In celebration of International Women’s Day 2026, Euronext hosted events across its locations under the theme “Balancing the scales” to reflect on fairness, access and performance across European capital markets.

In Paris, one of the guest speakers was Lorraine Sereyjol-Garros, Chief Executive Officer of TP ICAP Europe and Head of Continental Europe. With more than 30 years of experience across banking and asset management, she shares her perspective on where imbalances persist and how disciplined leadership can help level them.

Access, language and the hidden codes of markets

For Lorraine Sereyjol-Garros, one of the most persistent imbalances in capital markets is not only about gender, but about access and clarity. “Markets function through codes — acronyms, rules, conventions,” she notes. “If you already understand them, the system works for you. If you don’t, it can feel closed.”

Financial markets rely on trust, comparability and transparency, but their language is often not designed to be easily understood. This creates invisible barriers to entry, whether for new talent, new clients or new market participants. Balancing the scales therefore means increasing transparency and capacity: simplifying information, clarifying rules and ensuring that people from different backgrounds can participate meaningfully. Leaders, she notes, have a responsibility to open doors not only symbolically, but structurally. “When markets are clearer, they are stronger and more efficient,” she says. “Trust increases when expectations are understandable.”

Strategy only works if it is executable

Having led complex businesses in fast-paced market environments, Lorraine Sereyjol-Garros is clear that the true value of strategy is in disciplined execution. “In financial markets, strategy only matters if it can be delivered,” she explains.

Over the course of her career, she has drawn three lessons. First, choose fewer priorities and deliver them fully, as focus creates momentum and impact. Second, set unambiguous timelines and expectations, because people respond to clarity. Third, remain consistent: credibility with clients and markets is built over time by doing what you say you will do.

“As a CEO, my role is to remove noise, not add to it,” she notes. In volatile environments, leadership is not about multiplying initiatives, but about setting clear direction and ensuring alignment. Consistency, in her view, is the foundation of trust.

Diversity of thought as a performance driver

When discussing diversity, Lorraine Sereyjol-Garros approaches the subject through the lens of performance. “For me, diversity of thought is not only a moral argument. It is fundamentally a performance argument.” Markets, she observes, tend to punish groupthink. When everyone interprets signals in the same way, risks are missed and opportunities overlooked. Teams that bring together different experiences, expertise and perspectives create better debate and more resilient decisions.

“Uncomfortable questions strengthen judgment,” she says. “The best decisions are often those that have been challenged.” Over time, this diversity of thought enhances long-term performance. It improves risk assessment, sharpens analysis and reduces blind spots, which are essential qualities in markets defined by speed and uncertainty.

From technical expert to continental leader

A pivotal transition in her career came when she moved from a highly technical role to leading a continental European business. The shift changed her understanding of leadership. “The role moved from providing answers to providing clarity,” she reflects. Leading across geographies and time zones requires decision-making with imperfect information. It also demands alignment around shared values such as fairness, accountability and impact. “Leadership is not about being everywhere,” she says. “It is about setting direction, trusting your teams and staying true to your principles.” In complex environments, clarity becomes a stabilising force.

Capabilities for the next decade

Looking ahead, Lorraine Sereyjol-Garros believes the next generation of market professionals will need three essential qualities. First, clarity, meaning the ability to understand complexity and explain it simply. Second, courage, which involves taking accountability, especially when decisions are uncomfortable. Third, adaptability, or the capacity to challenge assumptions and evolve as markets transform.

“The next decade will question many of the models we take for granted,” she notes. Those entering financial markets will need not only technical competence, but the confidence to question, improve and contribute. Balancing the scales, in her view, is not about conforming to existing systems, but about understanding them deeply enough to strengthen them.

As conversations across Euronext’s International Women’s Day events continue, her message is pragmatic and forward-looking: clarity builds trust, disciplined execution builds credibility and diversity of thought builds resilience. Together, these principles create markets that are not only more inclusive, but also more resilient and effective.