Kasia Regula is the Bids and Tenders Manager at boxxe Limited, an innovative UK-based IT reseller, delivering comprehensive technology solutions across the Defence sector, Public Sector, and corporate spheres. With a bachelor’s degree in business studies, Kasia has carved a niche in proposal development and management.

In her tenure of over two and a half years at boxxe, Kasia has led several high-profile projects, including the landmark MoD Microsoft Enterprise Agreement tender. With a total of six years dedicated to honing her skills in bid writing and bid management, she brings a depth of expertise and strategic acumen to the table. Her experience encompasses a rich history of crafting compelling proposals and managing complex bidding processes, making her a standout leader in the field. Her approach, characterised by keen insight and careful planning, has proved instrumental in navigating complex negotiations and driving strategic initiatives within the dynamic field of Defence tech.

Beyond her professional achievements, Kasia is a passionate advocate for gender diversity and inclusivity in business. Her leadership style is marked by a commitment to fostering a supportive and empowering team environment. She actively engages in mentorship, providing guidance and advocating for the growth of women in tech and leadership roles. This dedication stems from her belief in the transformative power of diversity in driving innovation and resilience in the tech industry.

Kasia’s journey is also a testament to her resilience and adaptability. Overcoming personal and professional barriers, she has emerged as a confident and influential leader. Her ability to inspire confidence and foster a culture of continuous improvement and open communication has not only elevated her team but also positioned her as a role model within boxxe and the broader IT community.

Kasia’s blend of technical expertise, strategic acumen, and dedication to inclusivity and empowerment marks her as a distinguished figure in the UK IT Defence sector, pushing the boundaries of technological innovation and setting new standards for leadership in tech.

Tell us a bit about yourself, background, and your current role.

I’m Kasia Regula, and I hold the position of Bids and Tenders Manager catering not only to the Defence sector but also extensively to the UK Public Sector and corporate entities. My academic foundation in Business Studies, has been instrumental in shaping my career, particularly in the realms of proposal development and management.

In my current role at boxxe, I lead the Bids and Tenders department. This role is multifaceted and challenging, encompassing the management and strategic formulation of bids that cater to a diverse range of clients across various sectors. My expertise is not just confined to understanding complex IT requirements but also in forging effective strategies that align with our clients’ needs. The past two years have been particularly significant, highlighted by our team’s successful handling of numerous vital projects which demonstrated our prowess in meeting the sophisticated demands of the Defence sector.

My professional pursuits, however, are complemented by a strong personal commitment to advocating for gender diversity in the tech industry and wider business. As an active participant in the boxxe DEI (Diversity, Equity, and Inclusion) group, I’m dedicated to encouraging more women to embark on careers in technology and to take up leadership roles. This passion for empowerment is a thread that has run through my career, evidenced by my previous work with Smart Works Edinburgh. There, I led the Scottish branch, focusing on supporting women returning to the workforce by offering comprehensive interview preparation and appropriate attire, thereby instilling confidence and self-reliance.

To sum up, my role at boxxe intertwines rigorous bid and tender management with a profound dedication to fostering an inclusive and diverse business environment. I strongly believe in the power of diversity in driving innovation, creating robust solutions, and strengthening the IT industry.

Did you ever sit down and plan your career?

No, I didn’t formally sit down and plan my career, which, in hindsight, might have influenced my professional journey. For a long time, I was uncertain about my career path. My early professional life included a variety of roles, primarily focused on business development and people management. It was a diverse experience, but it wasn’t until about six years ago that I discovered proposal management as a distinct career path.

This realisation was a turning point for me. Until then, I hadn’t identified a role in business development that truly resonated with my personal strengths and accommodated my weaknesses. When I discovered proposal management, it was like a lightbulb moment – I finally found a field that aligned seamlessly with my skills and interests.

Since this discovery, my career has truly taken off. Realising what I wanted to do, and more importantly, understanding where my strengths lay, was a catalyst for significant growth in my professional life. This experience has taught me the importance of self-awareness in career development. It’s not just about the roles you take on but finding that niche where your abilities and passions intersect. For anyone still exploring their career path, my advice would be to stay open to new opportunities – you never know when you’ll stumble upon the role that feels like it was made just for you.

What are some of the most important things you’ve learned about yourself as a leader?

My core realisations revolve around embracing humanity and diversity, leading with passion, and recognising the importance of each team member’s contribution.

