minority’, but I would argue most people I've spoken to about their careers,” she adds.
Wadhwa adds: “A part of me doesn't expect it [imposter syndrome] to ever go away. However, being appreciated by seniors and mentors that I look up to seriously helped with feeling validated, and it's why I am a massive advocate for giving and receiving feedback (both bad and good) and mentoring.”
Other lawyers in similar positions also recognise the power of preparing in advance.
For instance, Stevie Gough, senior associate at Ashurst in Australia, notes: “When I know I have done the work, I can speak with greater confidence.
“I also remind myself that being invited to the table means that someone recognised my capabilities and values my contribution.”
Tough balance
Associates at top law firms put in somewhere between 10 and 13 hours at work every day, according to survey data published by LegalCheek last year.
It’s not hard to guess, therefore, that it could be incredibly tough to meet the demands of the profession and maintain a healthy personal life.
Umang Gola, senior associate at Fidus Law Chambers in India, says the intensity of work varies, so instead of aiming for a daily balance, she tries to maintain a phase-based balance.
“This means that when the situation demands, I don’t shy away from putting in extra hours, but that does not mean that working late every day should be the norm.”
Borakiewicz at Plasseraud IP notes that as an ambitious person and a young mother in a demanding profession, maintaining balance is definitely a challenge.
“I have learned to better organise my days and to compartmentalise. The intellectual nature of the patent attorney profession allows for some flexibility in the daily organisation, which I use to optimise my productivity.
“For example, I protect the time I spend with my family on the evenings, these quality moments ground me.”
Wadhwa says balancing ambition with mental well-being is not easy in a client-facing role where sometimes deadlines clash, and priorities pull you in different directions.
“Working in a place you genuinely like, doing work you are passionate about, and with colleagues who are understanding and respectful, is half the battle won. Then it's a matter of balance and ensuring you leave your desk where possible during the day - I'm a fan of walking meetings wherever possible.”
Borakiewicz adds that it’s also important to do activities outside work for mental and physical health.
“I practice yoga and Japanese calligraphy, which is a great exercise for living in the moment and letting go of the perfectionism we often carry in our legal work.”
Genovese Bova also acknowledges the importance of doing things outside work.
“There are certainly times when work dominates the balance, like when I am at trial. But other times, I make a conscious effort to do things outside of work so I can recharge.
“Without some time away from my desk, I wouldn’t be able to be as productive and effective when I’m at it.”
Early exposure
There’s much that law and IP firms can do to help young lawyers navigate these challenges and progress towards their goals.
Genovese Bova says it’s important for young, female lawyers to see women in leadership and decision-making positions.
“Of course, mentorship is important, but it may be more important for young, female lawyers to look for sponsors – for someone to promote them.
“A law firm that appreciates, fosters, and harnesses the potential of its female lawyers will be a better work environment that will further benefit clients.”
Gola says client-facing roles and responsibilities have helped her make great professional progress.
“I believe everyone should get this exposure in their initial years as a lawyer.”
She also suggests that law firms can sponsor courses that help young lawyers upgrade their skills and knowledge.
“Beyond legal expertise, firms can curate crash courses to help young lawyers understand the commercial terms and nuances of the industries their clients operate in.”
She adds: “It’s also important to make room for the opinions of young lawyers and provide them with the comfort that their opinions are valued.”
Gough at Ashurst believes law firms should provide structured mentoring programmes that pair junior lawyers with senior practitioners who are genuinely invested in their growth.
“The provision of meaningful work early on, along with honest and constructive feedback, is also important to assist in the development of young lawyers.”
Training programmes, exposure to client interactions and clear pathways for advancement are also essential, she adds.
“Junior lawyers thrive when they understand what success looks like and have the support to get there.”
Wadhwa says there is value in having access to senior leaders in a firm, coupled with access to someone closer in stage or position.
“The different perspectives mean you get a more holistic view, and you may speak to different mentors about different things. Likewise, being paired with someone in a different team or someone who has had a very different journey can help broaden horizons and the range of advice a mentee is exposed to.”
Real representation
Ultimately, women lawyers want to establish their careers at firms that demonstrate diversity and inclusivity through actions and are committed to their long-term success.
Genovese Bova says law firms should recognise that their lawyers are people with lives and families outside of work.
“One important thing law firms can do is have strong parental leave policies that are supported and encouraged.”
“Another is offering alternative work arrangement policies, like flexi-time,” she adds.
Wadhwa at Brandsmiths notes that a lot of law firms now have good maternity policies, but that good paternity policies are also critical. “If more men are taking longer off to support their newborns, then it sends a very positive message about the firm, i.e that it doesn't see parenthood as a woman's responsibility only.
“Likewise, I always find it very encouraging when I see or hear a parent taking time to do school runs or actively using flexible working polices - being open about the challenges of balancing work and life, and encouraging honesty and flexibility around the topic is key.”
Gough at Ashurst says she is encouraged by the progress many law firms are already making toward building inclusive workplaces.
“Firms can continue this momentum by setting clear targets for women's representation. Having measurable goals helps firms track progress and hold themselves accountable, while also signalling a genuine commitment to change.
“Investing in mentorship programmes that help women develop and advance, and offering flexible work arrangements that accommodate diverse life circumstances, are also important.”
At the end of the day, it again comes down to whether law firms can provide up-and-coming female lawyers with real examples of inclusivity and representation.
As Borakiewicz notes: “I feel very lucky to have an inspiring female manager. She is acutely aware of the unique balance women often have to strike, and her confidence in my abilities has been a huge motivator.
“Having that kind of representation at the top makes a real difference in how you envision your own future at a firm.”
