Each year, International Women’s Day offers a moment for corporates, governments and individuals globally to take stock. It provides the opportunity to celebrate progress but also reflect on challenges that still lie ahead.
The pace of change remains gradual. In the UK, women who work full-time still earn on average 6.9% less than men working the same number of hours, although the gap has narrowed by over a quarter over the past decade. In the United States, according to the Pew Research Center, women earn roughly 85 cents for every dollar earned by men, compared with 81 cents in 2003. These trends highlight that while we are moving in the right direction, meaningful progress requires sustained effort.
This year’s theme, Give to Gain, captured that dynamic clearly: meaningful progress comes when organisations actively invest in inclusion, opportunity and leadership development. When businesses create conditions for women to thrive, the benefits extend far beyond individuals; it shapes culture and supports long-term growth.
Against this backdrop, Hayfin’s Global Women’s Initiative hosted its third annual International Women’s Day event, From Retention to Leadership: An International Women’s Day Conversation. Bringing together senior leaders from across the industry, the panel discussion and Q&A explored how organisations can move beyond recognition towards action, such as removing bias in decision-making to expanding opportunities and building stronger leadership pipelines for women.
I was delighted to moderate this discussion, and would like to extend a huge thank you to our panellists: Sharon Bell, Senior Strategist in Goldman Sachs Research; Sabrina Fox, Founder, Fox Legal Training & Good Girl to Goddess; and Maria Johannessen, Head of UK Investment, Aon. Here are some of the key takeaways from the conversation:
Progress demands energy
Driving societal change does not happen overnight, and while systemic issues such as pay gaps are still evident, there has been progress. Representation is gradually improving: women now hold roughly 40% of board roles in FTSE 350 companies, up from 9.5% in 2011, reflecting sustained efforts to strengthen diversity in leadership.
The growing presence of women in senior roles sends an important signal to the next generation that leadership pathways are widening. However, accelerating progress will require continued energy and commitment from businesses and policymakers alike. For corporates, this means moving beyond intent to action – not just actively celebrating initiatives such as International Women’s Day, but also championing female leaders and implementing policies that develop and retain the next generation of talent.
Government also has an important role to play. While legislation such as the Equal Pay Act established an essential foundation, further progress will depend on policies that better support career continuity, including more balanced approaches to parental leave and greater recognition of the realities of time spent out of the workforce.
Sponsorship matters
Another theme that emerged from the discussion was the importance of sponsorship. Having someone advocate for you in meaningful ways when you are not in the room can be transformative. Unlike mentorship, which typically focuses on guidance and advice, sponsorship involves advocacy. A sponsor not only helps individuals clarify their goals and build confidence, but also uses their own influence to create opportunities, promote achievements and support progression into more senior roles.
For many women, a persistent challenge in the workplace is navigating expectations around leadership style. They are often encouraged to be more assertive, more vocal or more confident – yet when those behaviours are demonstrated, they can sometimes be interpreted differently than they would be for male counterparts. Sponsorship can help bridge this gap. By advocating for talent and ensuring contributions are recognised in decision-making forums, sponsors can help counter bias and ensure capability is evaluated fairly.
Models make a difference
Leadership is not only about setting strategy. It is about modelling the behaviours that shape workplace culture. That includes demonstrating that balance and boundaries are both respected and realistic. When senior leaders, both men and women, visibly prioritise responsibilities outside of work, such as leaving the office to pick up children or avoiding a culture of late-night emails and instant responses, it sends a powerful signal about what is truly prioritised within an organisation.
This is particularly important when considering the unequal distribution of unpaid work. Data from the Organisation for Economic Co-operation and Development (OECD) shows that women globally do almost 50% more unpaid domestic and care work than men. When a significant proportion of time outside the workplace is already committed, expectations around constant availability can disproportionately affect women’s ability to progress.
Respecting professional boundaries is therefore essential to building a more equitable environment. Clear boundaries help sustain long-term performance and allow talent to remain and progress within the workforce.