Firstly, my realisation is the universal truth that we are all human. This might seem obvious, but it has profound implications in a leadership context. Whether it’s the executives above me or the team members I guide, acknowledging our shared humanity has been crucial. It has taught me to appreciate diversity in all its forms – from different viewpoints to varied personal needs. Making effort to understand and genuinely caring for the people you lead is foundational to effective leadership.When you care deeply not just about outcomes, but about the work itself and the people involved, growth and progress are naturally accelerated. This passion creates an environment where everyone is motivated to strive for excellence.

Another insight is understanding that a team’s strength is often reflected in how it supports its ‘weakest link’. In many cases, what appears as a weakness can actually be a team’s greatest strength. My role as a leader involves nurturing each team member, helping them grow and achieve their personal goals, which in turn contributes to our collective success.

Central to my leadership philosophy is the integration of high standards with common sense. This idea is about striving for ambitious goals while making informed, sensible decisions, and I ensure to surround myself with a team that shares this outlook.

Alongside these core lessons, a crucial aspect of my leadership approach has been the emphasis on flexibility and adaptability. In the dynamic landscape of our industry, being adaptable and maintaining clear, honest communication have been key. Adaptability involves being open to new ideas and guiding the team through changes confidently. Effective communication, for me, means building trust and fostering an environment where open dialogue and feedback are integral.

What potential personal or professional barriers do you feel might be impacting women from reaching the highest levels of leadership?

In my journey towards leadership, I’ve encountered both personal and professional barriers, which I believe resonate with many women’s experiences. One significant challenge has been overcoming the societal biases ingrained from a young age. My upbringing, much like many others, didn’t specifically nurture leadership skills or provide a clear pathway for career advancement. This gap often led to a struggle with imposter syndrome, a common experience where one doubts their accomplishments and fears being exposed as a ‘fraud.’

Professionally, the journey involved learning and mastering skills not traditionally emphasized for women. This includes effective networking to connect with individuals who could influence my career positively, and developing a communication style that strikes the right balance between professionalism and empathy. Equally important was learning how to advocate for myself and confidently claim credit for my achievements.

Confronting these challenges is an ongoing process that involves continuously reevaluating societal norms and my personal beliefs about leadership and success. It’s a journey of personal growth, where I’m actively seeking mentorship and learning to navigate systems that don’t always sufficiently support or recognise the potential of women in leadership roles. This path isn’t just about reaching my own leadership goals but also about being part of a broader movement toward greater gender parity in leadership. Each day is a step towards overcoming these societal challenges, and I’m committed to growing, learning, and contributing to this change.

What do you think helped you the most to make a career as a woman? What’s the biggest factor that has helped you be successful?

Key to my career advancement has been mentorship, especially from influential women in business. These mentors helped me identify my strengths and steered me towards proposal management. Their insights and belief in my potential opened new opportunities and were crucial in shaping my career path.

Another key factor has been my commitment to continuous learning and self-improvement. In a rapidly evolving field like IT, staying updated with the latest trends, technologies, and best practices is essential. I invested in enhancing my skills and knowledge, which not only increased my confidence but also made me a valuable asset to my team and organisation.

Resilience has also been vital. Throughout my career, I’ve faced challenges and setbacks, some of which were particularly daunting as a woman in a male-dominated field. However, each challenge served as a learning experience, helping me to grow stronger and more adaptable. This resilience helped me push through obstacles and persist in my goals.

Lastly, a strong support network has been a cornerstone of my journey. This includes family, friends, and colleagues who provided encouragement and understanding, especially during periods of high stress or uncertainty. Their support has been a source of strength and motivation, reminding me of the importance of balance between personal and professional life.

How do you cultivate a strong and supportive team culture?

In my role at boxxe, cultivating a supportive team culture is centred around key actions and consistent practices. I actively promote open communication through regular team meetings and individual check-ins, ensuring every voice is heard and valued. This approach not only aids in understanding diverse perspectives but also addresses any concerns promptly.

A sense of belonging and inclusivity is vital. I achieve this by openly recognising both individual and collective achievements, ensuring team members understand how their work aligns with our broader organisational goals. This recognition spans from small daily wins to major project completions.

Empowering team members is another cornerstone. I delegate meaningful tasks and provide decision-making autonomy, fostering a sense of ownership and professional growth. Additionally, I ensure access to development opportunities like specialised training and mentorship, supporting their continuous learning and engagement.

Leading by example is crucial; I strive to reflect boxxe’s core values of understanding customer challenges, simplifying processes, delivering solution-oriented approaches, and fostering collaboration and care. This leadership style not only enhances our team dynamics but also aligns with boxxe’s ethos, creating a culture where these principles are lived out in our daily actions. 

What advice would you give to other women who are struggling with imposter syndrome?

