Impact investment: A Powerful Enabler When Diversity Is Embraced As A Core Innovation Driver

Pascale Vonmont is the CEO and Director of Gebert Rüf Stiftung, Switzerland's largest private science and innovation foundation. With over 25 years of experience, she bridges science, business, and society to foster innovation and entrepreneur­ship. Pascale is passionate about empowering young talent and creating sustainable, impactful solutions. She has significantly contributed to Switzerland’s innovation landscape through her work with initiatives like 'Venture Kick' and her role as a jury member for the 'EY Entrepreneur of the Year Awards.'

In a conversation with GWL magazine, Pascale explores systemic barriers women face in Switzerland when scaling science-driven innovations, emphasizing the need for structural and cultural change rather than gender-specific programs. She makes a strong case for transparent funding, shared family responsibilities, and greater visibility for female founders. An advocate for impact investment, Pascale sees it as a powerful enabler, especially when diversity is embraced as a core innovation driver. She also highlights unconventional strategies like peer-mentoring, co-creation platforms, and values-based investing to empower women in STEM and foster inclusive, purpose-driven entrepreneurship.

What systemic shifts are essential in Switzerland’s entrepreneurial ecosystem to dismantle barriers women face when scaling science-driven innovations internationally?

We don’t lack talented women. On the contrary: at Swiss high schools and universities, they often make up the majority. But we have what’s called a “leaky pipeline”: the higher up the career ladder you go, the less women are represented. This isn’t due to a lack of support, but to structures that make it difficult for women to actually take advantage of opportunities. But real innovation happens where diversity in leadership is not the exception, but the norm.

We don’t need special programs for female founders - we need a new normal. A societal shift in our understanding of gender roles: a working world where it is taken for granted that women and men equally hold positions of responsibility - and where it is equally natural for men to take on family responsibilities.

To achieve this, we need transparent funding criteria, investment decisions based on potential, and family-friendly conditions - at the very least reliable childcare or day schools - and a corporate culture in which men also actively take on private responsibilities.

Last but not least, we need more visibility for successful female founders to broaden the narrative of science-based innovation beyond the "Silicon Valley" model. Only then can women truly seize the opportunities available to them and fully unleash society’s innovation potential.

Given today’s dynamic innovation ecosystem in Switzerland, how do you perceive the evolving role of impact investment in accelerating women-led deep-tech startups from lab to market?

Deep tech provides key technologies to solve major societal challenges - from climate and energy to health and digitalization. It’s about innovation with real societal impact. Especially in Switzerland, where scientific excellence meets entrepreneurial spirit, the potential is enormous.

Women are also founding technology-driven, scalable startups. They don’t need special treatment or separate “impact” financing models. What they need are equal, long-term financing opportunities: from the early stage to scale-up. Foundations, in particular, can provide critical early-stage support.

Impact investment can play an important role - if it sees diversity as a driver of innovation and supports female founders as strategic partners: with capital, networks, and know-how.

What’s crucial is that we treat deep-tech startups - regardless of gender - for what they are: drivers of future and innovation. What we need is clear: more deep tech, more female founders - and full access to capital. No boxes. No special treatment.

In a landscape often dominated by traditional funding models, what unconventional strategies have proven effective in championing women leaders driving science-based entrepreneurship?

In my view, it’s not the traditional financing models holding us back. It’s the traditional mindset of society. Venture financing is always a bet on the future. Yet the risk management of many investors is still based on past experiences, where women are often absent. So it takes real risk and foresight to back the future.

Because today’s founders will shape tomorrow’s corporate culture. They’ll become the next generation of CEOs and will influence both the economy and society. Many will also themselves become investors and help shape this culture.

That’s why we must focus on combating outdated thought patterns - for example, through initiatives like the Swiss think tank Fe+Male’s "Beat Funding Bias Initiative" - so every decision and conversation is free from entrenched mindsets.

Additionally, we can use successful and scalable strategies that deliberately break with traditional financing logic, such as peer-mentoring models, co-founding accelerators, or networking female founders with industry partners, e.g. in “reverse-pitching” formats. In the Talent Kick program initiated by the Gebert Rüf Foundation, gender-diverse teams from various disciplines are brought together during their studies to work on concrete business cases and strengthen their entrepreneurial thinking.

How can foundations and corporate partners better co-create inclusive innovation platforms that not only fund but also empower women in STEM to lead sustainable ventures?

Foundations and companies bring complementary strengths: Foundations, as independent niche players, can quickly test new and unconventional ideas while maintaining a long-term perspective. Companies, through their market access, can scale broadly and offer greater operational resources.

When both join forces to build innovation platforms - such as labs, incubators, or scholarship programs - they can create a space where women not only launch STEM ventures but also grow as entrepreneurs. It’s not just about money, but targeted support: coaching, access to scientific infrastructure, international networks, and the opportunity to work on real-world challenges.

These platforms can make a systemic difference. A great example is the "ICT-Scout" program funded by the Gebert Rüf Foundation, which supports young people enthusiastic about technology and connects them with industry partners. It’s a win-win: young people receive excellent free training, and companies get access to a talent pool that meets their innovation and skill needs.

As an innovation leader bridging science and society, how do you balance risk and purpose when investing in ventures aiming for long-term societal impact?

For me, every investment is initially a bet on the future. The core criterion isn’t just the idea itself, but above all the question: Do I trust this person to successfully pursue their vision – through all the detours and challenges?

At the beginning stands a clear theory of change - my compass for evaluating potential. Especially for science-based, long-term projects, it's crucial to identify social relevance early, continually assess technological feasibility, and estimate market potential in parallel.

I see risk-taking not only as daring to do something, but as taking responsibility: the responsibility to support ideas that may lack an established market but hold immense transformative potential. A culture of openness toward failure and a willingness to learn, adapt, and grow together with the founders are central to me.

What inspiring message would you share with emerging women leaders in STEM to redefine leadership and drive transformative innovation within Switzerland and beyond?

True leadership is not about displays of power - those don’t yield meaningful results. Women in STEM don’t need that. Their success is built on the ability to focus on content, trust their instincts, and use their strengths strategically.

What matters is: Leadership does not mean dominating others, but involving other voices and allowing dissent. Only then do ideas emerge that truly move things forward.

Your perspectives - systemic, interdisciplinary, responsible - are indispensable. Stay true to yourself, create space for dialogue and innovation, and have the courage to change the system instead of adapting to it. That’s how lasting change happens.

The future needs exactly this kind of courage.