Liz is the Chief Operating Officer at Ploughshare, responsible for driving operational excellence and accelerating the organisation’s pivot to industry.
She leads integration and transformation across the business, ensuring Ploughshare delivers on its mission to exploit defence innovation for military capability, national security, and wider societal benefit.
Liz brings over 20 years of leadership experience across government, defence, and the private sector. She began her career in public service after completing a degree in Modern Languages and an MSc in International Relations, working in the House of Commons, House of Lords, and the Home Office. At Westminster City Council, she played a key role in coordinating the response to the 2005 London Bombings and subsequently established and led the government-funded national multi-agency centre for managing terrorist-related incidents in the UK and overseas.
For 15 years, Liz supported UK Defence and the Armed Forces community, delivering critical services for military personnel, veterans, and families across welfare, housing, adoption, bereavement, and criminal justice. Her work consistently focused on driving impact and improving lives.
How did you land your current role? Was it planned?
I joined Ploughshare after being made redundant from a national military charity where I was Director of Strategy. At the time, I was consulting and, when I saw the opportunity to become Interim Chief Operating Officer at Ploughshare, I couldn’t pass it up.
Throughout my career, I’ve always chosen organisations based on their purpose rather than a particular sector. From supporting those affected by the 7/7 London bombings and later working with military families, to now working in defence innovation, my motivation has always been to work for organisations making a difference.
What attracted me to Ploughshare was its mission of taking defence and security innovation and finding new applications in civilian life. I could immediately see the impact that could have, from saving lives in defence to healthcare to solving wider societal challenges. Technology has the power to transform so many sectors and being part of helping those innovations reach the people who need them was something I wanted to be a part of.
What are the key roles in your field of work, and why did you choose your current expertise?
As COO, my role spans operations, finance, HR, risk, cyber security, governance, strategy, business planning and portfolio management. It’s a broad leadership role that helps ensure the organisation runs effectively while supporting innovative technologies to reach the market.
I didn’t come from a traditional technology background. My academic background was in languages and international security, and my career has taken me through Parliament, Government, Local Government, the charity sector and now defence innovation. It wasn’t technical expertise that brought me into this role; it was a passion for organisations whose work has real impact.
I’m not a coder or an engineer, but that’s one of the things I love about technology. The sector needs far more than technical specialists. I work alongside brilliant scientists and engineers, bringing a more strategic, commercial and operational perspective that complements their expertise. Different experiences and ways of thinking make better organisations, which is why diversity of thought is something I actively champion as a leader.
Technology is transforming almost every part of our lives. You don’t have to come from a STEM background to build a career in it, there are opportunities for people with all kinds of skills who want to help turn innovation into real-world solutions.
Did you (or do you) have a role model in tech or business in general?
I’ve spent much of my career working in environments that have traditionally been male dominated, whether that was supporting the response to the 7/7 London bombings or working alongside the military. One thing I’ve found is that if you know your subject and do your job well, gender quickly becomes far less important.
The people who have inspired me most are women who have successfully navigated those environments while remaining authentic leaders. Dame Stella Rimington is one example, and Emma Grede is another, but I’ve also been inspired by women I’ve worked alongside throughout my career. Often, they’re the people who quietly demonstrate resilience, confidence and integrity every day.
As a full-time COO and mother, I look to women who show that leadership and family life don’t have to be mutually exclusive. There isn’t one model of leadership, and you don’t have to choose between having a family and having an ambitious career.
What are you most proud of in your career so far?
There have been several moments that stand out. Supporting the response to the 7/7 London bombings early in my career was a hugely formative experience, and I later helped share lessons learned with organisations across Europe.
More recently, I’m proud of helping organisations bring innovations to market that genuinely improve lives. Whether it’s technologies that support healthcare, diagnostics or public safety, being part of the journey from idea to impact is incredibly rewarding.
What does an average work day look like for you?
No two days are the same.
My day usually starts around 8am and is a mix of meetings, problem solving, decision making and supporting teams across the business. Because we work in innovation, there is always something new happening.
I work flexibly around family life. I make a point of being present when my children come home from school, and if needed I’ll pick work back up later in the evening. If I’ve managed to fit in some Pilates before the day starts, and finish with a glass of wine, even better.
Are there any specific skills or traits that you notice companies look for when you’re searching for roles in your field?
In the innovation sector, organisations are often looking for people who are adaptable, curious and willing to roll their sleeves up.
Innovation moves quickly. People who thrive tend to be those who can work collaboratively, embrace change and stay focused on solving problems. Creativity, energy and a willingness to get stuck in are often just as important as technical expertise.
Has anyone ever tried to stop you from learning and developing in your professional life, or have you found the tech sector supportive?
I’ve never felt actively prevented from learning, but I’ve learned that you have to take responsibility for your own development.
Most organisations are supportive, but opportunities don’t always arrive on your doorstep. If there’s a skill you want to develop or an area you want to explore, raise your hand, ask questions and seek out opportunities. The people who progress are often those who actively drive their own development.
Have you ever faced insecurities and anxieties during your career, and how did you overcome them?
Absolutely. I think almost everyone experiences imposter syndrome at some point.
For me, confidence comes from preparation. If I’m facing a challenge, an interview or an important presentation, I do my research. Understanding the people, the context and the subject matter helps me feel prepared and allows me to focus on the opportunity rather than the anxiety.
Entering the world of work can be daunting. Do you have any words of advice for anyone feeling overwhelmed?
First of all, if you’ve got the job, congratulations, bloody well done. Interviews are hard. The selection process is hard. It’s a massive achievement and you’ve already passed the first hurdle.
You need to remember, they want you! The organisation has chosen you because they believe you can do the job.
Give yourself permission to learn, ask questions and take time to find your feet. Nobody knows everything on day one. Be curious, meet people, build relationships and embrace the experience. Most importantly, as my mum would always say to me, ‘just go for it, darling’.
What advice would you give other women wanting to reach their career goals in technology?
Don’t ever think that technology or defence isn’t for you. Both sectors need people with different perspectives and experiences, and that’s how we find new ways to apply technology to solve real-world problems.
I’d also say don’t worry if you don’t know exactly where you want to end up. I certainly didn’t. Early in my career, I worked out what I didn’t want to do by trying different roles and moving on when they weren’t the right fit. It was only when I became a director that I realised leadership was where I wanted to be.
Once you know what you want, don’t keep it to yourself. Be clear about your ambitions and say them out loud. If you’re interested in a leadership role, tell people. Those conversations often lead to opportunities, experiences and mentors that help you get there.
Most importantly, don’t underestimate the value of your own perspective. Diverse thinking makes organisations stronger, and you’ve got nothing to lose by putting yourself forward and going for it.