At the same time, the discussion also highlighted the importance of agency. Several speakers noted that actively putting oneself forward, be that asking for opportunities or seeking added responsibility, often opened the door to the most meaningful professional development.
The theme of our discussion was clear. Progress is evident, but the pace of change reminds us that there is still more to do. Businesses have a critical role to play in accelerating that momentum by championing sponsorship, modelling inclusive leadership behaviours and creating environments where talented individuals can thrive at every stage of their careers.
In this Q&A, Michaela Campbell, Head of Portfolio Monitoring at Hayfin, explains how her team is transforming data into actionable insights for LPs.
Michaela explores the growing importance of portfolio monitoring, the challenges of managing complex private credit data, and the role AI will play in shaping the future of the industry.
Tell us about the portfolio monitoring team at Hayfin.
As investors’ expectations around transparency grow, LPs are demanding more timely, standardised and high-quality data from GPs. It’s essential to have the infrastructure and resource to support bespoke requirements, as LPs increasingly seek to have consistent reporting from all of their GPs.
Further, with increasing geopolitical and macro-economic uncertainty, the need to be front-footed in monitoring portfolio health has never been greater. Our dedicated team has brought efficiency and streamlining to the reporting, ratings, monitoring and valuations processes, which allow for proactive portfolio management and early intervention.
I joined the firm last year to build out and lead this team. This was all part of a wider drive to invest in the quality of service we can offer to our growing LP base globally, at a time when institutional asset allocation to European private credit remains on the rise.
Our team is making real progress in the kind of insights we can extract from our portfolio companies’ underlying data. This has entailed a substantial investment of the team’s time and resource in structuring, standardising and analysing our portfolio data. Even within the past year, we’ve grown the portfolio monitoring team from two to eight with 2 more joining before the end of the year.
Why is portfolio monitoring important to LPs and what can they expect to gain from it?
For LPs, a portfolio monitoring function is essential for their managers to provide detailed reporting, proactive performance monitoring and value preservation.
Data granularity and enhanced analytic capabilities offer a range of benefits. We can exert better oversight of the portfolio, not only to allow for early engagement with management teams and sponsors, but also to inform future investment decisions, by using our insights and learnings for underwriting and portfolio construction and providing additional, contextual information to aid decision-making.
One example of enhanced analytic capabilities is our early warning indicators, which are fundamental to how we now review the portfolio and prioritise individual deals. This tool has been automated and will soon be available across teams.
Similarly, we were proactive in understanding how PIK-toggles impacted fund-level performance, and also in assessing first and second-order impacts from tariffs to the portfolio.
Through tools like this we believe we can be better partners – to both our borrowers and our LPs. Being able to identify red flags early enables us to engage with borrowers to protect value. Meanwhile, we give LPs the means to assess performance and make informed decisions about their allocations, as well as speeding up their due diligence processes on new fund allocations.
What makes data analysis so complex in private credit?
There are a few structural factors which help explain why the private credit industry has been a relatively slow adopter of automation and big data analytics.
The industry is relatively young, having only emerged in Europe post-crisis. As lenders, you rely on your borrowers to provide high-quality data, and you don’t necessarily have the same levers to pull as the shareholders to compel them to do so. That all impacts the size and quality of the dataset.
With over €50 billion invested in more than 500 companies over 15 years, Hayfin has built a proprietary data bank that supports differentiated and data-driven insights in Europe. We have long requested high-quality, consistent information from our portfolio companies to enable performance tracking. We believe this is now a key differentiator for our private credit platform.
We are now grappling with almost the opposite challenge. Like other large alternative asset managers, we deal with a high volume of data from a variety of investments which is received in many different formats, frequently changing over time and often multi-lingual. That requires us to standardise data from multiple unstructured sources. The quantity of data we receive is growing so cracking the standardisation problem isn’t just about cleaning up data; it’s about gaining a real competitive edge. We believe the firms that can collect, structure, analyse and share this information the fastest and most consistently, will be the preferred choice for asset owners and investors.
