Tell us a little about yourself and the path that’s led you to your current role.

If I’m honest… I fell into IT completely by accident — and I love that about my story.  

I actually hated IT at school and even failed my GCSE! I originally trained to be a car mechanic (yes, really!). At the time it was quite unusual for a girl to go into that field, and I struggled to secure a placement. So I pivoted completely and moved into the fashion industry as a junior marketer.

When I relocated back to York, I needed something temporary while I searched for another marketing role. I took an admin job… and 23 years later, I’m still here, with a career in IT!

What that journey taught me is this: careers aren’t always linear. Sometimes the thing you think isn’t for you becomes the place you grow the most.

You operate at the intersection of defence, technology, and strategy, how has that shaped your leadership style?

Working across defence, technology and strategy means you’re constantly balancing precision with people, and urgency with long-term thinking.

It’s shaped me into a leader who is pragmatic, adaptable and very outcome-focused. Defence demands accountability. Technology demands curiosity. Strategy demands clarity. So my leadership style blends all three, I’m decisive when needed, but I never lose sight of the people delivering the mission.

I lead with transparency, encourage challenge, and stay focused on purpose. When the stakes are high, clarity and trust matter more than hierarchy.

From your vantage point, what are the biggest leadership capability gaps currently facing defence organisations?

One of the biggest gaps I see is translating strategy into human engagement.

There’s incredible technical capability in defence, but leadership today requires emotional intelligence, adaptability and commercial awareness alongside that expertise.

Another gap is comfort with ambiguity. The pace of change in technology and geopolitics means leaders can’t wait for perfect information. We need confident decision-makers who can move forward responsibly without having every answer.

Finally, empowering diverse thinking. Innovation doesn’t thrive in echo chambers.

Strategic programmes often involve complexity and ambiguity — how do you lead confidently when outcomes aren’t always clear?

 For me, it’s not just about academic frameworks or perfectly structured plans.

 I believe in being streetwise. You have to read the room, understand the dynamics, and adapt quickly.

 And I take every project personally. Not emotionally reactive but emotionally invested. When you care deeply about the outcome, you show up differently. You go the extra mile. You don’t let things drift.

That personal ownership creates momentum, even when the path isn’t perfectly mapped out.

How do you balance pace and delivery with thoughtful, inclusive decision-making?

This took me time to really understand.

Early in my career, I thought speed equaled effectiveness. But I’ve learned that bringing your team with you actually accelerates delivery in the long run.

I’m a huge believer in learning on the job. Everyone thinks differently, solves problems differently and brings different strengths. Creating space for that input doesn’t slow things down, it strengthens the solution.

Good leadership isn’t about having all the answers. It’s about harnessing the collective intelligence in the room.

What does effective partnerships between industry and defence look like when it’s truly working well?

At its best, it’s built on honesty, shared outcomes and genuine collaboration.

When industry and defence operate as extensions of one team, not as client and supplier that’s when you see real progress.

It requires clarity on objectives, openness about capability, and collective agreement on how to get there. The strongest partnerships aren’t transactional. They’re built on trust.

As a senior leader, how do you create space for challenge and dissent without slowing progress?

I actively invite it.

If everyone agrees with me, something’s wrong. I want people to challenge assumptions, including mine.

The key is creating psychological safety. People need to know they won’t be penalised for speaking up. But once a decision is made, we align and move forward together.

Healthy debate strengthens strategy. Endless debate slows it down. Knowing the difference is part of leadership.

What role should senior leaders play in actively sponsoring emerging talent?

Sponsorship is action. Mentoring is advice.

If I think back to my own journey, traditional classroom learning never lit me up. I learn best by being in the room, seeing the pressure, experiencing live decisions.

Senior leaders should bring emerging talent into those real environments — expose them to complexity, risk and high-level thinking. Let them observe. Let them contribute.

That visibility and access can accelerate confidence far more than theory ever will.

From your experience, how can defence organisations better harness commercial innovation while maintaining trust and assurance?

Start with direct conversations.

Ask clear questions. Expect clear answers. Be honest about capability on both sides.

Innovation doesn’t mean abandoning assurance, it means building transparency into the process. When both parties are upfront about risks, constraints and expectations, you can innovate responsibly.

Trust isn’t built through contracts alone. It’s built through candour.

What responsibility do leadership boards have in shaping culture, not just setting strategy?

Boards don’t just set direction, they set tone.

Culture is shaped by what leaders tolerate, what they celebrate, and what they role-model.

If boards genuinely believe everyone has a voice, they must create environments where ideas can surface and growth is encouraged. Strategy defines where you’re going. Culture determines whether you’ll actually get there.

What barriers still prevent women from progressing into senior defence leadership roles?

Some of the barriers are legacy thinking.

There’s still an outdated assumption that women naturally gravitate towards HR or administrative roles because we’re “more organised.” Leadership capability isn’t defined by gender — it’s defined by competence, confidence and character.

There’s also a misconception that women must be aggressive or overly fierce to succeed in senior defence roles. Strength comes in many forms. Organisations should be looking for confidence, clarity and capability — not stereotypes.

How do you personally stay resilient and grounded in high-pressure environments?

I’m very intentional about switching off.

Sometimes resilience looks like going home, crawling under a blanket, watching Netflix and turning my phone off. Properly disconnecting matters. I LOVE spending time with family and being all round silly!

But I also do something slightly contradictory, I sign up for incredibly hard personal challenges. The kind that make people question my judgement!

Those “impossible” goals in my personal life build mental strength. They give me perspective. If I can push through that, I can handle strategic pressure at work.

It’s my way of training resilience, on my own terms.

Looking ahead, what leadership behaviours will matter most for defence over the next decade?

Resilience will be non-negotiable. But alongside that, humility. The willingness to listen, take advice from your team, and adjust course when needed.

The future will demand leaders who are focused on the right goals, not ego-driven ones. Set your organisation up for success with achievable, strategic ambition.

Save the “impossible” challenges for your personal life.