International Women's Day 2026: Kati Greenall and Alex Moses

Across industries and communities, the day serves as a reminder of the importance of equality, representation and the collective responsibility we all share in creating environments where women can thrive.

This year, to mark International Women’s Day, we spoke with colleagues across Proco Group to understand what the day means to them personally and professionally. We wanted to hear directly from the women in our business who have built successful careers – about the paths they’ve taken, the challenges they’ve navigated and the advice they would offer to other women pursuing their ambitions. Their experiences provide valuable insight into both the realities of building a career and the importance of resilience, mentorship and opportunity.

Alongside these perspectives, we also spoke with several fathers of daughters within our organisation. For them, International Women’s Day carries a personal significance. As parents, they reflected on the kind of future they hope to see for their daughters, the importance of equal opportunity and the role they believe men can play in supporting women – not only in our workplace, but also across the markets Proco Group serves.

In this article of this International Women’s Day series, we hear from Kati Greenall, Managing Partner, NORAM – Commodities, as well as Alex Moses, a Partner in our NORAM Commodities practice.

The Meaning of “Give to Gain”

For Kati, this year’s International Women’s Day theme reflects a leadership philosophy she has seen play out throughout her career. The most meaningful impact, she says, rarely comes from individual success alone but from creating opportunity for others. Developing leadership pipelines, sponsoring emerging talent and opening doors for colleagues are the moments that have made the greatest difference.

“The moments that created real impact weren’t about individual wins,” she explains. “They were about developing leadership pipelines, sponsoring emerging talent and creating access.” Over time, she has seen how investing in others ultimately drives stronger performance and long-term success for organisations as a whole.

Alex shares a similar view, focusing on the importance of commitment and collaboration in the workplace. For him, the theme reflects the idea that meaningful outcomes require genuine investment – both in the work itself and in the people around us.

Building a Career in Commercial Markets

Kati’s career spans more than two decades in professional search, where she has built and scaled practices across highly commercial sectors that have traditionally been male-dominated. Today, as Managing Partner North America for Proco Group, she leads work across commodities, industrials and consumer markets.

A defining moment in her career came when she stepped into board-level responsibility at scale. The experience shifted her perspective from delivering results within a single function to thinking more broadly about governance, risk and long-term enterprise value.

“Sitting at that table shifted my perspective from delivering results within a function to thinking about enterprise value, governance, risk and long-term strategy,” she says. It also reinforced a key belief: women belong in those rooms, not as observers but as contributors shaping the direction of organisations.

Navigating Challenges in Male-Dominated Industries

Like many women working in commercially driven sectors, Kati has often been one of the few women in the room – particularly in energy and commodities environments. Early in her career, that dynamic created an unspoken pressure to over-prepare and over-deliver. Over time, however, she learned to focus less on adapting to each environment and more on mastering her craft. Building expertise and consistency became the foundation of her credibility.

“Competence builds credibility. Consistency builds authority,” she says. Today, her leadership style combines commercial rigour with a conscious effort to ensure different voices are heard in decision-making. “Inclusion isn’t softness,” she adds. “It’s smart leadership.”

Progress and the Work Still to Be Done

Across commodities and industrial markets, both Kati and Alex see encouraging signs of progress in gender representation. Kati points to more women entering revenue-generating roles, stronger pipelines at mid-management level and an increase in female board appointments.

“There has been progress,” she says. “But progression still thins out at P&L ownership and senior trading leadership.” For real change to take hold, organisations must ensure high-potential women are given commercially critical mandates, not just operational roles.

Alex has observed similar shifts across the industries he works in. More women are moving into senior leadership and C-suite positions, bringing valuable diversity of perspective to organisations that were once more homogeneous.

“As more women move into senior roles, they also become visible role models within the industry,” he says, helping to strengthen the pipeline of female leaders for the future.

Attracting and Retaining Female Talent

Competition for talent across commodities and industrial markets continues to intensify, making inclusive and supportive workplaces increasingly important.

From Kati’s perspective, organisations that succeed in attracting and retaining female professionals tend to focus on three key areas:

1. Clear career progression
2. Meaningful flexibility
3. Strong senior sponsorship

“Retention today is about belonging and trajectory – not just compensation.” she explains. Transparent pathways to leadership and flexibility that does not stall advancement are becoming critical factors in long-term career decisions.

Alex agrees that mentorship and inclusive leadership cultures play a vital role in building stronger talent pipelines. Companies that recognise different leadership styles and actively support professional development are often better positioned to retain diverse talent.

“When people feel supported and see clear opportunities to grow, they’re far more likely to stay and build their careers within an organisation.” he says.

The Role of Leadership in Building Inclusive Workplaces

Both Kati and Alex emphasise that inclusive workplaces require deliberate leadership.

Kati believes leaders must actively create space for different perspectives while maintaining high standards of performance and accountability. Diverse viewpoints, she notes, strengthen strategic thinking and decision-making.

Alex also highlights the responsibility leaders have in shaping organisational culture. “Leaders set the tone for the organisation,” he says. “Creating an environment where different ideas and perspectives are valued leads to stronger teams and better decision-making.”

Looking to the Future

As a stepfather and uncle, Alex often reflects on the kind of workplaces the next generation will experience. Encouragingly, he believes meaningful progress is already underway – even in traditionally male-dominated industries like commodities and energy. More organisations are recognising the value of diverse perspectives and are working to create environments that are healthier, more balanced and more inclusive.

“My hope is that this progress continues,” he says. “That opportunities are based on talent, ideas and leadership rather than outdated expectations.” Continuing to build cultures where people feel respected, supported and able to grow, he believes, is one of the most important steps organisations can take today.

Advice for Women Pursuing Leadership

Drawing on her own experience, Kati encourages women aspiring to leadership to focus first on building expertise. Deep knowledge within a field creates both confidence and authority. She also advises seeking environments where performance is recognised and rewarded, and not waiting for complete certainty before stepping forward.

“Don’t wait for perfection before stepping forward,” she says. “Most leadership roles are grown into, not arrived at fully formed.”

Equally important is building professional networks early in a career. Relationships, she notes, are strategic assets that often open doors later on. “Ambition is not something to apologise for,” she adds. “It’s something to refine and direct.”

Lessons Learned Along the Way

Reflecting on her journey, one lesson stands out clearly for Kati: leadership is less about having every answer and more about exercising sound judgment.

“Leadership is often about judgment, not perfection,” she explains. It involves asking thoughtful questions, making informed decisions and adapting along the way.

Earlier in her career, she believed success required constant forward momentum. Over time, she has come to appreciate that careers rarely unfold in a perfectly linear way.

“Careers rarely unfold in a perfectly linear way,” she says. “Sometimes the detours are exactly what prepare you for the opportunities you’re meant to step into.”

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We’d like to extend our thanks to Kati and Alex for sharing their perspectives with us. Over the course of this week we will continue to share the insights, advice and experience of our colleagues across Proco Group to celebrate this year’s International Women’s Day.