Large institutions rarely lack ambition on inclusion. What they lack is the infrastructure to hear what is actually happening inside them — and the governance to act on it without losing the people the change is for.
At PwC, the work was built on that premise. Leading national strategy, transformation, and DEIB at a firm of 9,000 people meant operating at the intersection of commercial performance, regulatory expectation, and the lived experience of a workforce that had learned not to expect much. The starting point was evidence: rigorous, lifecycle-level analysis conducted in partnership with Ipsos that surfaced where the gaps were structural, not interpersonal — and made them visible to people with the authority to act.
What followed was a sustained effort to translate that insight into governance. Frameworks were redesigned. Accountability was embedded into performance architecture. Four public-facing strategies were launched — not as communications, but as commitments with measurable outcomes attached. Attrition among equity-seeking groups fell by 25% over the period.
The work was not about transformation as an event. It was about building the internal conditions for change to hold — through leadership capability, data infrastructure, and decision-making processes that kept the analysis honest and the accountability real.