One additional challenge is that, increasingly, LPs want reporting delivered in a consistent format, often tailored to their internal systems. That puts pressure on GPs to evolve their processes and technology infrastructure to accommodate those requests.
What does the future hold for portfolio monitoring?
It almost seems too cliché to mention at this point, but we believe that elements of portfolio monitoring will centre around the intelligent use of generative AI. The industry is relatively early in its AI journey, but the pace of improvement and adoption will only accelerate.
The tricky nature of unstructured portfolio data has somewhat slowed the industry’s adoption of advanced data techniques compared to other sectors, but AI is already showing promise in streamlining underwriting, data analysis and deal logistics.
It’s important as an industry that we don’t rush the integration of generative AI into portfolio monitoring, as these GenAI models are often not sufficiently accurate to be fully relied upon. AI should supplement, but never replace, the human judgment, governance and validation that must remain central to our investment activities and portfolio monitoring.
Over time, I expect AI will help the industry resolve pervasive issues related to standardising performance tracking, as well as helping to detect anomalies and incorporate alternative data sources to flag emerging risks. But handling sensitive borrower data requires purpose-built tools and robust infrastructure, which will no doubt take time to perfect.
Hayfin today announces that it has appointed Michaela Campbell as a Managing Director in its Private Credit team.
Michaela will be responsible for overseeing the team’s portfolio monitoring and risk profile across new and existing investments. She will be based in Hayfin’s headquarters in London and work closely with Portfolio Manager and Co-Head of Direct Lending, Mark Bickerstaffe and Portfolio Manager and Co-Head of Direct Lending, Marc Chowrimootoo.
Michaela’s appointment comes as Hayfin continues to deploy significant capital through its flagship private credit strategy, having last year exceeded its €6 billion target fundraise for Hayfin Direct Lending Fund IV. Recent investments across Hayfin’s private credit strategies include loans supporting IK Partners’ acquisition of French fire safety company Eurofeu Group and Näder Holdings’ repurchase of a minority stake in leading global orthotics company Ottobock.
Prior to joining Hayfin, Michaela spent five years at BlackRock in the Risk and Quantitative Analytics team and most recently served as co-head of global investment risk for Private Credit and Private Equity. Before joining BlackRock, she worked at GE Capital for more than a decade, where she held several roles in London and Abu Dhabi with a focus on underwriting, portfolio management and restructuring of leveraged loans. She earned a BSc degree in statistics and actuarial science from the University of the Witwatersrand in Johannesburg and is a CFA Charter holder.
Mark Bickerstaffe said: “We are delighted to welcome Michaela to Hayfin as a new Managing Director in the private credit team. She brings with her a wealth of directly transferable skills and insight from her previous roles. Michaela joins Hayfin at an exciting time as we look to capitalise on the recent increase of institutional asset allocation towards private credit in Europe and build on our recent private financing success across the continent. Establishing a specialised portfolio monitoring team is an important step for us as we continue to grow the capacity and ambition of our Private Credit strategy.”
Michaela Campbell said: “Hayfin has experienced remarkable growth in recent years and has consistently proven that it can deploy capital at scale and at speed, whilst maintaining a conservative risk profile. Its unparalleled network and connections across the European market are equally impressive. I look forward to working alongside my new colleagues and industry partners across Hayfin’s Private Credit strategy.”
Hayfin’s core private credit strategies comprise Direct Lending, through which Hayfin invests in performing loans to primarily European middle-market companies; Tactical Solutions in which the firm has a flexible mandate to pursue opportunistic investments with credit-like risk profiles at enhanced returns; and Special Opportunities, where it invests flexibly in a range of unique opportunities across industries, markets and sub-strategies in situations where financing may be scarce.
Disclaimer: Past affiliations are not a reflection of current capabilities and past performance is not an indication of future results.