HaysMac’s managing partner Natasha Frangos on effectively promoting inclusion in the workplace

Real change takes time, commitment and leadership – especially when effectively promoting inclusion in the workplace. Following her recent recognition in INvolve’s Empower Role Model List 2026, Natasha Frangos sat down with Consultancy.uk to discuss what she has learned about leadership in over 25 years at HaysMac.

You’ve recently been recognised in INvolve’s Empower Role Model List 2026. What does this achievement mean to you and how does it reflect your career up to this point? 

This achievement means a great deal to me. Throughout my career, I have seen first-hand how diverse perspectives and inclusive cultures benefit both people and business. As the daughter of immigrants and one of the few female Managing Partners within the UK’s Top 100 accountancy firms, I understand all too well how important representation is in helping people feel like they belong in their workplace.

However, this milestone also inspires me to do more. While I’m immensely proud to be the first female Managing Partner in HaysMac’s history, I’d like to think we won’t have to wait so long before achievements like this become less notable and more commonplace. Real change takes time, commitment and a willingness to challenge ourselves, and that’s something we remain focused on every day.

I’m fully committed to building on this achievement by continuing to pursue positive change, both in our own firm and beyond. 

Looking back over your career, which experiences have been most vital in shaping your perspective on leadership? 

My experiences of allyship and support from colleagues have been central to my perspective on leadership.

One standout moment was when I was being considered for promotion to Partner. Two male colleagues spoke up for me at a point when I might otherwise have been overlooked. Their support helped me take that next step and shaped the course of my career.

Looking back, it reinforced just how powerful allyship can be. To me, leadership means supporting those around you and advocating for those who face barriers to progress.

What does creating an inclusive workplace look like in practice? 

An inclusive workplace starts with culture. It’s about creating an environment where people feel able to be themselves, contribute their perspectives and challenge ideas without fear of being judged or overlooked. When people feel they belong, they’re more likely to thrive, and businesses are stronger for it.

In practice, that means fostering open and honest conversations, listening to different experiences and being willing to challenge the barriers that can prevent people from progressing.

However, inclusion cannot rely on good intentions alone. It requires organisations to be proactive in creating the right opportunities, support networks and policies. At HaysMac, initiatives such as FemNet, ConnectHer and our mentoring programme are designed to create opportunities and help people build the confidence, networks and support they need to succeed. We’re encouraged that 93% of our people say that individuals from all cultures and backgrounds are respected within their teams, while 89% believe everyone can succeed regardless of their background or characteristics. Those results reflect the culture we’re trying to build, although there’s always more work to do.

Ultimately, inclusion is about ensuring that everyone, regardless of their background, can see a future for themselves within an organisation and has an equal opportunity to fulfil their potential.

How do you ensure inclusion remains a business priority? 

In my view, inclusion must be firmly embedded into the business, rather than treated as a standalone initiative or symbolic act. It should be reflected in how decisions are made, how people are developed and how progress is measured.

That requires organisations to acknowledge and address structural inequities such as the gender pay gap, while also being honest about where further progress is needed. At HaysMac, our focus on transparent pay bandings, regular reviews and creating opportunities for women to progress into leadership roles has contributed to our gender pay gap improving from 5.9% in 2021 to -1.2% in 2025. While we’re proud of that progress, inclusion is never "complete" and requires constant focus and accountability.

Ultimately, inclusion remains a business priority when leaders are prepared to measure progress, listen to feedback and hold themselves accountable for outcomes. When people feel supported, valued and able to fulfil their potential, it strengthens culture, helps attract and retain talented people, and enables the business to perform at its best.

How do you act as a role model within your firm and beyond? 

I believe that being open about my own experiences is one of the most important ways I can act as a role model. As Managing Partner and mother of three children, I try to be honest about the realities of balancing a senior leadership role with family life.

I also believe that leadership comes with a responsibility to create opportunities for others. I’ve benefited from people who encouraged me to take the next step, and I try to do the same for others. Whether that’s through mentoring or simply taking the time to support someone who may not yet see their own potential, those small acts can have a lasting impact.

Beyond HaysMac, I’m passionate about widening access to our profession and helping young people see opportunities they may not have previously considered. We are proud to be a participant of the ICAEW’s RISE programme. I was delighted to speak with pupils in Croydon, which is where I also grew up and went to school, sharing my own career journey and encouraging the next generation to aspire to leadership roles. Representation matters because it helps people see what is possible for them.

What are the biggest priorities for the sector when it comes to equity and representation? 

The biggest priority is turning intent into action. While progress has been made, representation at the most senior levels remains a challenge.

As one of the 12% of female Managing Partners within the UK’s Top 100 accountancy firms, I recognise both the progress that has been made and the work still to do. Women account for only 27% of partners across the profession, while the UK continues to experience significant gender pay gaps at board level.

For me, the focus has to be on creating clear pathways to leadership. That means ensuring talented people from all backgrounds have access to opportunities, development and visible role models throughout their careers. It’s also important that firms measure themselves honestly and hold themselves accountable through reporting, employee feedback and promotion outcomes.

Ultimately, equity and representation aren’t separate from business success. Organisations that attract diverse talent, create inclusive cultures and embrace different perspectives are better placed to innovate, make better decisions and serve their clients.

Finally, what advice would you give to women aspiring to leadership roles? 

My advice would be to stay true to yourself and not feel constrained by other people’s expectations of what success should look like.

Be curious, ask questions and keep learning. Some of the most valuable experiences in my career have come from stepping outside my comfort zone and taking on new challenges.

I’d also encourage women to put themselves forward for opportunities, even if they don’t feel they meet every requirement. Throughout my career, I’ve benefited from sponsors and allies who encouraged me to take that next step, and their support made a real difference.

Above all, remember that you don’t need to change who you are to become a leader. Authenticity is a strength, not a weakness.