The Business Record’s Women of Influence awards celebrate the work of Central Iowa women who have attained success while helping others along the way. While working in various sectors and with varied life experiences, they’ve devoted their time to service and leadership. They’ve spent countless hours volunteering, working on major issues and paving the way for other women to follow.

This year’s Women of Influence are: 

• Erica Axiotis, foundation president, UnityPoint Health – Des Moines
• Dwana Bradley, owner, Iowa Urban Media
• Deann Cook, retired president and CEO, Iowa Women’s Foundation
• Susan Fitzsimmons, general counsel, Empire National Inc.
• Shelly Herr, president, Musco Lighting
• Mary Lee Madison, president, Children & Families First | Iowa House Representative, District 31 
• April Schmaltz, president and CEO, Delta Dental of Iowa
• Deanna Strable, president and CEO, Principal Financial Group

Woman Business Owner of the Year: Kourtney Perry, CEO, Ladie Lex Scented Candles and Privacy, LLC

Emerging Woman of Influence: Ashlee Vieregger, senior lead adviser and shareholder, Foster Group

We asked each of the women to share with Fearless how they believe gender equity can be achieved. Here’s what they had to say.

– Emily Barske Wood, Business Record special projects editor 

What do you consider the greatest barrier to gender equity?

Bradley: We all have different lived experiences that shape our understanding of the world. Our beliefs, assumptions and biases are often shaped by our upbringing, culture, education and personal experiences. When individuals have not experienced or recognized the challenges others face, it can be difficult to fully understand inequities or support meaningful change. Creating opportunities for dialogue, listening, education and shared understanding can help bridge these gaps and move us closer to greater gender equity.

Cook: We need to continue to have deep discussions about the facts, data and realities women and girls face in achieving equity. We have made progress over my lifetime in a number of areas, but this advancement is at risk if we rest on our laurels or fall into the fallacy of believing we’re there already. Data still show women behind in pay equity, leadership roles and balancing caregiving responsibilities. Listening to women’s voices, involving them in policy decisions and recognizing their contributions will ensure our trajectory on equity continues forward.

Fitzsimmons: One of the greatest barriers to gender equity is the belief by some that it has already been achieved. That perception can create complacency in workplaces and everyday interactions, despite the fact that meaningful gaps in opportunity, leadership and compensation still remain. While important progress has been made, equity requires ongoing focus and commitment. When people assume the work is finished, the urgency to identify barriers, challenge assumptions and create opportunities for others begins to fade. Complacency can be even more limiting than overt resistance because it is often harder to recognize and more difficult to address.

Herr: I think confidence is one of the greatest barriers. Too often women wait until they feel fully ready, while opportunities don’t always wait for that readiness.

Madison: I think people are afraid and measure everything according to our own experiences. We often have limited experiences and measure everything by our limited fund of knowledge. We also have a need to label and count everything. Also there is a lot of fear which breeds violence and prejudice. Gender equity has evolved significantly since I was a child but I see it slipping away.

Perry: One of the greatest barriers to gender equity is that women are still expected to prove themselves while carrying responsibilities many people never see. Women are leading, building, caregiving, creating and still having to fight for fair pay, funding, flexibility and a seat at the table. The issue is not whether women are capable. We have always been capable. The issue is access, support and the systems that decide who gets invested in, promoted, protected and heard.

Schmaltz: The greatest barrier to gender equity is often unconscious bias — deeply ingrained assumptions about roles, capabilities and leadership potential. These biases can shape hiring, promotion, compensation and even daily interactions, often without awareness or intent. Addressing this barrier requires consistent self-reflection and inclusive leadership practices that challenge norms and create space — across all genders — to thrive and contribute fully.

Strable: Over my career, I’ve seen that the biggest barrier isn’t always obvious; it’s often systemic. It’s not just about pay gaps, but about who gets access to opportunity, who raises their hand and leans into opportunity, who is supported in advancing and whose voice is heard. Those dynamics shape outcomes over time. Addressing that requires intention; it takes consistent focus on how we hire, develop and promote talent. At Principal, we’ve seen that when you broaden access and ensure different perspectives are part of the conversation, you make better decisions and build stronger results for your people and your business.

