My WIBF Journey – Imogen Gammidge

When Imogen first attended WIBF’s 25th Annual Awards for Achievement in 2023, she was inspired by the organisation’s commitment to advancing women in financial services. Since then, her involvement has grown from joining the Future Leaders Shadow Board (FLSB) as Mentoring Lead to becoming Co-Chair, while also leading the development of the ‘Future Me’ student mentoring programme.

Alongside her volunteer work, Imogen is a Vice President in Citi’s Markets Operations Transformation team, leading change programmes focused on simplification and continuous improvement.

Imogen reflects on her journey with the FLSB, the impact of mentoring, and the importance of creating opportunities that help future talent build confidence, connections, and a sense of belonging in the industry.

My journey with WIBF began in late 2023, when I attended the 25th Annual Awards for Achievement at the Museum of London Docklands through EY. What really struck me that evening was everything that WIBF stood for. The sense of purpose in the room and the focus on celebrating and advancing women in financial services resonated deeply with me. I left that event with a promise to myself that I did not just want to attend WIBF events, I wanted to be part of the work happening behind the scenes, helping to drive forward meaningful change.

When the opportunity became available to join the Future Leaders Shadow Board (FLSB) as Mentoring Lead, it felt less like a decision and more like a natural continuation of that intention. Throughout my career, I have consistently been drawn to work that supports personal development, particularly for women and early-career talent. That has included building internal networks and creating spaces where individuals feel empowered to grow. Joining the FLSB offered the chance to formalise those experiences and contribute to something with broader reach and long-term impact.

What excited me most was not only the leadership responsibility, but the chance to work alongside like-minded, talented peers who shared the same values and ambitions, while also shadowing senior leaders on the WIBF Management Board. I expected the experience to be stretching and developmental, but also hugely purposeful.

The Future Leaders Shadow Board, from the outside, can look like a representative group. In practice, it is far more than that. It is a space where future leaders are trusted to design, lead, and deliver initiatives that contribute directly to WIBF’s strategic direction. Each member owns work, from shaping ideas through to execution, and is expected to engage and collaborate with both peers and senior stakeholders. That level of ownership creates a steep learning curve, but also an accelerated one. You are exposed to decision-making conversations and leadership thinking that would typically take years to access in a traditional environment. At the same time, you are expected to contribute with clarity and intent, not simply observe.

As Mentoring Lead, I was responsible for developing and delivering a student mentoring initiative. What began as a pilot, designed to explore how early exposure and guidance could support students considering careers in financial services, evolved into the WIBF ‘Future Me’ mentoring programme. The concept was simple: a ‘near-peer’ mentoring model that connected students with early-career professionals who were only a few steps ahead to offer guidance, support, and a real-world view of the financial services industry.

Seeing that programme move from idea to implementation, and eventually become part of WIBF’s wider mentoring offering, was a meaningful milestone. However, what mattered more was the response. Hearing from students who felt more confident about their career choices, or who gained reassurance that they belonged in the industry, gave the initiative a clear sense of impact.

A significant part of my experience was also shaped by shadowing Gwen Faure on the Management Board. What stood out early on was not just her leadership capability, but the way she created space for others within it. Her approach was consistently open, grounded, and collaborative. She made time for regular check-ins, ensured I was included in relevant discussions, and actively involved me in conversations where my perspective added value.

Importantly, she did not default to directing outcomes. Instead, she encouraged ownership. That balance meant I was supported without being constrained. I had the autonomy to drive my work forward, while also having access to guidance when needed. It created an environment where I could build confidence in my decisions, rather than simply follow instruction. That style of leadership, both enabling and trusting, is something I have carried forward in how I think about my own approach to working with others.

One of the broader reflections from this experience is the role that mentoring plays in shaping careers and confidence. While structured mentoring programmes are valuable, some of the most impactful moments often come from informal interactions: a conversation after a meeting, a piece of advice shared in passing, or a perspective that reframes how you think about a challenge. These moments accumulate over time and can be just as influential as formal guidance.

Mentoring, in any form, has a multiplier effect. It builds confidence, broadens perspective, and helps individuals see possibilities they may not have previously considered. Over time, it also creates continuity. Those who are supported often go on to support others, creating a cycle of knowledge-sharing and encouragement that strengthens the wider professional community.

From a personal development perspective, the FLSB has provided experiences that extend beyond my day-to-day role. Leading a programme from concept through to delivery has strengthened my ability to manage stakeholders, structure ideas, and align execution with strategic objectives. It has also expanded my network significantly, connecting me with individuals across different organisations, levels of seniority, and areas of expertise.

From an organisational perspective, initiatives like the ‘Future Me’ mentoring programme contribute to a longer-term goal: strengthening the pipeline of diverse talent entering financial services. By engaging students earlier and providing relatable role models, these programmes help build confidence and clarity at a formative stage. That early intervention is often what shapes whether individuals feel the industry is accessible to them.

Looking back, my time on the Future Leaders Shadow Board, first as Mentoring Lead and now as Co-Chair, has been one of the most formative experiences of my professional journey. For anyone considering getting involved with WIBF or the FLSB, my advice would be simple: say yes to the opportunity and be prepared to take ownership. The experience will challenge you, stretch you, and ultimately leave you with a stronger sense of purpose in your work.