I'd studied computing at college but end up working in a computer sales firm which really was not where I wanted to be. My first role in an IT function proper was working for a publishing company as an IT support analyst. I'd started out looking after database reporting but I had a lucky break when that team merged with the IT function and the IT manager asked if I wanted to move into IT support. The IT support was essentially us two.
There was so much scope to learn on the job as, tackling all manner of software, hardware or networking issues. I gradually grew my knowledge and confidence as the organisation grew rapidly and I was able to look after small projects; office moves, switch rollouts, etc, and working more on infrastructure.
After 6 years I was itching for something new and was extremely fortunate to get a contracting role in IT support for the London 2012 bid team as it was. This began a surreal number of months working for a classic start-up style organisation with such an unusual purpose. An intense, demanding and dynamic organisation, but amazing people.
After winning the 2012 bid, I was able to build a team of desktop engineers who over time began to look after the fast-growing LOCOG organisation who would be running the Games.
I had a decision to make about how I wanted to develop and I was drawn to the opportunity to work on larger projects and move away from technical support. My role developed into program manager for the Technology Service Delivery function and this is where I realised I enjoyed service management planning/ service design. The role involved negotiating service and change workflows with Games tech partners, designing process flows for managing starters and leavers, and agreeing operating models for support staff in various phases of the organisation. I particularly enjoyed working in the Technology Operations Centre in change manager role and then eventually being the Deputy Venue Technology Manager at the Velodrome for the final fit-out and Games time operations.
As I was finishing at the Games an opportunity arose as a project manager at the Natural History Museum, to support their new Head of IT in putting together a service catalogue and establishing a more coherent IT function.
What began as a 6-month contract at the Museum grew as other projects emerged. My role took on wider business management responsibilities; rationalising contracts and services, analysing IT spend within and beyond the IT department, and working on budget forecasting and investment cases as part of the Digital Strategy Board.
This evolved gradually into more of a business relationship manager role working more with departments and suppliers on business change planning. I took on Enterprise Architecture responsibilities as this seemed a natural progression to help me bridge the gap between IT and the business. I'd become used to acting as the deputy CIO having been fortunate to have three managers who were supportive and challenging in giving me more responsibility.
After our last CIO left there was an opportunity to prove myself in the role while acting as interim and it has been heartening that the exec board were satisfied that I was ready to take the mantle as CIO permanently.
Honestly no. I'm an introvert by nature and I used to think that leadership was about alpha characters, very outgoing people. My style has been lead from the rear, bringing people along with me and leading through example and building trust/ influence. I'd thought about chief of staff or supporting exec roles.
I am always striving to learn more, and in all my previous roles I can see that I was pushing outwards and finding the areas I was drawn to, without knowing what the end goal was necessarily.
Once I knew I didn't want to be a technical specialist I'd pushed into project and then program management as these were really useful transferrable skills. I'd really enjoyed business analysis and service design during my time at the Games but I didn't feel I wanted to pigeonhole myself there either.
The opportunities I've had to get involved in many disciplines at the NHM is what really gave me the push towards CIO. I'd always thought I'd have to be a specialist in something, and often felt a little inadequate when in meetings with subject experts or technical specialist.
It took me a while to realise what I was bringing to the table was a broader appreciation across those areas, with a commercial and financial management grounding that I was most assured of. My helpdesk and project management background gave me the relationship management grounding