IWD 2025 - an interview with: Paula Merrigan

Tell us a little about your career journey leading to where you are now.

I graduated Uni with a joint degree in Law and French and knew that I didn’t want to be a lawyer but had no idea what else to do. I began working in recruitment in Glasgow, where I’m from, and did that for a year. I went to visit a friend in London for the weekend and that was the lightbulb moment - I still didn’t know exactly what I wanted to do, but all I knew was that I wanted to move to London! I applied for jobs and just so happened to come across a commercial Account Executive role at Greencore. I did that for a year and an opportunity came up internally in the Purchasing department and this was the second lightbulb moment - I got the job and had found something that I loved doing and was good at. I worked at Greencore for another few years then moved to Leathams, an import and distribution food business, where I was a Buyer in the Meat, Fish & Dairy team. In early 2019, I started with YO! Sushi as their Procurement Manager and have been with the business ever since, although it’s a totally different business to the one I joined. Back in 2019, we were 75 or so restaurants in the UK. As part of Wonderfield Group now, we are a global multi-channel Japanese food business. I was promoted to Head of Procurement and then again in January 2024 to Procurement Director for Europe, looking after supply across the seven European countries that we operate in.

What does the International Women’s Day slogan “accelerate action” mean for you?

For me, it means that although we have made so much progress in the last 10 years or so for women in the workplace, we cannot afford to rest on our laurels. Further action is needed and needed swiftly, as there are still diversity gaps in most workplaces. This doesn’t need to always be big, bold gestures, but starting the right conversations with colleagues at all levels sooner rather than later will make the difference. 

How important is it for women to lift each other up and what does that mean to you?

Extremely. We are our best allies. It’s the old saying “strength in numbers”, but when it comes to making real positive change, this is absolutely true. As simple as it is, being kind to each other and being on hand to support each other during tough times will go a long way in festering a more tolerant, empathetic culture which women naturally generate. I think this is lacking a lot of the time in the corporate world. 

How important is diversity across senior leadership teams?

The stats speak for themselves, the more diverse a team, the better it will perform. Not only does diversity translate in the strongest business results, but it also just makes work more fun and interesting!

Senior leadership: 26%, C-suite: 19%, 1 in 4: Chief-level. These are the percentages and numbers of female leaders in our industry. What do these numbers represent to you?

That we still have a long, long way to go until we’re where we need to be. This is something that not only women should be concerned about, it’s for everyone in a senior leadership position to take “accelerated action” on. 

As a successful leader, how do you think (business) leaders can accelerate action toward closing the gender gap and ensuring equal opportunities in the workplace?

For me, the obvious ones are maximising flexible working and ensuring businesses have fair and robust parental leave policies in place. From a procurement perspective specifically, we are often required to visit suppliers abroad in person frequently throughout the year. Although it goes without saying that in-person meetings are beneficial, the demand of this on women whilst trying to balance personal lives can be very taxing. If we can reduce the amount of travel within reason, this would do a lot to help. 

Can you share your top tips for entrepreneurial/managerial/leadership success?

Hold yourself to the highest standards and those around you will begin to do the same. But overall, be human and remember that kindness always wins. 

What’s the most important piece of advice you’d give to a woman thinking of starting a career at leadership level?

Always be your authentic self. Even if you are the only woman in the room (which has been the case for me a LOT throughout my career), never dim your light and try and be anyone else other than who you really are. People warm to authenticity and openness and being genuine will propel your growth and earn your teams’ respect. I’ve found that it inspires high performance too, people work for people. 

Have there been any role models through your life (work or professional) who have helped shape you as a leader?

I had a few female managers early on in my career, Kate Bramble and Natalie Carter at Greencore and Sarah Lawrence at Leathams who really taught me how to hold my own in a male dominated environment, how to be strong and confident, but not overly assertive. I’ve also had incredible male managers who knew the importance of nurturing young female talent in businesses and were instrumental in developing me into the leader I am today.