Could you share a bit about your journey—your background, experiences, and your current role?

I am originally from the Northeast of England attending an all girls school in Durham. From an early age, sport played a major role in my life—it taught me discipline, teamwork, and resilience, all of which have translated well into my professional career. I went on to study Computer Science/Software Engineering at Newcastle University; and while I had a strong interest in music and hoped to explore digital music, there were no degree programs at the time that combined both disciplines, so I chose to focus on computing.

During my final year at university, I realized I was more interested in understanding whole systems rather than writing code. This shift in focus led me to undertake a project on the safety analysis of a nuclear protection system, which sparked my interest in system safety engineering and assurance.

I began my career at Praxis Critical Systems in Bath, followed by a brief stint at HVR Consulting Services. In 2004, I co-founded Ebeni, where I’ve spent the majority of my career leading technical teams and delivering complex, safety-critical projects across the defence, aerospace, and transport sectors.

Today, as owner of Ebeni Limited I’ve combined hands-on technical consultancy with strategic leadership—overseeing operations, guiding our people, and driving business development. I’m passionate about building collaborative, high-performing teams and making a meaningful impact through engineering excellence.

Did you have a clear plan for your career path, or did it evolve over time?

I definitely didn’t have a fixed plan or career path in mind. My career has evolved over time. When I left school, I had a general sense that the future lay in digital technology, software engineering, and computing, and that these fields offered strong career prospects. That intuition guided my decision to study computer science at university.

I vividly remember sitting in the computer lab at university and discovering the early stages of the World Wide Web—it was a fascinating experience. That exposure sparked a growing curiosity and passion for technology, which deepened throughout my studies. Over time, my interests shifted from coding to understanding, analysing and assuring complex systems, which ultimately shaped the direction of my career.

How do you define success, both personally and professionally, and how do you assess whether you’ve achieved it?

For me, success is about balance, fulfilment, and making a positive impact—both at work and home. Personally, being in partnership with my husband and a mother to two girls is a huge source of pride. Creating a supportive environment where my family can thrive is something I value deeply.

Professionally, success has evolved over time. I’m proud of having taken the leap to start a business from scratch and am passionate about supporting a growing team that delivers meaningful work in engineering. But it isn’t just about the numbers, it’s the culture we’ve built and the people we’ve developed that matter most to me.

I try to regularly reflect on how things are going—whether I feel content, whether those around me are thriving, and whether I’m still learning and growing. I pay close attention to feedback from others, as it helps me stay grounded and improve. I often think of life as a three-legged stool—work, family, and self. If one leg is off balance, everything can wobble, so I try to keep all three in check – not always successfully!

How would you describe your leadership style, and how do you motivate and support your team—especially in times of high stress?

I’d describe my leadership style as decisive, problem solving and forward-looking, with a strong emphasis on clarity and empowerment. I strive to set a clear vision, define meaningful goals, and create an environment where people feel confident to grow and succeed. Collaboration is central to how I lead, valuing diverse perspectives, although I can be impulsive!

Rather than trying to directly motivate others, I focus on enabling self-motivation—by fostering trust, setting clear expectations, and encouraging accountability. I believe people perform at their best when they feel supported, trusted, and safe to take ownership—even when that involves stepping outside their comfort zone.

In high-pressure situations, I try to remain calm, composed and positive, knowing that my response influences the team’s mindset. I aim to project stability and reassurance, helping others stay focused and resilient. When support is needed, I try to guide without taking over, encouraging growth through challenge.

What advice would you offer to someone aspiring to step into a leadership role, especially regarding managing mental health and maintaining resilience?

Leadership is both rewarding and demanding, and self-awareness is key in navigating it successfully. I’d encourage anyone aspiring to lead to seek out training to help them recognise the signs of stress and burnout in themselves and others. If they suspect something’s not right, it’s vital to act quickly and seek the right support.

Leaders often feel pressure to do everything, but it’s essential to set realistic expectations, focus on what matters and delegate. Good leaders prioritise the important, while managers often get caught in the urgent. Learning to say no, or deciding what not to do, is a critical skill.

Self-care isn’t optional. It’s vital to establish clear boundaries between work and personal time and make space for rest and reflection. Build a support network of peers, friends, and ideally a mentor, people who can offer perspective and a listening ear.

Resilience is something you build over time. I try to stay positive, learn from setbacks, and regularly reflect on the good things in life. Keeping an open mindset is also key, leadership often means navigating change and uncertainty.

I am a huge advocate of leading by example. The way you care for yourself, and treat others, sets the tone for your team.

What has been the most significant challenge or barrier you’ve faced in your career, and how did you overcome it?

One of the most significant challenges I faced early in my career was navigating the engineering industry as a young female graduate. I encountered a range of biases; from being mistaken for administrative staff in meetings to experiencing behaviours that bordered on harassment. There were moments when I found myself overthinking how to present or dress, simply to be taken seriously in a professional setting.

What helped me overcome these challenges was having a strong mentor. They provided not only guidance and perspective but also a safe space to reflect and build confidence. That support, combined with my own resilience and determination to prove my capabilities, helped me grow into a more self-assured professional. Over time, I learned to assert myself, challenge assumptions respectfully, and focus on delivering high-quality work that spoke for itself.

More recently, a personal challenge I continue to work on is managing confrontation. While I’m comfortable with direct, constructive conversations and believe in being firm but fair, I find it difficult when discussions become emotionally charged or aggressive. In those moments, I can feel the physiological effects of the ‘fight or flight’ response, making it harder to stay composed and objective.