Imposter syndrome is a common experience for many, particularly women in the workplace. If you’re struggling with these feelings, know that you’re not alone, and it’s possible to overcome them. Here’s my advice based on what has worked for me in managing these feelings:

It’s crucial to acknowledge when you’re experiencing imposter syndrome. I’ve learned that these feelings of self-doubt or fear of being ‘exposed as a fraud’ are widespread. Everyone I know, at some point, has experienced this. Recognising it is the first step to overcoming it. 

Whenever I encounter self-doubt or feel like I’m not good enough, I remind myself of the tangible successes I’ve contributed to at boxxe. I keep a record of the significant bid contracts I’ve helped win and revisit them to remind myself of the scale of these accomplishments. This practice does more than just counteract negative thoughts—it reinforces the evidence of my strengths and the impact of my work. These achievements are not mere tick boxes; they are substantial successes that not many can claim. This reflection is a powerful tool against imposter syndrome and proven invaluable during appraisals and discussions with my manager, as it showcases my contributions in a concrete way. 

When self-doubt creeps in, I challenge it. I ask myself if my thoughts are fact-based or just feelings. More often than not, they’re not reflective of reality. I counter these doubts with tangible evidence of my abilities.

Talking about my feelings of imposter syndrome with colleagues and mentors has been eye-opening. It’s especially revealing to hear that people I admire face similar challenges. This sharing normalises the experience and provides valuable perspective.

I am not a native English speaker; I came to the UK 15 years ago and didn’t have any English language skills whatsoever, had to learn to communicate from scratch – I achieved it through reading whatever fell into my hands and countless hours of self-study. In my job in proposal management, I do a fair bit of pretty good writing. A personal instance of dealing with imposter syndrome involved my fear that people would discover that “I don’t even speak English”. 

This exact thought and this fear were paralysing at times What helped was sharing this fear with a colleague. When I finally expressed these fears out loud, her reaction was laughter. And in that moment of shared humour, I found myself crying – it was a cathartic release. It was then I realised these fears were unfounded symptoms of imposter syndrome, not reflections of my true ability.

So, my key piece of advice: verbalise your fears. Speaking them out loud can help in dismantling the internal narrative of doubt. Remember, these feelings don’t define your true worth or ability. By confronting them openly, you can begin to diminish their influence over you.

What do you think are your characteristics of being a resilient leader?

As a leader, I believe my resilience is shaped by several key characteristics like adaptability, emotional intelligence, perseverance, optimism and positivity, and reflective thinking. Each experience, from personal trials to professional hurdles, has improved my ability to quickly adapt to changing situations.

My journey has taught me adaptability in its truest form. Moving to a new country without knowing the language, enduring redundancy twice, overcoming bullying in my first UK job, and surviving cancer – these life experiences have profoundly improved my ability to adapt to any situation. These personal trials have given me a unique perspective on adaptability, making the evolving challenges in the proposal development and management field seem more manageable. My personal resilience, shaped by these experiences, enables me to lead my team effectively through professional challenges, embracing change as an opportunity for growth and innovation.

I’ve found that being attuned to the emotions of my team members is essential. For example, during high-pressure deadlines, recognising and addressing the team’s stress has helped maintain a healthy work environment. This emotional awareness has been key in ensuring team cohesion and well-being.

Perseverance has been a defining element of my leadership journey. Throughout my career, I’ve encountered numerous setbacks. My commitment to persisting through these challenges has not only been crucial for my personal growth but has also served as a powerful example for my team. I’ve learned the importance of seeing tasks through to completion, no matter how daunting they may seem at the outset. This approach has reinforced the belief within my team that challenges are indeed overcomeable, and that steadfast persistence is often the key to success.

Maintaining a positive outlook, even in difficult situations, has been essential. This doesn’t mean ignoring problems, but rather approaching them with a mindset that focuses on solutions and learning opportunities. A positive attitude can be infectious, helping to uplift the entire team’s morale.

Integrating reflection into my routine has been a pivotal aspect of my leadership approach, especially in proposal management. I dedicate a set period each week to strategic thinking, where I deeply reflect on recent events, achievements, and setbacks. This isn’t just a passive review; it’s a time when I actively consider how my accomplishments can inform future contributions and how even the smallest experiences can offer valuable insights.

As a confident leader how do you instil confidence in your team?

Instilling confidence in my team has been a central part of my leadership at boxxe. This involves a combination of leading by example, clear communication, and practical empowerment.

As a role model I show confidence in my decisions while also being transparent about my own challenges and doubts. This approach has helped the team see that overcoming doubts is a part of professional growth, inspiring them to trust in their capabilities.

