With more than 30 years’ experience in the construction sector, Fabienne Viala has delivered major public and private projects across the UK and France. In building a career defined by high-stakes leadership roles in complex environments, her unique perspective on resilience, representation, and strategic leadership, offers invaluable insight for women advancing in senior positions across the construction and infrastructure sectors.
Today, as she moves towards the next chapter of her career as an advisor and non-executive, Fabienne sat down with us to reflect on the lessons learnt from her career so far; what it takes to thrive under pressure, bridge diverse business cultures, and help more women rise through the ranks in industries traditionally dominated by men.
Finding Passion Through Practice
Fabienne’s career is one shaped by exposure. She began her studies in France with an intensive maths and physics course, a route that channels students early into engineering disciplines, supported by internships and hands-on learning. “It was a real revelation,” she says. “I started working on a building site as part of my curriculum and said, this is great, and so I never looked back.”
That structured exposure was foundational for technical fluency, but also for confidence. In her view, the French system creates clearer early pathways for women in engineering. It’s a gap she attributes to how different countries promote STEM and structure progression. “STEM, particularly in this country [the UK], is certainly not something that is marketed to girls.”
The data clearly supports this. As gender equity research by CloudZero shows, there are only 5 STEM roles available per 1,000 female workers in the UK, compared with 9 in France: a disparity of 80%.
When engineering is positioned early as a practical, visible and purpose-driven field, more women stay the course. Without that access point, particularly in systems where technical careers are less clearly defined, much of that potential talent is diverted elsewhere.
For Fabienne, it was the early momentum in her career that led to real responsibility. Within a few years at Bouygues, she was leading complex projects across France. One pivotal moment came when she was asked to take over the largest Ministry of Justice construction programme in France. “The client had lost complete confidence… and nobody expected a woman to come and take this over.”
She stabilised the programme, rebuilt trust, and secured 50% of the Ministry’s future pipeline. It’s been a recurring pattern in her career; stepping into challenging situations, delivering under pressure, and earning long-term credibility through action. Crucially, her journey began when someone saw past the stereotypes and believed in her potential. For women in technical fields, that kind of trust and exposure can unlock doors and accelerate progression in ways that training alone rarely can.
Mid-Career Drop-Off: Why Retention Still Lags
While early entry into engineering has improved, Fabienne is clear on where progress still falls short: retention. “Women would just evaporate when they’re 30-something,” she says. “I was forever the only woman in the room, or even the department.”
The issue, she argues, isn’t a lack of ambition, but the cumulative weight of structural imbalance. Unspoken expectations around childcare, availability, and the emotional labour of being the ‘only one’ remain barriers to longevity. Even in France, where more women enter engineering than in the UK, many exit mid-career due to rigidity and limited progression pathways.
Sponsorship, she believes, is one of the most powerful counterweights. “I had a sponsor that believed in me,” she says. That early vote of confidence gave her both opportunity and credibility, plus the momentum to keep going when the pressure intensified. According to a 2025 survey by the Women’s Engineering Society, 70% of women said mentoring and sponsorship were critical to career progression. For Fabienne, that rings true: “If you want to work in the UK, you need to work at your relationships and networks.”
That belief in structural support led her to co-found Bouygues’ women’s business network, the first in the construction sector in France. Creating a space for women to connect, build confidence, and prepare for senior roles. A decade on, it’s still running and helping women stay and succeed.
Cross-Cultural Fluency As A Leadership Skill
Fabienne’s tenure at Bouygues UK coincided with significant operational and political turbulence, including Brexit. Tasked with integrating three acquired companies into the core business, she drew on her deep cross-cultural experience to harmonise work practices whilst navigating distinct regulatory and business environments.
In our conversation she reflected on how corporate dynamics vary between the UK and France; how people communicate, the pace of decision-making, and assumptions around authority and trust. Understanding these nuances proved critical not just to internal integration, but to restoring confidence externally.
Her leadership at the French Chamber of Great Britain, reflected the same fluency. As President for six years, she helped steer Franco-British commercial ties through uncertainty, now continuing her support as a Board member. It was a period that tested economic relationships and diplomatic tact alike. For Fabienne, the ability to interpret systems, navigate divergence, and maintain trust was essential.
In today’s interconnected business environment, those skills are no longer optional. When transformation crosses borders, global leaders must be able to bridge not just strategy and execution, but the cultural diversity of international teams.
Lessons From Leading Through Complexity
Reflecting on the core principles behind her success, Fabienne emphasises the blend of analytical rigour and emotional intelligence.
The need to stay decisive in ambiguity while remaining grounded in empathy is key. For her, effective leaders are those who can navigate scrutiny with thoughtfulness, rather than rushing toward premature answers.
Fabienne’s experience offers a compelling blueprint for emerging leaders:
- Step boldly into uncertainty.
- Build strong networks early.
- Prioritise visibility and sponsorship for underrepresented talent.
- Cultivate cross-cultural understanding.
Now transitioning into a portfolio of non-executive, mentoring and advisory roles, she’s focused on sharing her perspective; with founders, with young engineers, and with senior leaders stepping into their own critical moments.
For further insights from women transforming leadership across cultures, explore our conversations with Magdaline Pistola, Kelly Jones, and Anna Chokina.
At Valtus, we work with transformational leaders like Fabienne to solve complex business challenges across Europe and worldwide. Our model is built on connecting exceptional talent with mission-critical opportunities, where experience, agility and cultural intelligence make the difference.
If you’re a business who would benefit from working with experts who can drive performance and change in the UK or internationally, then get in touch, we’d love to help you.