To address this, I’ve been actively developing my emotional regulation and communication skills—through coaching, feedback, and self-reflection. I’ve also learned to pause, breathe, and reframe the situation to stay grounded. It’s a work in progress, but I believe that recognising and working on our growth areas is just as important as celebrating our strengths.

What key advice would you give to other women looking to enter and thrive in this industry?

My advice is simple: never underestimate the unique value and perspective you bring. Women often approach challenges and opportunities differently, and that difference is a strength. This industry needs diverse thinking, and your voice matters.

Don’t be intimidated – which can be easier said than done – women not only succeed in this field, they also lead, innovate, and inspire.

Be courageous and follow your ambition. You will inevitably come across the occasional speed bump, but there will be value in those experiences that you can learn from.

In your opinion, how do the pressures of achieving work-life balance affect men and women differently, especially in relation to mental health?

Both men and women face significant pressures, though often in different ways. Men may feel the weight of being the primary earner, while women often juggle professional responsibilities alongside societal expectations around family and caregiving. These pressures can impact mental health if not managed carefully.

In my own experience, balance comes from teamwork. My husband and I both have fulltime careers, and we share responsibilities at home equally. It’s not always perfect, but mutual respect and support is key.
It’s essential to set boundaries, prioritise self-care, and make time for the things that bring joy and recharge your emotional batteries.

What strategies have you seen women adopt to maintain work-life balance, and do you notice any significant differences in how men approach this challenge?

In my experience, many women excel at multitasking and are highly productive, often driven by the need to make the most of their working hours due to external responsibilities. I’ve also observed that women may be less influenced by ego, which helps them stay focused and avoid distractions like office politics.
Personally, I approach work with focus and commitment—I always aim to give 110%. A key part of maintaining balance is having a strong team I can trust and delegate to. I’ve also learned the importance of setting boundaries and being comfortable saying ‘no’ when necessary.

In the past, I’ve struggled to fully disconnect from work, especially as a business owner passionate about success. That experience taught me the value of self-care. Running is my way of clearing my mind and gaining perspective. It’s often during those moments away from the screen that I find clarity and develop new strategies. Taking time to reflect helps me avoid burnout and stay grounded.

How has your experience in this industry shaped your personal growth and leadership skills, and what role has mental health played in this development?

Working across a range of organisations and projects in this industry has been instrumental in shaping both my personal growth and leadership style. Exposure to diverse leadership approaches, some inspiring, others less effective, has helped me define the kind of leader I strive to be: empathetic, inclusive, and purpose-driven.

Collaborating with multi-national teams, facilitating workshops across the world, and eventually starting my own business have all pushed me out of my comfort zone. These experiences have strengthened my adaptability, cultural awareness, and ability to lead with clarity in complex, high-pressure environments.

Mental health has played a significant role in this journey. The demands of the industry, tight deadlines, high expectations, and constant change can take a toll. I’ve learned the importance of setting boundaries, recognising signs of burnout, and creating space for recovery. These lessons have not only helped me maintain my own well-being but have also shaped how I lead others.

I now prioritise psychological safety within teams, encourage open conversations about well-being, and advocate for support systems like mental health first aiders and flexible working practices. I believe that sustainable performance comes from a culture where people feel valued, supported, and empowered to bring their whole selves to work.

Have you ever encountered moments of burnout or overwhelming pressure? If so, how did you navigate those periods?

If leaders are honest, most of us have faced moments of overwhelming pressure at some point in our careers. The key is learning to recognize the signs—both in yourself and in others—before things reach a critical point.

For me, a clear indicator is when I start to feel physically unwell. That’s usually a signal that I need to pause, rest, and allow myself time to recover. I’ve learned not to ignore those signs.

I’ve also built a strong support network, both professionally and personally. Having one or two trusted individuals I can confide in makes a huge difference. Sometimes, just talking things through helps me gain perspective and find a way forward.

No job is worth compromising your mental or physical wellbeing. Prioritizing health and having the courage to step back when needed is essential for long-term resilience.

What role do you think organizations should play in supporting mental health, especially for leaders who often bear significant responsibility?

Organisations have not only a legal responsibility, but a moral responsibility to play a positive role in supporting individuals’ mental health, especially for leaders who often carry significant responsibilities.

Primarily, they should foster a culture of open communication where discussing mental health is normalised and not seen as a weakness.

Providing training on mental health awareness, stress management, and resilience is essential, as is appointing mental health first aiders with the time and resources to support others. Access to confidential, 24/7 Employee Assistance Programmes and healthcare professionals is also vital.

Policies that promote work-life balance, like flexible and remote working, can make a huge difference. Leaders should be encouraged to model healthy behaviours themselves, demonstrating that mental wellbeing is a priority.

Finally, creating a proactive, supportive culture with regular check-ins and a trusted network can help identify issues early and provide timely support.

And finally, how do you handle situations where team members may be struggling with their mental health, and what support systems have you found effective?

Supporting team members who may be struggling with their mental health requires empathy, discretion, and a proactive approach. I believe it’s essential to foster a trusted environment; one that encourages openness, kindness, and psychological safety, so individuals feel comfortable seeking help when they need it.

Raising awareness and providing training to help people recognise the signs of mental health challenges—whether in themselves or others—is a key part of this. One initiative I’ve found particularly effective is having trained Mental Health First Aiders within the organisation. They serve as approachable, informed points of contact and help normalise conversations around mental well-being.

Regular check-ins are also important—not just for performance, but to genuinely understand how people are doing. When someone is struggling, responding quickly and supportively, while connecting them with the right resources, often leads to a positive outcome. Ultimately, it’s about embedding well-being into the culture, not treating it as an afterthought.