“Representation Alone Isn’t Enough”: Eve Rémillard Larose Wants More Women in Positions with Decision-Making Power

While days and months of the year dedicated to celebrating various demographics are undoubtedly important, in many ways, they can also feel like a double-edged sword. Sure, it’s important to take time to recognise why they exist… but that’s just it. Ideally speaking, we’d all live in a world where such equality and equity were just facets of daily life, and didn’t warrant a designated period of time for people to reflect and take action.

The existence of these occasions also serves to highlight that for far too many, these considerations are only made for brief moments. That’s not right, and as Eve Rémillard Larose, CEO of TBWA\Canada sees it, this is not how the push toward parity will become a reality. Real progress in this realm requires daily commitment – it needs to be thought about every day. Whether that’s through promoting mentorship opportunities for women coming up in the business, advocating for the women on the team, or ensuring leadership teams include women at the highest levels, there’s so much that can and needs to be done, especially in an industry that can be as male-dominated as advertising.

LBB’s Jordan Won Neufeldt sat down with Eve to learn from her journey through the industry as a woman, and how she’s trying to make a difference as a leader in the TBWA network.

LBB> Eve, what’s on your mind as International Women’s Month comes to an end?

Eve> International Women’s Month is a powerful moment for reflection, but real progress requires daily commitment. In 2023, the World Economic Forum's Global Gender Gap Report stated that it would take another 131 years to reach gender parity. In 2024, that number increased to 134 years.

That's not to say progress toward gender parity has not occurred, but we need to think about it every day. While it’s inspiring to see more women stepping into leadership, there still aren’t enough at the C-suite level. Representation alone isn’t enough; women need to be in positions where they have real decision-making power. Let’s make sure gender equity isn’t just a conversation for one day or one month, but a commitment we uphold at all times.

LBB> Let’s talk more about the lack of women holding roles in C-suites across adland. What are the biggest factors driving this, in your opinion?

Eve> I don’t want to generalise, but I think there’s still a lingering perception that women excel at relationship-building and keeping things organised. I've certainly been seen under that light in the past. It partly explains why we see a higher percentage of women in roles like chief client officer, chief operating officer, chief people officer or managing director.

I believe my generation is still feeling the effects of the ‘Mad Men’/boys’ club era, during which men were typically chosen for the more ‘visionary’ C-suite roles.

But there’s plenty of room for diverse perspectives at the top – leadership doesn’t have to fit just one mould. Studies show that boards are most effective when they include more than two women, yet in advertising, we still see a steep drop-off after a certain level, especially in creative roles like ACD. Too often, women hit a cliff just as they’re poised to advance. It’s time for the industry to recognise that true leadership diversity isn’t just about opening the door, but making sure women can keep climbing.

Several factors contribute to this drop-off, such as women having to work harder to prove themselves in male-dominated departments, the lack of mentorship and sponsorship, and women still taking on more responsibilities at home, adding to their already demanding workload.

LBB> In your opinion, how can this be improved? What would you like to see more of, and what needs to change for true opportunity parity in the industry?

Eve> There are a few things things I believe we can implement as agency leaders to change the game for the next generation:

- Recruitment: Stop hiring only from your existing network. Make it a habit to interview people you don’t know, and do it regularly to build a strong talent pipeline. There’s always fresh talent across all areas of the business. Hiring for both skill and diversity takes effort, but a proactive approach ensures you’re not just filling roles – you’re shaping the future.
- Mentorship: Encourage women in your organisation to seek mentorship, and ensure they have access to women leaders. If you don’t have senior women in creative or strategy roles, reach beyond your organisation, city, or even country to set up mentorship connections. Visibility and guidance are key to advancement.
- Sponsorship: Many men are allies, and we should actively involve senior male leaders in the growth plans of high-performing women. Encourage your employees to connect with senior leaders to share their ambitions and create a plan of how they can help them succeed.
- Advocate for the women on your team: Nominate them for awards, juries, and speaking opportunities to help elevate their industry presence.
- Ensure women are not just paid equitably, but are also given equal access to high-profile creative opportunities: If they’re consistently left out, ask why, and fix it.
- Succession planning: Look out three to five years in advance and connect where you want to be to your performance reviews. Then, create a path for career progression and goals around it.

