A powerful new suite of research, released today by the Menzies Leadership Foundation and First Australians Capital, highlights the systemic challenges, and the transformative leadership, of Indigenous women entrepreneurs in the Kimberley.
Funded by the Menzies Leadership Foundation and First Australians Capital, the research supports Future Weavers, a movement led by Kimberley Jiyigas founder Natasha Short, which reimagines self-employment and business as tools for social change, cultural continuity, and leadership.
The movement, grounded in Northern Australia and implemented through the Maganda Makers Business Club, supports more than 150 Indigenous women across remote and regional communities.
Findings: Systems Not Fit for Purpose
Released today are three major outputs:
Engaging in the System – A narrative-led report unpacking how Indigenous women experience (and navigate) systems of funding, business support, and enterprise development.
Ecosystem Mapping Summary – A visual and thematic exploration of the structures surrounding Indigenous women’s entrepreneurship.
Case Study Collection – Five candid, on-Country stories of Indigenous women entrepreneurs navigating capital access, cultural obligations, and leadership.
The findings reveal:
Most Indigenous women entrepreneurs operate without meaningful access to capital or business mentoring.
Government grants are often not fit for purpose — either culturally inappropriate or inaccessible.
Existing support systems treat women as “venture KPIs,” rather than as leaders or changemakers.
Despite systemic failures, Indigenous women are building culturally aligned businesses rooted in community, care, and sustainability.
“This work shows what we’ve known all along — that Indigenous women are already leading. They’re using business not just to generate income, but to strengthen culture, protect Country, and support families. What we need now is for systems to support us on our terms.” – Natasha Short, Kimberley Jiyigas and Future Weavers Lead
A Blueprint for Change
The reports do more than describe the problem, they map the way forward.
Key recommendations include:
Supporting the development of a Kimberley Indigenous Chamber of Commerce
Funding peer-led, trauma-informed, and culturally safe business education
Developing place-based, relationship-led capital pathways that reflect Indigenous women’s priorities
Recognising cultural knowledge as a strength — not a barrier — in business planning
Collaboration Across Sectors
The research was conducted through deep collaboration with:
Kimberley Jiyigas (project lead)
Good Return (inclusive finance and capability development)
First Australians Capital (Indigenous-led investment)
Violet Co Legal Consulting (ecosystem analysis)
Trust Waikato and the Criterion Institute (blended finance and international perspective)
“This body of work reflects our belief that leadership exists in many forms and that supporting Indigenous women to lead through enterprise is one of the most effective ways to deliver lasting, community-led change.” – Liz Gillies, CEO, Menzies Leadership Foundation.
Explore the Reports:
🔗 Engaging in the System
🔗 Ecosystem Mapping Summary
🔗 Case Study Collection
For more information, interviews, or images, please contact:
Sarah Jenkins – Strategic Communications Manager
📧 sarah.jenkins@menziesfoundation.org.a
At The Menzies Leadership Foundation, we recognise that today’s challenges are not episodic — they are systemic, and inherently complex. Traditional models of leadership no longer suffice.
We are committed to cultivating leaders who can navigate ambiguity, build trust, and steward change with purpose and integrity.
Through a cross-sector, values-driven coalition, we champion a new paradigm of leadership — one rooted in adaptability, collaboration, and public purpose.
In a world defined by complexity, we invite you to lead differently.
