By: TOR CONSTANTINO

It’s no secret that the vast majority of entrepreneurs are men.

Despite sparse data, a recent TechCrunch article estimates that fewer than 1-in-5 business founders in 2014 were women. And while that number is not great, it’s nearly twice the percentage it was in 2009.

Make no mistake. While female business owners are relatively few, they intend to win on their terms.Take, for example, Kimberly Jones, president of Butler/Till a New York-based media and communications company with more than 100 employees. The firm was was founded in 1998 by namesakes Sue Butler and Tracy Till.

Earlier this year, the founding tandem retired from their company, selling their ownership stakes to employees and naming Jones as president. However, they knew they had created a unique workplace and culture that conducted business differently than most companies run by men.

They wanted to ensure continuity during the ownership transition that occurred in January.

“While it was difficult to fill their shoes, they armed me and the rest of our leadership team with the tools to be successful,” said Jones. “Primarily through their own mentorship, as well as encouraging us to talk with other leaders and maintaining open communication with employees, we were really able to understand and address internal concerns resulting in a seamless transition.”

Nearly a year later, the company continues to grow and thrive. Jones attributes that success to the hard work and dedication of her employees as well as the unique DNA embedded within its culture courtesy of its female founders. Jones says she’s convinced that they do several things differently than would a male-dominated culture.

1. More to prove.

While every entrepreneur works hard, Jones says that women have to work harder than men when they’re starting out on their own because they have more to prove to others and themselves.

“There’s a constant self-imposed pressure on us [women] to be recognized for our efforts and taken seriously –not only with clients but with employees as well,” said Jones.

“I know that I want to be perceived as an expert within my field so I’ll go further and push harder to demonstrate that expertise. While I recognize I’m applying that pressure on myself, I believe it drives me to push harder because I have more to prove. I think many female leaders feel that way.”

CONTINUE THIS ARTICLE