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

I was born to Jamaican immigrant parents (my mother was a nurse and my father a bus conductor and then a park groundskeeper). I come from a large family and have 4 brothers. I really enjoyed school and spent most of my formative years with my head in a book at the local library. Maths and English Language were my favourite subjects at school and I was able to take my maths exam a year early and then study higher maths whilst still at secondary school. After several years working in Finance and Accounting roles, within a charity and the NHS, through the NHS ICT Modernisation Programme I fell into project and programme management. I then spent almost a decade contracting within Defence and the Department of Transport in Project and Programme management roles, as well as some time working for a software company as a Business Applications Implementation consultant. I’ve now been with my current employer Leidos for 9 years and my current role is Head of Compliance and Continuous Improvement within the UK Logistics and Mission Support Division. I also act as Chair of the Leidos UK Race, Ethnicity And Cultural Heritage (REACH) Employee Resource Group. In my spare time I’m a Board Trustee for Age UK Bristol, support Bristol Black Carers, a volunteer with Radio Lollipop and volunteer phone support for the Stroke Association. When I do find some spare time, I also love being a supporting artiste on various tv and film roles.

Did you ever sit down and plan your career?

No, I had early visions of becoming an astronaut or an actress following my love of all things sci-fi and being an avid Trekkie. After career conversations at school I was directed into the field of Finance, which I enjoyed and through my various Finance roles I then unknowingly began my project management journey through the implementation of many ERP solutions as technology in the world of Finance began o innovate and move away from paper based and standalone systems.

When you began your career, did you ever imagine that you would be in a leadership role?

To be honest, it wasn’t something I would have even considered as I’m an introvert and just like getting on and doing my job. But on reflection, I’ve held several leadership roles throughout all stages of my life and within my career. At senior school I was voted in as House Games Captain for two years, I worked with my NHS colleagues to host cultural awareness days across the sites and in my current organisation and I’ve stablished social committees in most organisations I’ve worked in to bring about a culture of community. The reasons could be because I operated fairly ensuring that all students, regardless of capability were welcome and invited to take part in events and activities. So it seems that I naturally fell into leadership roles to protect others against inequity in school, at home and in all organisations I’ve worked for, as well as bringing people together.

Have you had mentors or sponsors who have supported your career growth? How did they impact your journey?

My mum was always my biggest sponsor and mentor. I constantly looked for validation that I was good at doing everything and that she was proud of me but she never ever gave me that. It wasn’t until we were talking on her final days last year that she stated it was time for me to be proud of my achievements and not to seek validation from anyone. She knew I would be successful in anything I started as I always commit to succeed. Looking back, my family are my greatest mentors, as I looked at the challenges they faced growing up after migrating from Jamaica, and the challenging times they faced in 70s and 80s Britain. My mum and her four sisters were all training and working as nurses working in the NHS in 70’s Britain, a turbulent time for them but through their passion, commitment and integrity they all went on to succeed and lead long and successful careers. My uncle Joe supported my career in Finance, sponsoring me for my accounting studies whilst I supported him doing bookkeeping for his building business, so gained real life experiences. Whilst working in the NHS and my role becoming redundant after the merger of two hospital finance functions, the new Finance Director, following a short conversation saw my potential and explained transferable skills. He pointed me to opportunities within the Finance function at a more senior level that I would otherwise have shied away from. I may not have had the opportunities to develop my project skills if I hadn’t taken his advice. Throughout my recent MBA journey, I’ve had the support of both a mentor (previous VP in my organisation) and my current COO in Leidos’ LMS Division. I was studying through a challenging period, taking on a new team and looking after my mum during the end of her life; and they helped me focus on both a personal and professional level.

What personal qualities do you believe have been instrumental in your success?

My curiosity, love of challenges, and people-oriented nature have been instrumental in my success. These qualities, combined with my resilience, adaptability, problem-solving skills, and collaborative spirit, have allowed me to overcome obstacles, embrace new opportunities, and build strong relationships. By viewing challenges as learning experiences and maintaining a growth mindset, I have been able to continuously develop and improve throughout my career. I also challenge inequity in areas which I see as in male dominated. Maybe this stems from growing up with four brothers, but I don’t shy away from roles perceived as gender specific.

Can you share an example of a time when your leadership had a significant positive impact on your team or organisation?

