From ‘squiggly career’ to COO: Purnima Sen on why non-linear paths power tech innovation

Purnima Sen, COO of Sparta Global, has taken an unconventional route into the technology sector, moving across roles, industries and geographies over the course of her career. In this Q&A, she reflects on how that experience has shaped her approach to leadership, the barriers women still face in tech, and what more can be done to support long-term progression in the industry.

You recently spoke on a women in digital leadership panel about career journeys. How has your own ‘squiggly career’ shaped your path into technology, and what advantages do non-linear routes bring to the industry?

Having a ‘squiggly career’ or a history of career changes and pivots – is a superpower in tech. The industry is built on innovation and resilience to change is a cornerstone of innovative success. Those who are most successful in technology must be flexible, adaptable, and willing to take risks. I built up this resilience by working for different organisations, in different sectors, different roles, and because I am a woman and mother working in a predominantly male industry. I started out as an entrepreneur selling ice from the back of a bike in India, and now I am the COO of a world-leading technology services and education business. I couldn’t have planned for that career journey if I tried!

Working in technology isn’t comfortable, it’s an industry that pushes you to constantly do something new and keep pace with competitors and innovators that you often can’t even see. This is my favourite part of working in this space, because I have felt those feelings before, found solutions, and powered through. I know I can do it and do it well.

Many women still face structural and cultural barriers in tech. What do you see as the biggest challenges today, and what practical steps can individuals and organisations take to break them down?

There has been real progress over the past decade, but women in tech do still face a set of deeply embedded structural and cultural barriers. What makes these challenges particularly persistent today is that they are often subtle – less about explicit exclusion and more about systems and norms that quietly disadvantage us over time. Something I speak a lot about is the ‘leaky pipeline’. Fewer women enter technical fields to begin with, often due to early social conditioning and lack of exposure, but the number who leave mid-career is really quite shocking. It’s not just about getting women into tech, but creating environments where they can thrive and grow. We must help with women returning to work after having families, we must encourage them to apply for senior promotional opportunities, push for pay equality, and assert their capabilities.
At an organisational level, change requires intentional design. At Sparta Global, we have taken practical steps to implement structured and transparent hiring processes that are inclusive, and we have set clear criteria for promotions and standardised pay equity audits. The goal is not just representation, but genuine inclusion where diverse talent is not only present but empowered to succeed.

From your perspective, how do women leaders contribute to more equitable and inclusive innovation within businesses, particularly in technical environments?

In technical environments – where decisions can directly influence products, systems, and societal outcomes – women should be non-negotiable. They must be in the conversation.
One of the most important contributions women leaders can make is by broadening perspectives in decision-making. Innovation thrives on diverse thinking, and women leaders often bring different lived experiences that challenge assumptions otherwise embedded in products or processes.

Women leaders also tend to prioritise inclusive team cultures, which are essential for sustained innovation. When teams feel psychologically safe and able to share ideas, challenge norms, and take risks without fear, they are more creative and effective.

However, it’s important to recognise that this impact doesn’t come automatically or solely from gender. It comes from leaders who are intentional about inclusion, equity, and systemic change. Women leaders often bring this focus because of their own experiences navigating barriers, but meaningful progress depends on organisations valuing and supporting these approaches too.

The pace of change in technology is relentless – how important is continuous learning and upskilling, and what advice would you give to women looking to stay competitive in this space?

The pace of change in technology really is relentless! I love this about the industry but as I have previously said, it’s not comfortable. You have to make the effort to stay in the game and keep up in the areas that will make you better at your job. Continuous learning and upskilling not only will benefit your career positioning as a woman, but also your personal development and confidence. A bi-product of being a woman in leadership and in technology is imposter syndrome. It can creep up on all of us but the best thing women can do is put the work in, be informed and hold that space at the table – they deserve it.

For me it’s not only about practical training, it’s also about upskilling by osmosis. I attend events weekly to network and meet amazing smart women in my industry, I attend, learn from and even speak on expert panels, and I take every opportunity on the commute to read news and thought leadership pieces on what is happening in my industry. This way of learning is now a part of my every day and is more like a hobby that I enjoy.

Sparta Global has launched initiatives like the Athena Institute. Can you tell us more about how these programmes are supporting women entering or progressing in technology careers?

Removing barriers to entry in technology has always been a part of our business. Sparta Global has helped close to 5000 people to kickstart careers in technology and the majority of those have come from under-represented backgrounds.

However, many women face imposter syndrome in the male dominated tech space and we noticed a pattern of women wanting to apply for our institute training and careers, but pulling out at later stages in the assessment process. It was as if the applicants were intimidated at their perceived skills level before joining us and we know – unlike many men – women are much less likely to apply for roles if they do not feel they meet every requirement. The Athena Institute carves out a specific women-only career pathway to give those wanting to apply for our Technology & AI Institute a safe space to learn and grow with other women learners and female trainers. Those who have taken part in these Athena programmes have credited the groups for building their confidence and giving them the self-belief they needed to apply the skills and capabilities they often already had. It’s been a wonderful initiative to be a part of.

Looking ahead, what more can companies like Sparta Global – and the wider industry – do to create sustainable pathways for women to not just enter tech, but thrive and lead within it?

As a COO, I think the key priority must be giving women ongoing development opportunities through upskilling and reskilling. The ability to continually learn is essential for anyone’s long-term success and companies should invest in accessible training programmes that support people at every stage of their careers. Crucially, these opportunities must be genuinely inclusive – open to all, regardless of gender – while ensuring women are actively encouraged and supported to take part. For example, at Sparta Global, we have a standardised training budget for every individual to access and regularly deliver internal skills sessions on topics such as AI literacy.

Ultimately, creating sustainable pathways is about designing systems where women are not only able to enter the tech industry, but are continuously supported to develop, succeed, and lead. When organisations get this right, the impact goes beyond diversity – it strengthens innovation, resilience, and long-term business success.