This year's International Women's Day theme, 'Balance the Scales', underscores that barriers to participation are not inevitable. They are built and can be dismantled to bring about a safer, fairer and stronger workplace for us all. As the Australian Defence Force's next generation of leaders emerges, Air Commodore Jo Brick shows how a wider mix of voices is strengthening teamwork and capability across the organisation.
"Inclusivity and access to diverse perspectives are fundamental components of Defence capability," Air Commodore Brick said.
Air Commodore Brick is the Director-General of the Pacific Bilateral Branch within the Strategy Policy and Industry Group, which manages Australia's bilateral defence relationships with Pacific Island countries, including Papua New Guinea, Fiji, Tonga, Solomon Islands and Vanuatu.
Now a symbol of increasingly diverse representation at senior levels in Defence herself, she is deeply conscious of the way that visible female leadership shaped her own experience in the Air Force.
"My journey began in Western Sydney - the child of a migrant family, far from a Defence career, but I come from a family with longstanding military traditions in the Philippines. My grandfather was a decorated World War II veteran and Silver Star recipient, and I suppose you could say that shaped a supportive family and one with an understanding of service and sacrifice," Air Commodore Brick said.
"His story stayed with me. It grounded the importance of duty and service to the nation."
She joined the Air Force through the Defence Undergraduate Sponsorship Scheme, studying law at the University of Technology Sydney.
'Representation matters, especially for women and those from culturally and linguistically diverse backgrounds.'
The early years in uniform exposed her to the excitement of military exercises, the energy of operational squadrons, and the role lawyers play in bringing rigour and clarity to complex missions.
"My path was shaped by encouragement from mentors, the support of my family and, importantly, a positive recruiting experience in the Parramatta Recruiting Office," Air Commodore Brick said.
"I've been fortunate throughout my career and thrived in a genuinely supportive environment - I would not have been able to develop and grow as a leader without it. I have advised commanders at all levels, including service chiefs and [Chief of the Defence Force] CDF, and have witnessed firsthand what genuine and empathetic leadership looks like."
Her experience as director of Strategic Issues Management - Air Force also reinforced her belief that a supportive environment and a positive unit culture are a leadership responsibility.
"Good leadership prevents problems before they start. It sets conditions for how well a unit can work together to execute their mission," she said.
"Openness, and the importance of creating team environments where people feel safe to learn and grow, are essential to high performance."
Air Commodore Brick is part of a generation of senior women who have seen, and helped shape, cultural transformation in the ADF. There are now four women in three-star roles - a long way from an ADF that did not have any women in a star-rank role until 1999. Today, women represent 18.5 per cent of the senior leadership group across the ADF, and work continues to increase female participation.
"Representation matters, especially for women and those from culturally and linguistically diverse backgrounds. Seeing someone who looks like you, it changes what you believe is possible," Air Commodore Brick said.
The Australian-led intervention in East Timor in 1999 is seen as a turning point in Defence legal history.
Legal officers became integral to operational readiness, advising on rules of engagement, targeting and the laws of armed conflict. This shift only deepened during deployments to Afghanistan and Iraq, where legal advisers were embedded with commanders and operational staffs.
"When I joined the RAAF, military legal work largely involved administrative tasks such as insurance claims and contracts," Air Commodore Brick said.
"The evolution mirrors the broader modernisation of Defence, where specialised expertise is essential to mission success."
'Such access is a privilege many women in other nations do not have, particularly in areas related to national security and leadership.'
While women now make up more than 20.7 per cent of the overall ADF workforce - up from 13.8 per cent in 2011 - Air Commodore Brick acknowledges ongoing challenges in technical trades and air combat roles.
"Even as women have advanced significantly in law, health and support professions, there's no doubt technical and operational pipelines still struggle with barriers: lack of visible mentors, persistent misconceptions and limited exposure to early career opportunities," she said.
Defence has responded with targeted initiatives such as aviation exposure camps, enhanced mentoring, and reforms to recruitment and training pathways. From 2019 to 2024, women's representation in senior ranks increased across all services, including in the Air Force, where it grew from 15.3 per cent to 17.8 per cent.
Air Commodore Brick was recently made a Member of the Order of Australia for exceptional service to the Air Force. She credits much of her own success to early access to education, supportive leaders and mentors who encouraged her to stretch beyond her comfort zone.
"Such access is a privilege many women in other nations do not have, particularly in areas related to national security and leadership," she said.
"This has all shaped my advocacy for the concept of human security - the idea that peace and stability require diverse perspectives, especially women's voices, in shaping decisions before, during and after conflict."
Her commitment now extends to mentoring young men and women, particularly those from culturally diverse backgrounds.
As Defence continues to evolve, she sees four areas that leaders can pursue to sustain momentum: strengthening mentorship pathways; refining recruitment and retention efforts; amplifying women's stories; and maintaining leadership accountability for culture.
"I'm determined, wherever I can, to ensure these young leaders are supported throughout that journey," Air Commodore Brick said.
