Get to know Julia Elliott Brown – Advisory Board Member

What’s been a defining moment for you as a woman in your career?

There wasn’t a single dramatic moment, it was more a gradual realisation that I was often the only woman in the room, particularly at board level, and that came with a choice.

Early on, I think I unconsciously tried to adapt – to fit the tone, pace and style of the environment around me. Over time, I realised that wasn’t where my value lay. The real shift came when I stopped trying to “perform” in the expected way and started showing up as I actually think and operate – more questioning, more intuitive, and more willing to sit in the grey areas rather than rush to a neat answer.

Ironically, that’s when I became far more effective. Not by being louder, but by being more precise about where I could genuinely add perspective – particularly around people, dynamics, and the questions others weren’t asking.

What’s your own experience of the Three Barriers and what tips would you give women navigating their own barriers?

I’ve experienced all three – personal, societal and organisational – at different points in my career, and they tend to show up together rather than in isolation.

On the personal side, a big part of my learning has been about being more direct – making the ask, saying no, and being much more intentional about where I invest my time. Earlier in my career, I spent too long trying to make situations work… staying in roles or dynamics that weren’t quite right, over-delivering, and often doing too much for free in the hope it would lead somewhere.

Over time, I’ve become clearer that being strategic with your time isn’t selfish – it’s necessary. Knowing when to stop, as much as when to push, is a critical skill.

On the societal side, I’ve felt the biases that many women still face, particularly in the funding world. As a founder and later as an advisor in scale-up investment, I’ve been asked whether I was building my business “part-time”, what my husband did, and being jokingly labelled a “feminazi” for focusing on female founders.

Those moments are easy to brush off individually, but collectively they tell you something about the system you’re operating in. The 2% of venture funding going to female founders isn’t abstract; it shows up in these everyday interactions.

At an organisational level, I’ve seen how much boardroom dynamics and structures still shape who is heard and who is trusted. There’s often an unspoken expectation that a “serious” board member will fit a particular mould – typically male, experienced in a very specific way, and quite dominant in style.

As a woman, and particularly as a Chair, I’ve sometimes felt that discomfort in the room, where the dynamic doesn’t quite know what to do with you if you don’t fit that template. But that’s exactly where change happens. Broadening the definition of what effective leadership looks like at board level is long overdue.

In terms of navigating these barriers, a few things have made a difference for me:

• Be deliberate about where you spend your time and energy – not every opportunity is worth it.
• Don’t wait for perfect permission to take up space or make the ask.
• Pay attention to the system you’re operating in – not everything is yours to fix or carry.
• Build strong, trusted relationships – they are often the lever for change when structures are slow to shift.

These barriers are real, but they’re not immovable. The key is learning how to navigate them without losing your sense of who you are in the process.

What have you read recently and any top takeaway that our audiences might benefit from?

I’ve recently been reading Moral Ambition, which makes a compelling case for directing your career towards solving meaningful problems, not just building personal success.

The idea that stayed with me is that ambition itself isn’t the issue – it’s where we choose to aim it.

For many women, particularly in corporate environments, there’s often a quiet pressure to succeed within the system as it is. Moral Ambition challenges that. It asks whether we’re applying our skills to the problems that actually matter, and whether we’re being bold enough in those choices.

It’s made me reflect more intentionally on how I spend my time, where I can have the greatest impact, and how we define success beyond the obvious markers.

What do you like to do in your spare time?

Outside of work, I try to spend as much time as I can doing things that take me out of that world completely.

I sing in a choir, which requires a different kind of focus and discipline. I walk my dog along the beach whenever I can, and I’m a regular at hot yoga – partly for the physical reset, partly because it forces you to switch off.

I also love travelling and experiencing different cultures. It’s one of the best ways I know to challenge your own assumptions and see the world from a different perspective.

Do you face the double burden as a woman with a career and if so, how do you manage it?

It’s definitely evolved over time.

My children have now flown the nest, which changes the shape of things considerably. Earlier in my career, the juggle was much more intense. Now, it’s less about constant pressure and more about being intentional with how I use my time and energy.

I’m very fortunate to have a great co-parent and a supportive partner, which makes a real difference. But even with that, I’m quite boundaried – particularly when it comes to evenings. I’m more selective about networking and events, and much clearer about what’s actually worth my time.

For me, it’s less about trying to do everything, and more about choosing what matters and being comfortable with the fact that you can’t be everywhere.