Did you enjoy school? And what path did you take afterwards in terms of training or qualifications?
I really enjoyed school. Firstly because I love learning (and still do) but also because it was a welcome counterpoint to my responsibilities as a young carer. When it came to the end of secondary school, continuing to further education just didn’t seem possible given the family and financial context. I’m really pleased to say that I did eventually achieve my goal of getting to university. I did a business degree, and then later a postgraduate qualification in communications while working.
Has your career path been a smooth transition, a rocky road or a combination of both?
My work history at first glance might look like a mixed bag. I’ve worked in the arts, fashion, publishing, retail, finance, and recruitment and that’s all before I found myself in the world of public services. Yet whatever the sector – public, private, academic, creative or technical, it’s always about the people we serve. Understanding their needs and helping them achieve their goals. That’s the golden thread that runs through all of my roles.
Who has influenced you most as a leader, and where do you look for inspiration today?
I couldn’t identify a single person because I’ve been inspired by different people at different stages of my career. Those whose influence has stayed with me longest have never been the loudest voices in the room. They’re the people who can listen, remain open-minded and who value expertise ahead of hierarchy. I continue to draw inspiration from those who can bring people together around a shared purpose, particularly when the challenges are complex and no single organisation or profession has all the answers.
What is the biggest challenge you have faced to date?
One of my biggest challenges was learning to value what I brought to the table in a digital environment when I didn’t come from a technical background. There were many times when I would find myself comparing my skills to people with specialist technical expertise and wondering whether I belonged in the room.
Over time I realised that organisations need more than technical expertise to succeed. They need people who can understand problems, connect different perspectives, engage stakeholders and create the conditions for change to happen. Learning to recognise the value of these skills, even when they were less visible than technical expertise, has been one of the most important lessons of my career.
What qualities do you feel makes a good leader?
Having clarity about the purpose of your team and why its work matters, and building a shared understanding of that purpose and the goals you are trying to achieve. The ability to create environments where people feel safe to challenge, contribute and think differently. Recognising that good ideas can come from anywhere and that leadership isn’t about having all the answers, it’s about creating the conditions for people to find them together.
From a work viewpoint, what has the last 12 months been like?
One of the highlights of the last 12 months has been helping bring together senior data leaders from across Scotland’s public services through a Joint Data Leaders Group. This idea has deep roots, with conversations stretching back more than a decade.
Seeing it finally come to life in 2026 has been a reminder that good ideas don’t have expiry dates. When the conditions align and enough people are committed to a shared purpose, real progress can happen. And that patience and tenacity are virtues, particularly in the public sector!
I’m hopeful that this marks the beginning of a new chapter in how we work together to realise the full value of data for Scotland’s public services.
What would you say are the biggest tech-based challenges we face today?
People with solutions looking for problems. We can become so focused on the exciting possibilities of a new technology that we forget to spend time understanding what the underlying problem is that needs to be addressed. For me, the most successful projects start with people and the outcomes required. The most effective solution is the one that meets those needs.
What can be done to encourage more women into the industry?
We often focus on encouraging women into technology by talking about building technical skills, but perhaps the industry needs to be open to a broader mix of experience and do more to showcase the variety of routes into digital careers.
The best outcomes come from multidisciplinary teams that combine technical expertise with skills such as communication, engagement, service design, leadership and change management.
Alongside that, practical foundations matter (and these aren’t industry specific). We need workplace cultures that allow people to bring their whole selves to work. Practically that means flexible, hybrid or remote working so that we can be more inclusive, better maternity and paternity leave, and recognising that as demographics change, caring responsibilities are becoming a reality for more and more people.
What is one thing you know now that you wish you’d known at the start of your career?
Some of the best opportunities that come your way will be uncomfortable and your first reaction will be to say no. But there’s growth in amongst the discomfort and confidence builds from taking action. You don’t need to know how the story ends before taking the next step.
Give us a fact about you that most other people wouldn’t know
I’m a qualified yoga teacher leading regular classes and workshops in Edinburgh. Although most people tend to think of it as a physical practice, many of the principles that underpin yoga, such as curiosity, reflection and learning to be comfortable with uncertainty, are just as relevant in everyday life as they are on the yoga mat. It’s a pleasure to share the benefits of the practice with others.