Clear and positive communication is crucial. I regularly acknowledge team successes and provide constructive feedback. Celebrating milestones, both small and large, ensures that each team member understands the value of their work. We also participate in training sessions to improve how we give and receive feedback, fostering a culture where open dialogue is encouraged, and everyone feels respected.

Empowering team members is another key strategy. By delegating meaningful tasks and allowing for autonomous decision-making, I’ve seen team members grow and develop new skills, boosting their confidence. Providing support and resources, I make sure they have what they need to succeed, be it guidance or professional development opportunities.

I also emphasize the importance of a growth mindset, especially in our field where feedback is constant. Viewing feedback as a learning opportunity rather than criticism is something I actively encourage. This mindset has proven essential for team members to confidently embrace challenges and learn from them.

Finally, creating a safe and inclusive environment is paramount. We ensure everyone is equipped to express their ideas constructively, reinforcing mutual respect and understanding. This atmosphere has been fundamental in building a confident and cohesive team.

Through these practices, I’ve aimed to foster a team culture where confidence is nurtured, and each member is empowered to reach their full potential.

What advice would you offer to someone who is wanting to raise their presence in the organisation and beyond?

Enhancing one’s presence within an organisation, and beyond, is a nuanced process that I’ve navigated through a combination of strategies. Firstly, excelling in your current role is crucial. In my experience, delivering high-quality work consistently has made me an asset and laid the groundwork for greater visibility. Leaders may not always immediately recognise your potential, so making a significant impact in your existing position is key to getting noticed for advancement.

Simultaneously, preparing for the next step in your career is essential. This means learning and acquiring skills for your aspired role alongside your current responsibilities. My journey has involved actively seeking opportunities for growth, ensuring I’m ready for the next challenge.

Taking initiative is another strategy that has served me well. Volunteering for new projects, especially those with organisational visibility, has demonstrated my capability to handle more than my current scope of work. It’s about showing decision-makers that you are not only ready for additional responsibilities but can excel in them.

Networking, despite its challenges, especially for someone who is shy and dealing with imposter syndrome like me, is indispensable. I’ve found that strategic networking — whether through LinkedIn, within the organisation, or at select events — can be as effective as traditional methods. It’s about identifying the right people to connect with and sharing what you want them to know about you.

Developing a personal brand is also key. How you’re perceived professionally can significantly impact your career trajectory. This has meant learning from feedback, actively contributing to meetings, and participating in organisational initiatives for me. Sharing my expertise and mentoring others, while remaining open to learning, has helped me shape a strong personal brand.

Lastly, staying informed and proactive has been crucial. Keeping abreast of industry trends and organisational developments has positioned me to contribute meaningfully to strategic discussions, further enhancing my presence and influence.

An often-overlooked aspect of career progression is evaluating whether you are in the right environment. In any organisation, there’s a prevailing vision set by its leaders, and rising within the ranks often means aligning with this vision. There have been times in my career when, despite excelling in my role and doing everything to boost my growth, I found myself hitting a glass ceiling. This can be a sign of misalignment with the organisation’s direction or values. If you find yourself in a similar situation, despite your best efforts, it might be worth considering if your aspirations and the organisational vision are in sync. Sometimes, the key to unlocking your potential is not just about enhancing your skills or visibility within your current setting, but about finding an environment where your talents, values, and ambitions are better aligned. Making a change, be it a different role, department, or even a new organisation, can sometimes be the catalyst needed for substantial career growth.

Conclusion

Kasia Regula’s journey exemplifies resilience, determination, and a commitment to fostering inclusivity and empowerment within the Defence sector and beyond. As the Bids and Tenders Manager at boxxe Limited, Kasia has not only demonstrated exceptional expertise in proposal development and management but has also become a passionate advocate for gender diversity and inclusivity in the tech industry.

Her story reflects the importance of self-awareness, continuous learning, and perseverance in overcoming personal and professional barriers. Kasia’s leadership style, marked by empathy, transparency, and a focus on team empowerment, has created a supportive and inclusive environment where every team member feels valued and motivated to excel.

Through her experiences, Kasia offers valuable insights and advice for women aspiring to leadership roles, highlighting the significance of excelling in current responsibilities, taking initiative, strategic networking, and aligning personal values with organisational vision.

Ultimately, Kasia’s journey serves as an inspiration, showcasing the transformative power of resilience, self-belief, and a commitment to driving positive change. As she continues to push boundaries and advocate for gender equality in the Defence sector, Kasia Regula stands as a beacon of leadership, innovation, and empowerment, shaping the future of the industry for generations to come.