‘Show Up, Speak Up’: Insights from Noreen Burroughes Cesareo MBE
Noreen Burroughes Cesareo MBE
Many women support other women, but this woman’s impact has been so significant that she has earned recognition from the Royal Family as well as other international organisations. NOREEN BURROUGHES CESAREO MBE- originally from Santa Luċija, Malta, and now living in the UK - was named in King Charles’ Birthday Honours for her contributions to women in international trade and entrepreneurship. In this piece, Noreen - an international strategist and marketing expert – talks about the main obstacles that, in her years of experience, she has seen women face when stepping into the business world.
I was born in Malta, where I grew up, went to school and university, graduating first with a BA in Communications, Journalism and Contemporary Mediterranean Studies, followed by a Master’s in Marketing and Strategy. In 1997, I moved to the UK after being offered a contract to work in strategy and marketing at a global financial organisation.
At first, there were times when I felt small and out of place, but then, I quickly realised I was contributing professionally and holding my own. That job thrust me into the fast-paced world of international payments and provided me with opportunities to work across several countries, including Canada and the United States.
Over time, I saw just how hard it was as a woman in these global organisations to break through the ranks and progress upwards, especially in the UK, where the glass ceiling is very real. I worked with companies like Thomas Cook, Barclays and American Express before I decided to set off on my own in 2007 and founded my business - Market Accents - a strategic and marketing consultancy.
Back then, I found very little assistance. I had just walked out of an environment where departments were supported, with admin, accounts, etc. When I set up Market Accents, I had to figure everything out on my own, and sourcing that information was hard. Networking in the way we understand it now did not really exist.
“At first, there were times when I felt small and out of place, but then, I quickly realised I was contributing professionally and holding my own.”
Most male-owned businesses grew out of their personal networks formed at college and universities. I did not have them there. I also didn’t want to be labelled simply as a “female-owned business.” I knew I had to prove myself beyond that. And that is precisely what I did. I built my networks to grow my enterprise and actually even started networks.
As my business grew, I realised that other women were seeking me out for advice. I also realised that I enjoyed working with clients that were either women-owned or women-led and helping them grow.
However, I could see that there were many gaps for women-owned businesses to grow successfully. From access to information, resources and training… even more fundamentally, we were lacking in financial literacy and entrepreneurial skills.
That’s when I began working with organisations that focused on women’s economic empowerment. I came across global organisations like WEConnect International which certifies women-owned businesses and works with international organisations to put women-owned businesses in the supply chain.
I also joined a global NGO that had formed in response to the Call to Action of the United Nations Secretary-General’s (UNSG) High-Level Panel on Women’s Economic Empowerment on Sustainable Development Goal 5. That was my debut on the global stage.
“What women entrepreneurs really need early on is help to shape their strategy, understand the market requirements and fine-tune their concept to build a business that can grow.”
At that time I also joined a UK-based organisation which was creating the first UK Economic Blueprint. Knowing my skills and passion, I began researching, advocating and pushing for change in areas where I saw women entrepreneurs struggling most - access to finance, access to knowledge and access to markets (local and international).
A decade on, and I am still doing this. Why?
Too often, women don’t know where to go or what to do, and our networks tend to be more personal than business-oriented. That’s why training, upskilling, and international opportunities are so vital. I carried out research, put forward findings to government, and contributed to reports. I was participating in high-level gatherings both in the UK and internationally.
Then during Covid, I launched the UK chapter of OWIT (Organisation of Women in International Trade) – I had previously joined as a virtual member and saw the gap in the UK. I am now also the Executive Vice President internationally. Three years in, and in the UK we have high visibility and participate in all national consultations, working with other trade organisations to ensure there is equal access to opportunities for women in trade.
Being the agent of change
As a Maltese woman, I’ve seen firsthand how the system works against us. At face value, Malta has worked hard at getting to be gender-neutral. However, dig deeper and the experience is that it is not gender-friendly – at least not in leadership, business, politics or even at home.
Deeply-rooted cultural norms and systemic barriers make it difficult and there is a real case for further policy and societal change. For example, the income tax return is still tied to the husband as he is considered the head of household. Banks provide loans only if you fit their rigid criteria.
“But the challenges also lie within ourselves. As women, we tend to place limitations on ourselves and downgrade our capabilities. We take on too much.”
Consider childcare. Most women setting up their business and working from home will find it difficult to juggle caring responsibilities while trying to access certain services or information, even with the free childcare available. Government departments are closed at the time when many women can make those calls. There is information online, but that is not enough as they try to grow their business idea as a side project to their main job or family responsibilities.
In the UK, I’ve been involved in work across sectors to identify challenges and develop gender-smart policies and strategies that can be implemented. Many of the challenges identified are similar to those we see here, and in other countries too.
But the challenges also lie within ourselves. As women, we tend to place limitations on ourselves and downgrade our capabilities. We take on too much. We try to juggle it all at the same time and be a mother, sister, wife, daughter, and professional. But it’s impossible to manage everything at once. Then, too often, women turn down opportunities, saying: “I’m tired,” or “It’s not for me,” or “I have children now.” These are a few of the limitations we impose on ourselves.
“Go in with an ask. We don’t ask enough. And when someone closes the door with a “no,” your next question should be: “Why? What do I need to do to turn that ‘no’ into a ‘yes’?”
We also don’t network effectively. Men talk business and football, but women often don’t see networking as a skill - and yet, today’s contact could be tomorrow’s client. So even if the topic of a networking event is not spot on - turning up is important. It’s about meeting the people.
When starting out, the budget is small, and support is limited. There are resources available, such as Malta Enterprise, but they’re narrow and will not suit everyone. Universities are spoon-feeding students theory without enough practical application. What women entrepreneurs really need early on is help to shape their strategy, understand the market requirements and fine-tune their concept to build a business that can grow.
That means that we need stronger finance networks and tailored packages, clearer signposting, and more mentors. There are so many women who could support others, but they’re busy, and we need to create structured ways to connect them.
My key message is this: we are the ones who must be the agents of change. That doesn’t mean disempowering men. It’s not about taking men’s place at the table - it’s about collaborating with male allies, opening more seats and sitting alongside them.
The first step to change is showing up. Move out of your comfort zone. Engage. Be knowledgeable about your field. If you’re going to play the game, learn the rules and play them well - together, women and men.
Then always go in with an ask. We don’t ask enough. And when someone closes the door with a “no,” your next question should be: “Why? What do I need to do to turn that ‘no’ into a ‘yes’?”
Don’t be afraid to ask for help - people will give it. Ask for mentors. If there’s someone you admire, ask if they can mentor you. Be respectful of their time, even meeting once a quarter to share insights is valuable. That’s low-hanging fruit we’re not using enough.
Above all, we need to get more organised. Change is possible - but it starts with us.
More about Noreen…
Noreen is a renowned international thought leader and strategist specialising in trade, enterprise, gender, marketing, and communications. She has a diverse career working with blue-chip organisations, SMEs, and across various industries worldwide, including financial services, hospitality, and travel. In 2007, she founded Market Accents, a strategic marketing and communications consultancy based in the UK.
Noreen is highly committed to women’s economic empowerment and girls' education. She serves as the executive vice-president of the Organisation of Women in International Trade (OWIT) International and is the President of OWIT UK. She chairs the Trade Taskforce within the UK All Party Parliamentary Group for Women in Enterprise. Noreen also holds key roles such as director of the Malta Business Network Foundation and UK Chapter and trustee of the Commonwealth Girls Education Fund. Noreen is also an experienced researcher, author and speaker, and has participated in global policy forums related to trade and gender.
You can follow Noreen on LinkedIn.
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