Oct 31, 2025

A national survey from Chief, an impactful membership community for senior women leaders, and The Harris Poll found that 86% of women executives feel more ambitious today than they did five years ago. The survey of over 1,000 women in VP-level and above positions found that 96% made bold career moves in recent years, with 71% doing so by choice rather than necessity. "Leadership for women today is not a linear path. It's multidimensional," Alison Moore, CEO of Chief , said in a statement. “That might mean leading from the C-Suite, building something new, investing in businesses, taking a power pause to chart what's next, or joining boards. Often, it's pursuing several of those ambitions all at once.” Why Leaders Are Building Portfolio Careers The data shows senior women leaders now hold an average of three professional identities at the same time. More than half of C-Suite executives—52%—maintain portfolio careers that blend corporate roles with board service, entrepreneurship, consulting, or creative work. This matters for the entrepreneurial ecosystem. Women who spent 20+ years building corporate expertise are now applying that knowledge to launch ventures, advise early-stage companies, and invest in female founders. They bring operational experience, established networks, and capital—resources that can accelerate growth for founder-stage businesses. When asked what motivated their career changes, 50% cited growth opportunities, 47% pointed to meaningful impact, and 45% mentioned alignment with personal values. Additionally, 92% said they "never stop thinking about how I can do more or something different with my career." The survey found that 83% of women executives believe the career playbook from 20 years ago no longer applies. That tracks with broader changes in how professionals approach work—remote options, the gig economy , and digital tools have expanded what's possible outside traditional employment structures. Market Disruption As Fuel Economic uncertainty has accelerated rather than slowed these career shifts. The Chief survey found that 82% of senior women leaders view market disruption as motivation to explore new directions rather than a threat to stability. This perspective differs from typical recession responses, where professionals tend to prioritize job security. Instead, these women are starting companies, joining boards, advising startups, and building consulting practices. They're creating educational content, launching mentorship programs, and investing in early-stage ventures. Moore explained that Chief's research contradicts recent media reports suggesting women are pulling back from ambition. "Our findings echo what I've heard in thousands of conversations with Chief members over the past year," she said. "The path is not the point. It's having maximum optionality to define success on your own terms." Leaders With Capital: Closing the Gender Funding Gap Women founders raised $38.8 billion in venture capital in 2024, according to PitchBook data . That amount constitutes just 2.3% of total VC funding. The percentage has barely moved despite increased attention to diversity in venture capital. Senior women with capital and industry expertise could help close this gap. Many are writing angel checks, joining investment syndicates, and advising portfolio companies. Some are raising funds specifically to back women-led ventures. The impact remains limited by scale. Angel investments and early-stage checks from individual investors can launch companies, but sustained growth requires institutional capital. The venture industry's demographics—still predominantly male—haven't shifted quickly enough to keep pace with the number of women launching fundable businesses. Community as the New Classroom for Leaders The Chief survey found strong evidence that peer networks drive ambition. Some 94% of respondents said being around other ambitious women fuels their own drive, and 93% believe they have collective power to build new "centers of influence." Two-thirds of senior women leaders said their problem-solving accelerates when brainstorming business challenges with other women leaders. This collaborative approach differs from the competitive model that defined previous generations, when limited seats at the table meant women competed against each other for advancement. Women today are investing in female founders, creating co-working spaces and membership communities, and building supply chains that prioritize women-owned businesses. Experience Meets Entrepreneurship: How Leaders Build Differently Senior women leaders bring different perspectives to entrepreneurship than younger founders typically have. They've seen economic cycles, managed large teams, navigated organizational politics, and built relationships across industries. This experience often shapes the types of ventures they create. Many focus on solving problems they encountered during corporate careers—workplace tools, professional services, or products targeting demographics they understand well. These founders also tend to build profitable businesses rather than chase billion-dollar valuations. This approach may not generate the same headlines as rocket-ship growth stories, but it creates stable companies and jobs. The combination of experience, capital, and networks positions senior women to drive innovation across sectors, particularly in areas that don't attract traditional venture capital attention. What Actually Changes When Leaders Lead Differently The test is whether this shift creates opportunities for women coming up behind them. If experienced women launch venture funds, do they back female founders at higher rates? If they join corporate boards, do they advocate for policies supporting working mothers? If they build businesses, do they create different workplace cultures? The survey data emphasize collaborative power over individual advancement. Women are now building support structures that didn't exist when they were climbing corporate ladders— mentorship programs, investment networks, and professional communities designed specifically for women. Whether this creates lasting structural change for women beyond the senior leadership level remains to be seen. The Path Forward for Emerging Leaders For women earlier in their careers, the data offers one clear message: the corporate ladder still exists if you want to climb it. But it's no longer the only option. Build expertise. Develop relationships. Learn how businesses work. Save capital. Then decide what you want to create. That might be a C-Suite role. It might be a company. It might be a portfolio career combining multiple interests. For companies, the Chief research suggests retention strategies need updating. Senior women leaders aren't leaving because they're burned out. They're leaving because they see better opportunities to create impact and build wealth outside traditional structures. Organizations wanting to retain talented women need to offer flexibility, support entrepreneurial ventures, and recognize that career paths look different than they used to. The Chief and Harris Poll survey marks a shift in how senior women leaders approach their careers. These women aren't abandoning ambition—they're expanding its meaning.