Guest blog by Dr. Julia Fursova, Assistant Professor, Renaissance College, Interdisciplinary Leadership Studies Program, UNB

“Women and Non-Binary Leadership in Social Enterprise” is a collaborative community-based research project that examines the experiences of women and non-binary founders in the social enterprise ecosystem in Atlantic Canada, focusing primarily on New Brunswick. This project explores how emerging social enterprise leaders navigate the complexities and tensions inherent in pursuing multiple goals related to raising capital and their commitment to social purpose and public service.

On January 24, 2025, our research team hosted an online data party as a part of this project’s participatory research approach. Eleven participants, representing a range of social enterprises joined the discussion. Together, we uncovered several key insights about the experiences of women and non-binary leaders in social enterprise.

What is a data party?

A data party is a collaborative research technique where participants engage in analyzing and validating data collected through a research study. Such a participatory approach enhances the credibility of findings, encourages knowledge co-creation, and supports a shared understanding of key challenges and opportunities within the sector. The data party session provided an opportunity to collectively analyze emerging findings, ensuring that our research remains grounded in lived experiences.

Presenting the emerging findings as infographics and visual summaries, we invited participants to discuss how our interpretation of data reflects their experience. We asked questions such as ‘what surprises you about the data?’, “how do the findings resonate with you?’ and ‘what, if anything, doesn’t feel right?’. Finally, we invited participants to generate actionable messages to funders and policymakers in the social enterprise ecosystem.

Key Takeaways

Affirming Shared Experiences: Participants expressed a strong sense of connection with the data presented. Hearing the stories and challenges of fellow social enterprise leaders provided reassurance that they were not alone in navigating the complexities of the sector. Many leaders found validation in the distinction between self-knowledge and the pressure to fit into predefined categories of social enterprise.

The Need for More Accessible Resources: One of the biggest questions that emerged was whether social entrepreneurs need an all-in-one resource platform or simply a better way to navigate and access existing resources. Participants emphasized that instead of consolidating everything into a single platform, making resources more visible, accessible, and well-advertised could be more beneficial.

Funding and Support Gaps: Access to funding remains a major challenge, especially for women, non-binary individuals, and racialized social entrepreneurs. Participants called for more targeted funding and operational support to help social enterprises sustain their services and scale effectively. The discussion highlighted the need for funders and policymakers to:

• Provide more inclusive spaces for social enterprise leaders to network and collaborate.
• Develop strategies to specifically support non-binary individuals and women of colour in social enterprise.
• Offer funding for emerging charities, non-profits, and social enterprises to cover essential operating expenses.
• Establish a robust support system for social enterprises in New Brunswick, similar to the Tribe Network in Nova Scotia.
• Increase targeted support for Francophone social entrepreneurs to encourage participation and retention.
• Offer subsidized mentorship, coaching, and advisory services tailored for women and non-binary entrepreneurs.
• Expand definitions of “product” to allow service-based social enterprises to access funding for intangible offerings like online courses.
• Foster connections between social entrepreneurs across gender identities to build meaningful allyship.

Looking Ahead

These insights reinforce the importance of creating an ecosystem that values and actively supports the contributions of women and non-binary leaders in social enterprise. As a research team, we remain committed to advancing equity, fostering collaboration, and advocating for systemic changes that empower diverse entrepreneurs.

We extend our gratitude to the Pond-Deshpande Centre for their collaboration and commitment to this research. Their efforts in knowledge mobilization are instrumental in shaping a more inclusive future for social enterprise.

As we move forward, we invite funders, policymakers, and ecosystem partners to act on these insights. Together, we can build a thriving social enterprise landscape that truly reflects and supports the diversity of leadership within it.

Next Steps

As we further analyze and process our findings, we will be sharing more detailed updates on the emerging results.

The Women and Non-Binary Leadership in Social Enterprise Research Team:

• Dr. Julia Fursova, Research Lead, School of Leadership Studies, UNB
• Ryca McCullough, BPhil., Data Collection
• Ellie Petersen, BPhil., Data Collection and Analysis
• Hillary Russell, BPhil., Knowledge Mobilization