LBB> As a woman who is a CEO, what did it take to get to the position you’re in today? Would you say that you had to fight harder than some of your industry peers?

Eve> I definitely played the game. One of the most eye-opening moments in the past five years was discovering that my leadership team was perceived as a boys’ club… even though we had three women in a team of five! When we dug deeper, we realised that the women on the team were seen as ‘one of the boys’. That was a real ‘Aha!’ moment for me, prompting me to reflect on how I could create meaningful change moving forward and fully step into who I was, versus who I was trying to be.

That said, I’ve also been incredibly fortunate to have male allies who championed me along the way. I have to thank Vito Piazza for giving me career-changing opportunities, Bertrand Cesvet for pushing me outside my comfort zone, Justin Thomas-Copeland for encouraging me to join Omnicom and giving me a CEO title, and Troy Ruhanen for being a true ally, elevating women to CEO roles across TBWA and fostering a real network of female leaders.

Progress happens when we recognise the gaps and take intentional steps to close them. I’m committed to doing the same for the next generation.

LBB> Let’s talk more about this! How are you approaching this goal, both at TBWA\Canada and beyond?

Eve> I am intentional about fostering an environment where everyone feels comfortable speaking up, sharing ideas, and showing up as their full selves. Growth happens when people feel seen, heard, and valued – that’s the culture I want to build.

I also strongly believe that having open conversations about professional growth with your manager is super important. The responsibility is shared – organisations need to create opportunities, but employees also need to advocate for their own advancement. Careers aren’t always linear, but we can provide meaningful development and help our people achieve their goals.

I want to be accessible to the people growing within my organisation, so they know that we can work on their growth together. It might not happen in two months, but I’m committed to supporting them throughout their careers, whether that’s within TBWA or wherever their journey takes them in the industry. The best way to pay it forward is to open doors, make space, and champion the talent that will shape the future.

LBB> To this end, how has the network itself helped you in this ambition? What is TBWA doing differently from other big establishments in the industry?

Eve> TBWA has an incredible professional development team at the global level. They design training programmes, provide access to mentors and coaches, and, as I mentioned earlier, the number of women CEOs in our network is truly impressive. Just look at our newly-appointed global CEO, Erin Riley. She is a testament to TBWA’s commitment to real change.

LBB> Earlier, you also highlighted the importance of hiring diversely. Jumping back to the subject, how do you ensure you’re not just hiring for the sake of optics, but truly finding and fostering diverse talent?

Eve> We are redesigning our hiring processes to eliminate bias, expand our recruitment channels, and ensure that our interview panels are diverse. But hiring is just one piece of the puzzle. The real challenge – and opportunity – is creating an environment where diverse talent can thrive and build long-term careers. And this is work we have to do every day. Cultural programming helps, but a lot happens during everyday work conversations, so again, it’s important to me that everyone on my team feels like they can have conversations – even if they’re heated – and we are all working towards the same ambition in a way that is respectful and collaborative.

LBB> Finally, looking back at your own career, what are some of the most important lessons you’ve learned along the way? What advice would you offer to other women looking to reach the top, as well as agencies looking to do better?

Eve> One of the most important things for me is to be my authentic self. Whether you meet me on a Saturday morning or a Wednesday afternoon, you’ll get the same person. Don’t try to change yourself to fit an organisation or role; find one that fits you and challenges you to grow. Also, find your allies. Ask, listen and act on feedback, stay open-minded, and remain curious. Those qualities will serve you well on your journey.

As for agencies, remember that culture change requires commitment and accountability at all levels. Leadership starts at the top, and I hold myself accountable first. Culture isn’t just about policies; it’s about how we show up every day. I am focused on measurable actions, transparent communication, and making sure everyone has a voice in shaping the agency’s future. It’s a continuous effort, but one that’s absolutely worth it.