For most of the American funeral industry's history, the corner office was occupied by a man. The business was built by men, inherited by men, and governed by men. Women were present — as embalmers, office managers, and mortuary students — but rarely at the decision-making table.
That is changing. A growing number of women are ascending to CEO and senior leadership roles at multi-million dollar funeral groups, challenging industry norms and bringing new approaches to a business that has been slow to evolve.
The Numbers Tell a Story — Slowly
Progress in deathcare leadership has been incremental but real. In 2015, fewer than 4% of funeral groups with revenue exceeding $10 million were led by women. By 2025, that figure had risen to 19%, according to a survey by the trade publication *Deathcare Executive*.
The pipeline is growing. Women now make up more than 60% of mortuary school enrollment. They are entering the profession in greater numbers, accumulating experience, and moving into management roles at independent homes and regional groups.
But the gap between entry-level representation and executive leadership remains wide. The deathcare industry's power structure — dominated by a few large publicly traded companies and a network of private equity-backed regional groups — has been resistant to change at the top.
Kristen Hanson and StoneMor
The most prominent example of female leadership in deathcare is Kristen Hanson, who was named CEO of StoneMor Inc. in 2022. StoneMor — one of the largest cemetery and funeral home operators in the United States, with more than 300 locations — had been through a turbulent period of financial restatements, executive turnover, and a going-private transaction.
Hanson, a former investment banker with experience in healthcare services, brought financial discipline and operational rigor. Under her leadership, StoneMor stabilized its balance sheet, improved same-location revenue, and began investing in technology infrastructure — including an online arrangement platform and digital memorial products.
Her approach has been notably different from the acquisition-driven growth model that characterized StoneMor's earlier years. "We're focused on getting the basics right," Hanson said in a 2024 investor presentation. "Serving families well, operating efficiently, and earning trust in the communities where we work."
Regional Leaders
Beyond the national companies, women are leading regional funeral groups that are reshaping local markets:
Maria Torres-Gonzalez leads Fernandez Family Funeral Group, a Texas-based operator with 14 locations across the Rio Grande Valley. She took over the family business in 2019 and has expanded it by acquiring independent homes in underserved communities, offering bilingual services and culturally responsive care that corporate chains have struggled to replicate.
Dr. Angela Washington is CEO of Continuity Care Group, a Pacific Northwest operator with eight funeral homes and three crematories. A licensed funeral director with a doctorate in business administration, Washington has implemented employee wellness programs and transparent pricing models that have become a competitive advantage.
Patricia O'Brien leads the O'Brien Family Memorial Group in the Northeast, one of the largest independent funeral operators in New England. She has been an outspoken advocate for industry reform, testifying before state legislatures on funeral pricing transparency and pre-need regulation.
Different Leadership, Different Results
Research suggests that women-led funeral groups may be outperforming their peers. A 2025 analysis by *Deathcare Executive* found that women-led funeral groups averaged three times the revenue growth of the industry overall over a five-year period.
The reasons are complex and not fully understood. But interviews with female CEOs and industry observers point to several patterns:
Community focus. Women leaders are more likely to emphasize community relationships and personalized service over pure financial metrics. This approach tends to build loyalty and word-of-mouth referrals in local markets.
Employee investment. Women-led groups are more likely to invest in staff training, mental health support, and career development — addressing the workforce crisis described elsewhere in this publication.
Transparency. Several women CEOs have championed transparent pricing and clear communication with families, positioning their businesses as consumer-friendly alternatives to corporate chains.
Innovation. Female leaders have been faster to adopt digital arrangement platforms, livestreaming services, and memorial technology — areas where the broader industry has been slow to evolve.
The Barriers That Remain
Despite progress, significant barriers persist. The funeral industry's old-boy network — built on relationships formed at industry conventions, Masonic lodges, and country clubs — still influences deal flow, board appointments, and access to capital.
Women CEOs report being underestimated by vendors, dismissed by competitors, and second-guessed by investors. Several interviewees described being mistaken for administrative staff at industry events, even when attending as the head of a multi-million dollar company.
The venture capital and private equity firms that increasingly drive industry consolidation remain overwhelmingly male. When these firms acquire funeral homes and install leadership, they tend to default to familiar profiles — which often means men.
The Next Generation
The pipeline suggests that change will continue. Women are not only entering mortuary schools in greater numbers — they are also pursuing MBAs, joining industry boards, and building professional networks that didn't exist a decade ago.
Organizations like Women in Funeral Service and the Funeral Service Foundation's leadership initiative are creating pathways for advancement. Social media has given female funeral directors a platform to share experiences, build audiences, and challenge industry norms.
The deathcare industry is being pulled in two directions: toward consolidation and corporatization by financial forces that favor the status quo, and toward innovation and personalization by a new generation of leaders who see opportunity in doing things differently.
The women leading this change are not asking permission. They're building businesses, serving families, and proving that the corner office doesn't have to look the way it always has.
*Sources: Deathcare Executive compensation and leadership survey, 2025; American Board of Funeral Service Education enrollment data, 2025; FuneralOne technology adoption survey, 2025; Pitchbook / deathcare private equity analysis, 2025; StoneMor Inc. investor presentations 2023–2024; Interviews with Maria Torres-Gonzalez, Dr. Angela Washington, and Patricia O'Brien, 2024–2025.*
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