The underrepresentation of women in leadership continues to be a challenge for corporate South Africa. Whereas gender on its own has been the subject of many studies, both in South Africa and globally, there is a paucity of studies that investigate the intersection of multiple social identities. This chapter uses qualitative data to investigate how the intersection of race, gender and social class impacts on women CEO’s work experiences and career progression, and to identify strategies for gender transformation. The findings show that race had the most impact, followed by gender and then social class. A key contribution of the study is the WHEEL theoretical model, which puts women at the center of gender transformation even as it acknowledges the role played by other stakeholders.