In an industry defined by transformation, AI, regulation, and global uncertainty, one talent pool remains consistently overlooked:
Women over 50.
Yet this group represents one of the fastest-growing segments of the workforce in ageing economies and one of the most commercially valuable. As an over 50's woman myself I can attest to this!
At TENTEN, working across financial services, fintech and consulting globally, we see this disconnect every day.
Organisations talk about talent shortages, but often overlook talent already in front of them.
The Reality: Experience Is Being Undervalued
Despite strong track records, women over 50 are still underrepresented in hiring pipelines and leadership roles.
Why?
A bias toward “potential” over proven delivery
An overemphasis on linear career paths
A narrow definition of digital fluency
The result is a missed opportunity, particularly in financial services, where judgement, risk awareness and leadership maturity are critical.
Adaptability Is the Real Skill of the Future
There is a persistent myth that experience equals rigidity. In reality, many women in this demographic are experts in navigating change (they've had no choice).
They have:
Managed career pivots
Re-entered the workforce
Balanced leadership roles with external responsibilities
Adapted through multiple market cycles
In an AI-driven world, where the most valuable skill is the ability to learn, unlearn and relearn, this is a clear advantage.
The Pipeline Problem Starts Early
The lack of representation at senior levels is not accidental. Research shows the issue begins at the first step into management:
Fewer women are promoted early in their careers
Less access to sponsorship and high-visibility projects
Lower clarity around progression pathways
Over time, this compounds, resulting in fewer women reaching leadership positions later on and finding it almost impossible to catch up after a career break.
AI Adoption: A Perception Gap, Not a Capability Gap
Another common assumption is that senior professionals are slower to adopt new technologies. But the data tells a different story.
Women are using generative AI tools less frequently, largely due to lack of access and encouragement
In technical roles, senior women actually outperform men in AI adoption
This is not a capability issue, it's an environment issue and a management one.
The Commercial Cost of Overlooking This Talent
This is not just about diversity. It is about business performance. Organisations that fail to engage this talent pool risk:
Losing experienced leadership at a critical time
Weakening succession pipelines
Increasing hiring and onboarding costs
Missing out on diverse thinking in complex decision-making
Where trust and long-term thinking are essential (in basically any industry), this becomes a strategic risk.
How TENTEN Supports a Smarter Approach to Talent
At TENTEN, we take a different view.
We do not just match CVs to job descriptions.
We focus on people, potential and long-term fit.
For our clients
We partner closely to:
Look beyond linear career paths and traditional benchmarks
Identify transferable skills and leadership capability
Build diverse, future-ready talent pipelines
Provide market intelligence on evolving candidate expectations
Our approach is consultative and grounded in deep sector expertise and a global network across Asia and the Middle East. We have seen how a team made up of different ages can exceed expectations.
We challenge assumptions, because the right hire is not always the most obvious one on paper.
For our candidates
Our role goes far beyond introductions. We work with candidates to:
Position their experience effectively in today’s market
Navigate career transitions with confidence
Understand where their skills are most valued
Provide honest and transparent advice, whether they are moving roles or staying put
Because recruitment is not just about the next job, it's about building a long-term career strategy. But let's be honest here, we enjoy our jobs because of the people we work with, that's why we stay.
What Should Change: Practical Actions
For clients:
Redefine what “good” looks like and include adaptability, leadership and resilience
Review hiring processes for bias toward linear careers
Create structured return-to-work pathways
Invest in sponsorship at senior levels
Ensure equal access to AI tools and upskilling
For candidates:
Own your story and position career transitions as strengths
Stay visible through networks and industry engagement
Embrace continuous learning, including AI tools
Work with recruiters who understand your value
Be selective, the right organisation will recognise your experience
