Networking and becoming a known commodity is one of the key elements to success in business, according to Heather Zampatti.
“A real key is to build a network and become known in the community, but you can’t be distracted by that – the bottom line is that you need to be great at what you do,” Ms Zampatti said.
“I haven’t been brought up being aware of being female. It doesn’t make a difference. I shouldn’t be and don’t expect to be treated differently to anyone else.
“A person with merit should be in a position, not because they are male or female. Hopefully I am in my position because of the skills I possess rather than as a female gesture.”
As Bell Potter’s national head of wealth management, Ms Zampatti also sits on the boards of Princess Margaret Hospital, the Australian Institute of Management, Osteoperosis Australia and the Palmerston Foundation.
“I enjoy the joint effort of people from different skills sets coming together on boards,” she said.
“I’d like to continue my board involvement and eventually go on listed boards. You have to make a real commitment whether joining a company or a board to make a difference and help others around you to succeed as well. If you do that the organisation will have a better all-round benefit.”
As a UWA graduate, Ms Zampatti began her career with Macquarie Bank in Sydney, working to help establish its first cash management trust.
Upon her return to Perth she became an adviser, and followed this with eight years at Deutsche Bank and then a further 10 at Hartleys.
Ms Zampatti does not have children and said most female advisers were in the same position in this regard.
“This is not a profession which lends itself to taking time off,” she said.
Her current role of advising and helping Bell Potter set up national strategic policies is based in Perth, something she said was a credit to the way Perth is viewed nationally.
“For me, my goals are to continue to advise, give and improve; I love to see the fruits of advice I give helping people, and am constantly trying to hone my skills,” Ms Zampatti said.
“I don’t think the idea of women versus men should be perpetuated. It is important not to segregate, and the same options should be available for all workers.”
She advocated changing companies’ and boards’ thought processes if the gender balance, or imbalance, was to be redressed.
“They tend to go for what they know and don’t usually embrace change, but there are a lot of incredibly talented people around,” Ms Zampatti said. “As these people become more and more known their names will get passed on – it just takes a bit of a leap of faith to take them on.”