As the newly appointed Head of Compliance back in 2023, I quickly recognised a significant gap in my team’s resilience. The complexity of our compliance requirements across the Defence supply chain and my teams small size made us vulnerable to disruptions caused by absences due to illness, leave, or other unforeseen circumstances. This lack of contingency posed a substantial risk to our ability to meet regulatory requirements and maintain operational continuity. To address this issue, I implemented a comprehensive cross-skilling initiative. This involved reviewing the requirements and workload, prioritising key activities and then developing training and cross skilling programmes with the team with their acceptance. I also organised regular knowledge sharing sessions where team members could learn from each other and share their experiences. These sessions foster a collaborative environment and encouraged the exchange of best practices. The cross-skilling initiative had a profound positive impact on our team and our organisation.

By equipping team members with a broader range of skills, I significantly enhanced our resilience to disruptions. When team members are absent, others are able to step in and effectively fulfil their responsibilities. The initiatives also boosted team morale by providing opportunities for professional development and growth, with one team member moving sideways into a different role, which recognised their transferable skills.. Team members felt empowered and valued, leading to increased job satisfaction and engagement. It’s also fostered a stronger sense of teamwork and collaboration. As the team worked together to develop new skills and support each other, they’ve developed a deeper appreciation for each other and a shared commitment to our team’s success.

How do you manage work-life balance with the demands of your leadership role in a challenging industry?

I look for crossovers in activities so live by the mantra ‘work smarter not harder’. I acknowledge that there are times where I do need to lean in and work longer hours but stress that this is not the norm or for my team to mirror and we have a coffee catch up on a Friday to talk about fun activities we’re getting up to at weekends or wins we may have had in the workplace. I’m also delegating tasks more as I do have a strong team, and am prioritising self-care. By disconnecting from work devices outside of office hours, engaging in mindful activities, and maintaining open communication with my team, I’m striving to create a sustainable and fulfilling work environment for not only myself but also for my team.

What strategies do you use to maintain your personal well-being and mental health?

I rely on a strong support network both in my personal and professional life, engage in stress-relieving activities like listening to music, and prioritise self-care practices such as spa days out, meals out with family and friends if not hosting dinner parties (as I love cooking) , and try and get sufficient sleep. I also find it helpful to set boundaries between work and personal life and am an advocate for seeking professional help when needed; which I’ve done several times throughout my career. By taking care of myself, I am better equipped to handle challenges and maintain a positive outlook. Also, cats, I love my two cats Pablo and Sasha. Animals that are self reliant but supportive when I need a cuddle.

What is your vision for the future of women in your industry?

My vision for the future of women in the Defence and tech sectors is one of gender pay equity, equal opportunities for career advancement, and a diverse and inclusive workplace. I aspire for a world where women, particularly Black women, are recognised for their contributions, respected for their expertise, and empowered to reach their full potential. By fostering a culture of equality and inclusivity, we can create a stronger, more innovative, and more equitable industry for all. Ideally, we can move away from talking about gender diversity in any industry but we still have a long way to go until we achieve that fair balance. I think it would be awesome to see more women mentoring younger generations, peers and allies – it would make a huge difference in helping all reach their full potential.

How do you see the role of women in leadership evolving in male-dominated fields in the next decade?

The increasing visibility of strong women leaders on social media is inspiring and empowering the next generation, challenging traditional gender stereotypes. Legislation such as the gender pay gap is addressing historic disparities, creating a more equitable playing field. Equally, the evolving education system, with its growing diversity in STEM fields, is fostering a new generation of talented and confident women leaders. These combined factors are driving a shift towards greater gender equality and paving the way for women to assume leadership roles in traditionally male-dominated industries. In the STEM Ambassador activity I take part in, it gives me a great warn feeling watching these young women across all ethnicities change the narrative n STEM.

How do you continue to grow and develop as a leader?

By welcoming feedback from both professional and personal networks; top down, bottom up and from that of my peers. And I love learning as my environments change, I love the challenge in adapting to accommodate change. Over the last few years I also step out of my comfort zone more and change the spaces I network in whether this be in a professional or personal capacity. I’m also a continual learner and fully supported in my role at Leidos.

And finally, what advice would you give to young women aspiring to leadership roles?

Don’t take no for an answer; ask’ if not now, when’ and then the ‘how can I achieve the next steps’. Seek out a willing mentor; connect with female leaders who share your values as they exist on multiple social media platforms.