Leanne Tosdevin, HR Director for Gallagher Re International & Gallagher Global Brokerage Europe, is a seasoned leader with a wealth of experience and an inspiring journey to senior leadership. Leanne’s passion for empowering women and her dedication to actionable change underscore Gallagher’s mission to create a workplace where all employees thrive, irrespective of gender.
From insight to action: A conversation with Leanne Tosdevin
Leanne, reflecting on your career journey, could you highlight the defining moments that steered you toward senior leadership?
An incredibly rewarding milestone that I achieved early in my career was stepping into an HR Business Partner role, yet, beneath that success, I found myself grappling with impostor syndrome. This would often leave me doubting my abilities despite receiving positive feedback. Henceforth, I navigated both large and small organisations to push past these barriers. Each environment offered valuable lessons; the structure of a large organisation provided exposure but made it challenging to create impact, while a smaller one gave me the space to step into leadership and build confidence in my decisions.
These varied experiences ultimately shaped my leadership style and reinforced my belief in finding the right environment to thrive. Today, I can proudly say that overcoming self-doubt was not just a challenge; this defining moment was the foundation of my growth as a leader.
Did you have anyone mentoring and inspiring you along your journey? Can you share a particularly memorable piece of advice that you have received?
Actually, I have never had a formal mentor, but I have been fortunate to collaborate with inspiring leaders, in particular one specific manager, whose approach to leadership and engagement was highly influential. I was particularly impressed by her confidence, especially in how effortlessly she handled situations where she did not have all the answers.
This reminds me of one valuable piece of advice she gave me — to seek information confidently rather than let uncertainty hold me back. This made me realise that confidence does not come from knowing everything by heart; rather, you can simply Google it! This insight was a game-changer for me and has proven incredibly valuable. I have also learned to trust positive feedback about my capabilities, which helps reinforce self-confidence and keep self-doubt at bay.
In your point of view, what does it mean to accelerate progress in equality, particularly in the workplace?
For me, it means turning conversations into tangible outcomes. We have heard significant dialogue around diversity, gender equality and supporting women, but progress has been much slower than it should be. We need to move beyond discussions and implement concrete actions that actually have an effect on advancing women’s contributions in the workplace. There is always room to strengthen support systems and celebrate small wins while pursuing larger goals, and I am conscious that there is currently a lot of talk and not enough action.
Professionally, I am focused on advocating for gender equality, especially in our early-stage division of Europe. I make it a point to ask leadership, ‘Are we considering women for this role?’ and ‘Is there a female candidate on the shortlist?’ By keeping these questions top of mind, I am helping shape how we approach hiring and leadership opportunities. It is encouraging to see the leadership team reflect on these points, and I am committed to ensuring gender diversity stays front and centre.
What specific actions can an organisation take to accelerate progress towards encouraging women in executive teams, particularly in the insurance sector?
The insurance sector remains male-dominated, so if we want a more diverse leadership, then that starts with having a more diverse talent pool - in other words, attracting women to the industry. I believe organisations can take the first impactful step towards this by improving work-life balance, as women often shoulder greater caregiving responsibilities, whether for children or ageing parents. Flexibility — through remote work, maternity return programs, and adaptable hours — is crucial in supporting career progression, especially for working mothers. At Gallagher, I am proud to say we have already fostered and continue to uphold such a culture.
Secondly, I see it as essential that companies develop a results-oriented approach, focusing on outcomes rather than rigid processes. The emphasis should be on getting the work done efficiently rather than imposing strict guidelines on how or where the work is performed. This mindset fosters a culture of trust and accountability — something that I always encourage my team to adopt — and I would like to see more leaders take this approach as well.
Thirdly, organisations can implement specific initiatives for women, such as empowerment programmes and leadership development courses and mentorship opportunities. These initiatives help build confidence, particularly as women often face higher levels of impostor syndrome than men*. Mentoring, in particular, is vital at all levels and should be supported without exception. At Gallagher, we uphold this through our comprehensive mentorship programs, which provide support and guidance for women at different stages of their careers, ultimately fostering the growth of female leadership.
What message or guidance would you offer to women interested in entering the insurance industry?
To those outside the insurance industry, my message is that insurance is far from boring; in fact, it is exciting and impactful. This is my second stint in insurance, and I am proud of our vital role in supporting economies and driving sustainability. Insurance underpins many aspects of the economy, often in ways that are not immediately visible. As Pat Gallagher puts it, “Insurance is oxygen for commerce” I strongly encourage others — especially women — to see it as the dynamic and meaningful field it truly is.
I believe the insurance industry is one of the most family-friendly sectors within financial services, particularly when compared to banking or law. While there is always room for improvement, I feel we are ahead of many other industries in supporting women.
How do you see Gallagher continuing to evolve as a workplace that champions gender equality and supports women along their professional journeys?
In addition to the strategies I mentioned, we must focus more on early career initiatives, particularly in Europe. Offering professional certification courses, graduate schemes or internships could play a vital role in attracting women into the insurance industry at the start of their careers. Ultimately, this can build a strong pipeline for future leadership positions.
By building out our resources and focusing on advancing women’s contributions in the workplace, we can continue to maintain an environment where women feel they can thrive. This can strengthen our position as a workplace that regards gender equality as important in how we run our business and look after our people.
Furthermore, I am committed to implementing mentorship initiatives, particularly in Europe, that support women as they develop professionally and help them envision themselves in leadership roles within our organisation. This includes offering targeted guidance and creating growth pathways which will help prepare and support our future leaders for success.