In her role as ecommerce director at B&Q, Ginny Wakefield has overseen rapid digital growth while pushing for greater gender balance within the home‑improvement retailer.
From fashion to digital leadership
Wakefield began her career in fashion retail, studying design before joining New Look. While on maternity leave in 2007 she was asked to help launch the company’s first online store on a part‑time basis. Within six months the venture expanded quickly, prompting her return to full‑time work.
That early exposure to online sales sparked a lasting interest in digital transformation. Today she heads marketplace, ecommerce and retail media at the retailer, overseeing three high‑growth areas and sitting on the board. She says the work now relies heavily on cross‑functional collaboration, requiring her to align multiple teams across the organisation.
Balancing a senior career with family life, Wakefield returned to work when her daughter was eight months old. She credits a supportive partner, a reliable breakfast club and an after‑school programme for making the arrangement possible, even though she describes the schedule as “fairly chaotic.”
Gender‑focused programmes and mentorship
Beyond her commercial duties, Wakefield champions a network that supports female staff across the retailer. Two years ago the company introduced “Women’s Lean In” mentoring circles, a model inspired by a well‑known tech leader’s initiative. Roughly 3,000 participants from stores and headquarters have joined, with many reporting increased confidence to pursue promotions.
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The retailer also runs a Women in Leadership programme in partnership with Apprentify. Last year 34 graduates completed the scheme; the current cohort includes 40 participants. Topics cover resilience, confidence, imposter syndrome and health issues such as menopause and fertility, aiming to assist both professional and personal development.
A consultancy specialising in workplace health, Kearney, has been tasked with auditing support for female staff. Their findings, described as “eye‑opening,” have prompted further action on the senior leadership team.
One early‑stage effort involves senior leaders reading The Authority Gap by Mary Ann Sieghart. After discussions, leaders began flagging moments where an “authority gap” appeared, signalling growing awareness.
Despite these steps, the retailer acknowledges that visibility of females in trades remains low. Research commissioned by the company found that about 75 % of 16‑ to 18‑year‑olds cannot name a woman working in the trades, and only around 2 % of trade roles are filled by females.
Half of the surveyed girls felt they had fewer opportunities than boys, citing limited school information, perceived intimidation and doubts about physical strength. The retailer has set aside £1 million for an apprenticeship fund, yet enrolment among girls stays modest.
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To boost role‑model exposure, the retailer launched a “Do the Lifting” campaign highlighting women already succeeding in trade positions. TradePoint counters in more than 200 stores now feature female experts who advise customers on materials and project planning.
It’s a long‑term challenge, but the aim is clear: increase the visibility of these experts so that aspiring candidates can see a path forward.
For those considering a trade career, Wakefield advises a simple mindset: imagine what you would do without fear, then act on it. She stresses self‑belief, courage and resilience, noting that “they whispered you cannot withstand the storm, she whispered back I am the storm.”
Reflecting on her own journey, she says the biggest shift occurs when women are no longer the only ones in the room. Once a critical mass is reached, peer support grows, creating momentum that can change organisational culture.
Looking ahead, Wakefield says she has never set a ceiling on her ambitions. She admits she wishes she had been bolder earlier, but she remains eager for the next challenge.