Vieregger: Gender roles remain deeply ingrained in society, even as many households and workplaces strive for greater balance and equity. Women often carry a disproportionate mental load. It’s frequently assumed that we’ll take on more of the coordination, organization and behind-the-scenes work that keeps systems running smoothly, both at home and in professional settings. These efforts are often minimized and not always recognized as “real work.” Progress requires naming these collective responsibilities more clearly and sharing them based on capacity and strengths, rather than defaulting to outdated gender expectations.

How has gender equity evolved since your childhood?

Bradley: Growing up, women were often expected to serve in traditional roles such as caregivers, teachers or support staff. Today, women are leading organizations, owning businesses, serving as CEOs, elected officials and entrepreneurs, and making decisions across every industry. While there is still work to be done, I have witnessed greater opportunities for women to pursue their passions, use their talents and lead in ways that were not always visible or encouraged when I was a child.

Cook: Society assumed Gen Xers would go to college if we had the interest. This was growth from earlier generations’ options of nurse, teacher or secretary. However, once we had degrees, it was still assumed we would marry and be the primary parent. We had the “permission” to do it all, but there weren’t good examples for us of how to balance it all. I was fortunate to have the right partner to significantly ease my burden in this respect. I see great promise in young women today in their ability to use their voices and create more equitable households.

Fitzsimmons: When I was a young girl, women were generally expected to become homemakers, teachers, nurses or secretaries. By the time I entered law school, opportunities for women had expanded significantly but traditional expectations still shaped many workplaces. After graduating from Drake Law School in my mid-20s, there were still assumptions about how women should dress, behave and balance family and career responsibilities. Over time, I have seen meaningful progress in workplace culture, leadership opportunities and expectations for both women and men. Early in my career, I often had to advocate for flexibility while raising my daughter and then again later caring for my aging parents. Today there are generally more tools available, including remote work, flexible schedules and greater acceptance of shared caregiving responsibilities between men and women.

Herr: I’ve seen meaningful progress — there are more opportunities and role models for women today — but earlier in my career, women often waited until they felt fully ready. Today, more women are stepping into leadership earlier with great support and encouragement, creating momentum that will continue to build for generations.

Madison: Gender equity has evolved significantly since I was a child. Sadly I see it slipping away by failing to respect women, those with disabilities, LGBTQ, Black and brown people. When I grew up James Brown had a song with the lyrics: “This is a man’s world, but it wouldn’t be nothin’, nothin’ without a woman or a girl.” But they always left the women and girls out in those days. Also roles were assigned for men and for women, salaries are still not equal to that of a man’s even today. Being able to make choices for yourself is one we are still working on in our society. Disparities are still prevalent, and some are trying to turn back the clock on advances we’ve made in this country.

Perry: Since my childhood, I have seen more women step into spaces that once felt harder to reach. Women are owning businesses, leading organizations, speaking on stages and showing young girls what is possible. That visibility is powerful, but we still have work to do. Women, especially Black women and women of color, still need equal access to funding, pay, leadership and support. I believe we have moved forward, but now we have to make sure that progress creates real opportunities, not just inspiration.

Schmaltz: Since the 1970s, gender equity has advanced meaningfully, with expanded access to education, career opportunities and leadership roles. I was fortunate to grow up in an environment shaped by open-minded individuals. Throughout my life, I’ve experienced strong support and have worked alongside mentors and colleagues who valued talent and diverse thought over gender. Today, there is even greater awareness and continued action of focusing and refocusing that will help sustain positive momentum.

Strable: When I was growing up, there were fewer visible examples of women leading big organizations, and fewer people expected that to change. Today, there’s more openness, more conversation and more women in leadership than there used to be. That progress matters. But we’re not done. Some barriers are just quieter now. The goal isn’t perfection but steady progress and a workplace where no one has to choose between opportunity and authenticity.

Vieregger: As a child of the 1980s and ’90s, I’ve witnessed meaningful progress in gender equity, especially in women’s access to college education and career advancement. My own industry, financial advice and investments, was long a “for men, by men” field. That is changing with more women entering the profession and an increasing focus on how to support and retain them. But evolution isn’t linear. For every lasting gain, there can be setbacks in other areas of culture and opportunities. Women’s professional prospects are greater in 2026 than in 1986, but progress requires consistent attention. The pursuit of equity demands ongoing effort.

