In recent years, significant attention has been given to increasing the number of women in leadership roles, with quotas, diversity targets, and representation initiatives dominating policy and organisational discourse. While these measures have successfully opened doors for women, they often fail to account for the deeper, systemic barriers that continue to undermine their success once inside. This paper argues that real progress in gender equity requires more than improved headcounts; it demands a fundamental redesign of the systems within which leadership is exercised. Drawing on global and regional examples—including cases from the Middle East and Gulf Cooperation Council (GCC) countries—the paper explores how healthcare, urban infrastructure, product design, workplace culture, and policy frameworks have long been shaped around male defaults. These design biases, often invisible but deeply entrenched, create additional friction for women, limiting their effectiveness and longevity in leadership roles. Using a wide range of academic sources and real-world case studies, the discussion highlights the urgent need to rethink systems from the ground up—not only to make space for women at the table, but to reshape the table itself. True gender equity in leadership will come not from representation alone, but from a world intentionally designed for inclusion.