What does it take for a young woman to earn respect in a room full of people who've been in the industry longer than she's been alive? For A., the answer has been six years of persistence, continuous learning, and refusing to let anyone dismiss her as "daddy's little girl."

A. stepped into her family's business at just 18 years old, balancing university studies with the steep learning curve of running a company. Today, at 24, she administrates most of the business—though she'll be the first to tell you the journey hasn't been smooth. In a male-dominated industry where age and gender work against her daily, she's had to work twice as hard to be taken seriously.

In this candid interview, A. shares the real challenges of young female entrepreneurship—from employees who wouldn't listen to the "kid" running the place, to contractors who refused to address her directly. Her story is a reminder that while the path for women in business is still uneven, it's being carved wider by those willing to walk it anyway.

Starting Young: The Decision to Join the Family Business

How did you end up in entrepreneurship at such a young age?

I got into business because of my father—it's a family company that he started. I'd always found it appealing, so when the opportunity came, I decided to take it. I was 18 at the time, which meant I was juggling university classes while trying to learn every aspect of the business. It was challenging to combine studies with working so many hours, but I knew this was what I wanted.

What were the first major challenges you faced?

My age was the biggest hurdle at first. When you're the youngest person in the room—and some of your employees have been there since before you were born—it takes time for people to see you as a legitimate authority figure. It took quite a while before people began to take me seriously.

The other challenge was product knowledge. When you're stepping into a business, you need to know exactly what you're selling—inside and out. You can't say "I don't know" because you need to know better than anyone. Training from scratch was crucial, but that part you can overcome relatively quickly with dedication.

The Double Challenge: Being Young and Being a Woman

How hard is it for a young woman to take over a business, especially in a male-dominated industry?

After six years, I can honestly say I now administer most of the company. But even with all that training and experience, I'm still underestimated. As a woman in this industry, there's no room for mistakes. You can't just "think" you know something—you have to know it, with 100% certainty. When you're working with employees who have decades more experience than you, and many of them are men who tend to underestimate you, you have to be absolutely sure of what you're doing.

It's still a challenge. I'm still learning how to navigate it.

How did older employees and collaborators treat you initially?

All our employees and collaborators are older than me, so at first, I was just "the kid" who was here to run this place. They didn't listen to me. They didn't consider my input. The most difficult part is our department with more men—given the nature of the company—because they're not quick to listen to someone younger, especially a woman.

I've had to accept that earning their respect isn't something I can impose. Someone older has to believe in you, accept you—and that takes time. But what really stung was our external contractors. Even after I'd been in the business for four or five years, they still wouldn't address me directly. They saw me as "daddy's little girl" and didn't acknowledge me as a professional, even on issues I fully managed.

Looking Forward: Expansion and Proving Them Wrong

What's your biggest challenge now?

The bigger challenge now is expansion. There are hardly any women in our industry, which makes it tricky because men often assume they call the shots and are better negotiators. So it's a constant challenge to prove them wrong—which I'm already doing by standing on my own feet.

I've had to train specifically in negotiation skills so I can hold my own in meetings. When you walk in as a young woman, you're already at a disadvantage. The playing field isn't level from the start, so you have to be that much more prepared.

On Women in Entrepreneurship: Breaking Stereotypes

Do you think things need to change for women entrepreneurs? Do women have to work harder than men?

I firmly believe women are equally capable. But there are more difficulties for us because, right now, a woman can't easily lead a business without facing skepticism. There's a lack of faith—both from others and, honestly, from women themselves. Not many dare to try.

Part of this is stereotypes that affect women, too. Many women prefer to aim for a high-level position in someone else's company rather than running their own business. There are only a few women entrepreneurs who are willing to deal with all these circumstances. That lack of faith leads them to stand behind men instead of beside them—or in front. They sabotage themselves.

What skills should a young woman have to succeed as an entrepreneur?

The same skills as a man—there shouldn't be a difference. We live in a very dynamic era, and every entrepreneur needs to be well-educated and committed to continuous learning. That's non-negotiable.

But women especially need to believe in themselves and actively work to overcome stereotypes. We're capable—and we prove it by being excellent leaders. You need faith in yourself, courage to take risks, confidence, and a willingness to keep working on yourself. I believe women are brilliant, but unfortunately, there's still a massive stereotype around women in entrepreneurship.

My advice? Dare to try. You can do it—as long as you believe you can.

Key Takeaways from A.'s Journey

Product knowledge is power. When you can't afford to be underestimated, knowing your business inside and out becomes your armor. "You can't say 'I don't know' because you need to know better than anyone."

Respect is earned over time, not demanded. A. learned that gaining credibility with older colleagues isn't something you can force—it requires consistent performance and patience.

Skill gaps can be filled strategically. Recognizing that negotiations were a weak point, A. invested in training specifically for that skill. Knowing where you need to grow is half the battle.

Self-sabotage is real—and avoidable. The biggest barrier for women in entrepreneurship isn't always external. Sometimes we hold ourselves back by not believing we belong at the table.

Showing up is proving them wrong. Every day A. runs her business, she's challenging the assumption that young women can't lead in her industry. Sometimes the most powerful statement is simply continuing to do the work.

A.'s story is still being written. At 24, she's already navigated challenges that would discourage many people twice her age. Her journey reminds us that the path for women in business—especially young women, especially in male-dominated fields—isn't always fair. But it's walkable. And every woman who walks it makes it a little wider for those who come after.