A new restaurant recently opened in my small hometown of Huxley, Iowa.

Not just another burger joint or pizza place, but a semi-upscale dining experience. A visit with family members received an enthusiastic thumbs-up. Their confidence wasn’t based solely on the concept itself, although they pointed to the smart location, appealing menu, attractive décor, convenient access and ample seating. We also noted something else. It was founded and co-owned by a woman entrepreneur. 

Women have always started businesses. What has changed is the scale, visibility and impact of female entrepreneurship. Today, women are launching companies at a pace that would have been difficult to imagine a generation ago.

According to recent research from Empower, women now account for 49% of all new businesses in the United States, representing a 69% increase in female entrepreneurship since 2019. The report describes women as being in their “entrepreneur era,” becoming their own bosses at unprecedented rates.

When many people think of women entrepreneurs, they picture a boutique, bakery, salon or consulting practice. Those businesses matter enormously. Small businesses are often the economic and social anchors of our communities. But this story extends far beyond Main Street.

Women are also building technology companies, manufacturing firms, healthcare organizations, financial services businesses, agricultural enterprises and high-growth startups. They are increasingly serving not only as founders, but also as investors, board members and sources of capital for the next generation of entrepreneurs.

The rise of women-owned businesses reflects a broader shift in how women think about work, wealth and leadership. Entrepreneurship offers something many traditional career paths cannot: the opportunity to define success on one’s own terms.

Yet challenges remain. A recent Forbes article, “More Women Are Becoming Entrepreneurs. But Something Is Keeping Them From Scaling, And It’s Costing The Economy Trillions,” noted that while women-owned businesses continue to grow, “the investment gap persists.” Women-owned firms generate less revenue on average than male-owned businesses, not because women are less capable entrepreneurs, but because they continue to receive a disproportionately small share of investment capital.

The irony is that research suggests women often make exceptionally effective use of the funding they do receive. A study cited in the article found that women-founded startups generated 78 cents in revenue for every dollar invested, compared to 31 cents for male-founded startups. That should matter to all of us.

Although both equity and representation are vitally important, supporting women entrepreneurs goes beyond both. When women participate in entrepreneurship, we are boosting economic growth. According to the Women Entrepreneurs Finance Initiative, achieving greater parity in entrepreneurship could add between $5 trillion and $6 trillion to the global economy.

Whether the business is a restaurant in rural Iowa, a family-owned manufacturing company, a venture-backed startup or a Fortune 500 corporation, the principle is the same. When women build businesses, communities benefit. Jobs are created. Innovation increases. Wealth is generated. Opportunities expand.

The restaurant in Huxley may succeed because it has the right menu, location, atmosphere and business model. But it also serves as a reminder of a much larger story unfolding across the country. Women are not simply participating in the economy. Increasingly, we are building it.

I turned to local leaders and asked what motivated them to become an entrepreneur and to share the biggest lesson they’ve learned along the way.

Liz Lidgett, owner and art adviser, Liz Lidgett Gallery and Design, author of “Art for Everyone”

My parents are entrepreneurs and ran a business together. Growing up, they discussed business at the dinner table and my sisters and I were sponges to the informal business school happening over tuna casserole.

Entrepreneurship never felt like a choice so much as a calling I was quietly prepared for. Working in the art world and building my own path I’ve learned that the business of creativity requires the same instincts my parents modeled: Show up consistently, treat people well and stay curious about what’s possible.

My biggest lesson has been that relationships are the actual infrastructure. Contracts matter, but trust matters more. The opportunities that have shaped my career came from people who knew my work and believed in me. That’s something my parents modeled and I was lucky enough to see their example firsthand. 

Melissa Ness, CEO and Founder, Connectify HR

Never in a million years did I picture myself becoming an entrepreneur or taking a major financial risk. I started my career in accounting because I loved numbers and problem-solving. I was naturally shy and preferred staying in the background. Over time, though, I realized much of that was fear. What I truly loved was serving people, solving problems and helping businesses grow.

During the pandemic, I started asking bigger questions about what I wanted my next chapter to look like. I kept coming back to one idea: creating a place where people love who they work with, what they do and the community they do it in. After 15 years in the PEO industry, I realized I had the experience, team and relationships to take the leap.

My biggest lesson has been how generous and supportive people truly are and how much they want to help. It takes a village and the DSM village shows up!

Lauren Patrick, DDS, owner/dentist, Blanc Dental Aesthetics

I was inspired to start my own dental practice, specifically a start-up practice, because of my desire to curate the patient experience from beginning to end. In doing so, I’ve learned the importance of keeping my “why” at the forefront of all business decisions, no matter how big or small, because every detail informs who we are as a brand and what stories patients tell after interacting with the Blanc Dental Aesthetics team. Informing the patient experience starts with my interest and investment in the individuals on our office team. The early establishment of their personal and professional goals allows me to make the connection between who they are inside and outside of the office, and therefore support them holistically. It is this approach that I believe ripples out into their patient interactions and creates a synergy amongst staff and patients alike.

Katie Patterson, founder and CEO, Happy Medium

I started Happy Medium because I wanted more control over my time. I know — give me a second while I laugh at myself.

The pitch I told myself was that I’d build something on my own terms, set my own schedule and actually be present for my life. What I didn’t see coming was that owning a business doesn’t hand you your time back. It just means you’re the one responsible when everything needs you at once. Your clients, your team, your own ambition all have opinions about your calendar, and none of them care that you had a plan.

Time and autonomy aren’t rewards you get for building something. They’re things you have to fight for, deliberately, for years.

But even on the days when I have zero control over anything, I’d still rather be building something that’s mine. That part hasn’t changed.