Why Business Analysts Should Be Talking About Menopause

By Vicky Di Ciacca, March 2026

Last week, I had the opportunity to speak about two topics that are very close to my heart: Business Analysis and menopause. I spent the first 30 years of my life as a Business Analyst and spent 20 of those running an analysis consultancy.

In conversation with Linda Parker (a winner of BA of the Year) on the “What would a BA do?” podcast, we explored something I feel strongly about; that menopause is not just a personal or medical issue. It is a workplace issue, and one that organisations can no longer afford to overlook.

A hidden workforce reality

Right now, around one in four people in your workplace may be experiencing menopause. Some are managing quietly. Others are struggling in silence. And too many have stepped back from their careers, not because they lack capability, but because they didn’t get the support they needed at the right time.

This isn’t just about wellbeing. It’s about retention, progression and inclusion. It’s about whether organisations are truly enabling people to do their best work.

Why this is a Business Analysis issue

As Business Analysts, we are uniquely positioned to make a difference here. Systemic change is what we are interested in. We are trained to take a holistic view of organisational challenges to look beyond the surface and understand systems, stakeholders and impacts. Menopause touches all of these: it affects attendance and performance; influences retention and career progression; creates challenges for managers and HR teams; importantly, it introduces hidden stakeholders.

Line managers often want to help but don’t know how. HR teams are navigating complex and evolving legal considerations. Employees may not feel safe or confident enough to speak openly.

This is exactly the kind of complex, human-centred problem that BAs are equipped to work with.

The power of BA skills

The core skills of Business Analysis translate powerfully into this space:

Listening without assumptions
Asking thoughtful, open questions
Getting to the root of real needs
Creating safe environments for honest conversations

These are not just technical skills, they are human skills. And they matter deeply when addressing something as personal and often misunderstood as menopause.

Small changes, big impact

One of the key messages from the conversation is that meaningful change doesn’t always require large-scale transformation. Often, it’s the practical, thoughtful adjustments that make the biggest difference - allowing for regular breaks in the workshops that we run, ensuring access to water and comfortable environments, creating clear structures and expectations, normalising conversations so people feel safe to speak. These changes benefit everyone — but for some, they are essential.

The real stakes

This is not a theoretical issue. Women are increasingly taking organisations to tribunal over lack of support. Others have experienced significant distress in some cases believing they were facing serious cognitive decline before realising it was menopause-related. Behind every statistic is a person trying to navigate work and life at the same time.

Where I’ve landed

After 30 years in Business Analysis, I’ve come to see this as a natural intersection of my work.

I now combine my BA background with coaching and organisational support as a menopause coach. For me, this is about bringing together analytical thinking, empathy and practical change to make workplaces better for people.

Because ultimately, this is what good Business Analysis is about understanding people, identifying what really matters, and helping organisations respond in a way that works.

If you’re interested in how Business Analysis and menopause intersect, I’d encourage you to listen to the full conversation. It’s a topic that deserves far more attention and one where BAs can play a meaningful role in driving change.

The full conversation can be found here: BA Life on Conversation with Vicky Di Ciacca

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ASET for Women Leaders: A Framework for Thriving Through Menopause

By Vicky Di Ciacca, 29th January 2026

Leadership is an evolution of who we are, what we value, how we show up and the processes we use. It doesn't remain static.

Menopause can shake our confidence, alter energy levels, and challenge how we see ourselves, at the same time it can also bring deep self-awareness, renewed clarity, and authenticity.

Over time, I’ve come to see that thriving through this phase isn’t about “pushing through” or pretending nothing’s changed. It’s about recognising the shift and responding with wisdom.

That’s what my ASET Framework is designed to support:

A – Awareness
S – Support
E – Evolve
T – Thrive

A – Awareness: Understanding what’s happening

Awareness starts with knowledge of our bodies, minds and behaviours.

Menopause isn’t a single moment; it’s a gradual transition that can span several years, with symptoms that vary widel from physical (hot flushes, sleep disruption, joint pain) to cognitive and emotional (brain fog, anxiety, mood changes).

The more we understand these changes, the more we can plan for them in our personal and professional lives.

At work, that means noticing how our energy, focus or confidence fluctuates and planning around it instead of fighting it.

“Awareness gives us choice: and choice gives us control.”

Try this: keep a simple reflection journal for a month. Track when you feel most focused, confident, or tired. Patterns often reveal themselves and awareness replaces self-criticism with understanding.

S – Support: You don’t have to do this alone

One of the hardest myths to challenge is that we must cope quietly.

Support can be professional, medical, or personal:

Speak to your GP or a menopause specialist for clinical guidance. Your employer may be able to give you access to specialised support.
Connect with trusted peers or mentors, you might find that shared experience builds perspective.
Ask for workplace adjustments where needed: flexible hours, cooler environments, or hybrid options can make a genuine difference.

