Why women quit tech: Kellie Clenton on barriers, solutions & the future
The technology industry is facing a significant retention crisis—women are leaving their tech careers at an alarming rate. Despite ongoing efforts to promote gender diversity, the industry continues to struggle with retaining female talent. With the tech workforce in Australia now as large as the country’s seventh-largest employer, women still make up only about 25% of the sector. And while there has been a push to increase female enrolment in STEM fields, the number of female software engineers has only grown by 2% globally over the past 21 years.
What’s even more concerning is the turnover rate—women in tech are leaving their jobs at more than twice the rate of their male counterparts, with nearly 50% of women exiting by the age of 35. Given the growing demand for skilled technology professionals, losing this talent is a significant blow to the industry. So, what’s going wrong?
People Matters spoke exclusively with Kellie Clenton, Product Lead ANZ at Rippling, to explore the challenges that push women out of tech and the structural changes needed to drive real progress. With extensive experience in B2B marketplaces, fintech, and leadership roles at global firms such as PayPal, Expedia, Uber, and Block (Afterpay and Square), Clenton provides valuable insights into how the tech industry can create a more sustainable career path for women.
Embracing uncertainty for growth
One of the key hurdles for women in tech is navigating uncertainty in an industry that thrives on rapid change. Clenton emphasizes that the most successful leaders—regardless of gender—embrace ambiguity as a catalyst for learning and innovation. She encourages women to seek out opportunities beyond their comfort zones, even when they don’t meet every requirement on paper.
“I’ve taken on roles where I had to learn on the job, whether it was moving from product into sales (and then back again) or navigating complex regulatory landscapes. That willingness to step into the unknown builds resilience, adaptability, and leadership presence—qualities that set you apart in competitive environments,” she explains.
The visibility gap in leadership
A significant barrier to women advancing in tech leadership is the lack of visible role models. Clenton underscores the importance of representation, asserting that organizations must be intentional about ensuring leadership opportunities are accessible to all.
“Progress won’t happen organically—it requires deliberate action at the highest levels,” she says. Transparency in career progression, clear performance benchmarks, and active efforts to bring women into leadership conversations are essential to closing the visibility gap.
With AI and automation reshaping the workforce, she also highlights three leadership capabilities that women must develop to stay competitive:
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Strategic Adaptability – Staying ahead of technological shifts by embracing continuous learning and new ways of working.
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Data-Driven Decision-Making – Using data to inform strategic choices while maintaining ethical oversight.
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Emotional Intelligence and Influence – Building high-performing teams and fostering inclusive work environments.
Beyond mentorship: The power of sponsorship
While mentorship offers guidance, sponsorship is what truly propels career growth. Clenton stresses that senior leaders must take an active role in advocating for women by recommending them for high-impact roles and leadership opportunities.
“Leaders who champion women in rooms they are not yet present in create pathways that lead to lasting impact and career growth,” she explains.
Diversity hiring numbers alone are not enough to measure true progress. she suggests tracking metrics such as:
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Promotion Rates – Are women advancing at the same pace as men?
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Retention Rates – Are women staying in leadership roles?
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Access to High-Impact Roles – Are women given decision-making positions?
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Pay Equity – Are women in leadership compensated fairly?
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Sponsorship and Succession Planning – Are women being actively prepared for executive roles?
Structural changes to accelerate women’s leadership
A major barrier to career progression for women is the disproportionate share of caregiving responsibilities. Clenton highlights data from the Australian Government showing that 54% of families report women as the main caregiver, while only 4% say the same for men.
To address this, she advocates for career flexibility, including re-entry programs, part-time leadership roles, and career pauses without penalty. “The traditional model of leadership as linear, uninterrupted progression doesn’t account for caregiving responsibilities,” she notes.
International Women’s Day 2025 serves as a reminder that the work is far from done, but with deliberate action, the industry can build a future where women thrive in tech—not just enter and exit.