Women constitute 48% of the population of India; yet their presence on the boards of companies has not been substantial. This paper attempts to define the pathways available to women on Indian boards. A qualitative research methodology with 15 in-depth interviews with women directors was adopted to study the phenomena. The study's findings indicate that while the identification of women directors is largely a non-structured, idiosyncratic process, social capital-which includes the individual's network ties and reputation-is a critical aspect aiding director identification. We also find the role of the chairperson to be critical in facilitating the participation of women directors on boards. Organisational characteristics and the credibility of co-directors are important considerations in the decision to join the board. The policy implications include the need for more structured approaches to identification, effective director assessment processes, and multi-stakeholder intervention to build the pipeline of women directors for the future.