And beyond formal structures, seek emotional support too.
Coaching, therapy, or simply honest conversation with friends can shift the narrative from “endurance” to “empowerment.”

“Menopause is not a weakness to hide; it’s a transition to be supported.”

E – Evolve: Redefine what leadership looks like for you

This is the stage where transformation happens. Menopause can strip away layers of over-responsibility or self-editing.
Many women describe it as a phase of recalibration, a time to decide what really matters.

Ask yourself:

What kind of leader do I want to be now?
What do I want to keep doing, start doing, or stop doing?
How do I lead in a way that honours my energy and experience?

For many, this period catalyses a new kind of leadership, one that is rooted in authenticity, boundaries, and courage.

T – Thrive: Lead from experience, not despite it

Thriving isn’t about bouncing back, it’s about moving forward with intention.

When women integrate their experience of menopause into their leadership story, they bring a deeper empathy, emotional intelligence, and authority. They lead not in spite of what they’ve been through, but because of it.

“Thriving means owning your story, sharing it and letting it power your leadership, not limit it.”

By reframing menopause as part of leadership development, not disruption, we reclaim agency.
We show others, and ourselves, that this stage can be powerful, not diminishing.

In summary

Awareness gives understanding.
Support builds resilience.
Evolve redefines identity.
Thrive celebrates wisdom.

That’s the ASET journey and it’s one I’ve seen transform not just individuals, but the way whole teams relate to leadership and wellbeing.

Resources for Women Leaders

LOREM IPSUM

The Four R's for Organisations: Turning Awareness into Action

Vicky Di Ciacca, 13th January 2026

From conversation to culture

Menopause is finally being talked about in the workplace, undoubtedly that's great progress. But awareness alone doesn’t change outcomes.

The next step is embedding menopause into how we lead, manage, and design work.

Over the years, I’ve spoken to countless women, managers, and HR professionals about what makes the biggest difference. And while every organisation is different, four consistent themes always emerge, what I call the Four R’s:
Recognise, Role Model, Resource, and Realise.

These four principles create the foundation for a genuinely supportive, inclusive culture, one that not only retains talent, but enables women to thrive at every stage of leadership.

1. Recognise that this is a talent issue, not a niche one

Women aged 40–60 make up roughly 20% of the UK workforce (CIPD, 2023).

They are often at the height of their careers, they are experienced, capable, and leading others. Yet research shows that 53% have missed work due to menopause symptoms, and 17% have considered leaving their job because of lack of support.

When organisations don’t recognise menopause as a workplace issue, they risk losing a generation of leaders.

Recognition starts with acknowledging that menopause affects many colleagues, directly or indirectly, and that it deserves the same attention as any other inclusion or wellbeing priority.

“Recognising menopause at work isn’t about special treatment, it’s about equality and inclusion.”

2. Role Modeling culture starts with leadership.

Culture is shaped by what leaders say and what they do.

When senior leaders (women and men) talk openly about menopause, it normalises the conversation across the organisation. It signals that vulnerability and humanity have a place in leadership. I am a trustee of a charity and I recently spoke about my experiences at a menopause and menstruation awareness session. It was very important to me to model open and honest behaviour.

Encourage senior figures to:

Share personal reflections or support stories in internal communications.
Sponsor menopause-friendly initiatives.
Celebrate midlife role models who are thriving and leading.

Authenticity is powerful. When women see leaders speaking openly, it dismantles stigma and builds belonging.

3. Provide Resources to equip people with tools, not just policies

Many organisations now have menopause policies, which is fantastic! But policies alone don’t change culture — practice does.

That means:

Training managers to hold confident, compassionate conversations.
Providing clear guidance on reasonable adjustments and flexible working.
Offering access to health and wellbeing resources, whether that’s Employee Assistance Programmes, menopause specialists, or internal support networks.

Use what’s already out there, excellent resources exist from CIPD, ACAS, and Henpicked Menopause Friendly.

When people are equipped, conversations shift from awkward to actionable.

4. Realise Potential - Unlock the power of experience

Menopause marks a transition, not a decline.

At this stage, many women bring deep expertise, emotional intelligence, and resilience honed over decades.
Supporting them isn’t a cost, t’s an investment in sustained leadership capacity.

Forward-thinking organisations realise that inclusion is strategic, not optional. By enabling women to stay and thrive, they build stronger teams, continuity, and diversity of thought at the top.

“When organisations retain women through menopause, they don’t just keep talent — they keep wisdom.”

Building momentum

If you take one thing from the Four R’s, let it be this:

Real change happens when awareness becomes action.

Recognise the risk.
Role model the behaviour.
Resource your people.
Realise the potential.

Those four steps can transform how your organisation supports women and how women, in turn, lead within it.

Further Reading

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