What policies or business practices should leaders focus on to support working women?

Bradley: Leaders should prioritize robust parental leave policies for both birth and adoptive parents. The early months of a child’s life are critical for bonding, attachment and family stability. Requiring parents, especially mothers, to return to work too quickly can create unnecessary stress and disrupt that important process. Organizations that provide meaningful paid leave demonstrate that they value families and understand the long-term benefits of supporting employees during major life transitions. Investing in parents not only benefits children and families but can also improve employee well-being, loyalty and retention.

Cook: Iowa Women’s Foundation has been very engaged in promoting policies that help women succeed in the workplace. These include making sure women have stable housing, transportation and childcare coupled with the ability to access education, training, mentorship and quality employment. Businesses who pay a livable wage, support childcare options and create pathways for advancement build an equitable culture and benefit not only the women they employ, but also the next generations, as well as entire communities. Research consistently shows communities that have strong female engagement and leadership are better off across all types of livability measurements.

Fitzsimmons: Leaders should focus on building policies, practices and workplace cultures that recognize the reality that women continue to disproportionately shoulder childcare and elder care responsibilities. Flexible work arrangements, remote work options and paid family leave can make a meaningful difference but women should not feel that using those tools will limit career growth or leadership opportunities. Organizations should also continue working to normalize shared caregiving responsibilities for both men and women. Supporting employees in balancing professional and family responsibilities should be viewed as part of building a strong workplace culture and not as competing priorities.

Herr: Leaders should focus on policies that create real flexibility, opportunities and strong support systems. We should also normalize nonlinear career paths, allowing women to step forward and step back at different life stages without limiting long-term growth opportunities. 

Madison: Equal salaries, recognizing that women build and do many great things. Today there are more women in colleges and some professions that men once dominated, but salaries and empowerment must come with it. Believing and creating space where a woman is educated, owns a business or is doing the work that she wants to do can help the whole family be successful.

Perry: Leaders should focus on creating workplaces where women are supported in real life, not just on paper or policy. That includes fair pay, flexible schedules, paid leave, mentorship, leadership opportunities and understanding that women carry many roles. Women should not have to choose between being a great employee, mother, caregiver, entrepreneur or community leader. Supporting working women means building cultures where they are trusted, respected, promoted and given the resources to grow in every season of life.

Schmaltz: Leaders should prioritize practices that expand flexibility, clarity and opportunity. This includes flexible work models that support both performance and life demands. For example, parental leave for all caregivers, and clear, transparent criteria for advancement. Importantly, policies should be designed for outcomes — removing barriers, not lowering expectations — so talented individuals can contribute fully and advance based on merit.

Strable: Flexibility, strong parental leave, pay transparency and regular equity reviews. And just as important: active sponsorship by leaders using their voices to open doors, not just to give advice. I also think it helps when leaders create a culture where people can talk transparently about family life and personal challenges without it being seen as a lack of ambition. When you normalize that, you substantially increase your chances of retaining great talent.

Vieregger: Focus on flexibility, continuity and long-term career pathways. In many professions, having children often leads to a career pause or downshift that can unintentionally sideline talented women. True flexibility in practice might look like allowing women advisers to temporarily reduce client responsibilities, work nontraditional hours or stay engaged in a reduced but meaningful capacity during this season of life. Equally important are re-entry pathways, mentorship, and keeping licenses and credentials current. When that support is provided consistently in practice, talented women won’t have to choose between major life transitions and continued professional growth.

Fill in the blank: Empowering women means _____________ .

Bradley: Believing in their potential, supporting them, valuing their voice and encouraging them to follow their purpose.

Cook: If you have a place at the table, invite other women to join you and invest in their success.

Fitzsimmons: Challenging assumptions, removing barriers and ensuring women have equitable access to opportunities and support.

Herr: Helping them see their potential and giving them the opportunity to act on it.

Madison: Believing and making space.

Perry: Creating space for women and girls of every background to be seen, supported, protected and heard.

Schmaltz: Creating environments where performance drives outcomes, not bias.

Strable: Giving us real opportunity, mentorship, sponsorship and room to both lead and show up authentically every day.

Vieregger: Respecting us. Listening to us. Investing in us.