When people think of a career in technology, they often picture someone writing complex code. But my route into technology looked very different.
I started my career in manufacturing, working for an ERP organisation on the marketing and business side. I was happiest in a factory, learning how things work and how technology can solve real problems. My journey eventually took me into technology, and then to an executive board role before I was 40.
That experience taught me that leadership is not about being the loudest or most technically fluent person in the room. It is about judgement, curiosity, commercial understanding and the ability to create confidence in others.
My career has never really focused on technical development. I have spent most of my time understanding people, listening to what they need, identifying the problems they face, and then working out how we can use technology to solve them.
I’ve always believed that, while important, technical skills such as coding can sometimes be overemphasised. It’s often the skills we describe as “soft” such as the ability to listen, support others and understand a problem that allow us to apply technology thoughtfully to achieve the right outcome.
Teaching what can’t be tested
A conversation with my daughter recently made me think differently about how we prepare young people for work. She’d come across Sir Ken Robinson’s renowned TED Talk, “Do Schools Kill Creativity?” His central argument is that schools, to some extent, prioritise right answers over critical thinking and problem solving. The idea stayed with me because it challenged everything I’ve seen about what actually succeeds in the modern workplace.
At work, you’re rarely handed a problem with one perfect solution. More often, you need to talk to people and bring together different perspectives to find the best route forward. If you can work well with others and approach problems with curiosity, you’re already developing many of the skills that technology companies value most.
That’s why I’m increasingly uncomfortable with the term “soft skills”. Listening, collaboration, empathy, relationship-building, problem-solving and emotional intelligence are not secondary. They are leadership capabilities, and they can determine whether teams are brought through change and whether solutions deliver meaningful outcomes.
What’s surprising to most is that according to The World Economic Forum’s Future of Jobs Report 2025, analytical thinking remains one of the most sought-after skills among employers, with seven out of 10 companies considering it as essential in 2025.
This is one of my favourite things about my role. Working with people from different backgrounds and ways of thinking to develop meaningful solutions, then using technology to turn those ideas into outcomes.
Nobody succeeds alone
As leaders, we have a responsibility to champion and promote those skills. That extends from young people, in education or starting their career, all the way up to those at management level.
I’ve been fortunate to have supportive female role models, but I’ve also had fantastic male bosses. For example, one of them would immediately step in if someone repeated a point I’d already make in a meeting. He’d stop the conversation and point out that I’d said exactly the same thing a few minutes earlier. It was a simple gesture, but it sent a clear message that every voice in the room deserved to be heard.
The need for collaboration, problem solving and even championing others applies at all levels. There will inevitably be points in your career that feel more challenging than others. For example, I found returning from maternity leave to be a significant transition as I learnt to balance work with the demands of family life. Having leaders and colleagues who genuinely support you during those moments can make a real difference.
As your career develops, look for people who create opportunities for others and make space for different perspectives. Those are the kind of leaders who help people thrive, and they’re often the ones you’ll learn the most from.
The power of “I don’t know”
One of the most valuable skills I’ve learnt is the power of saying “I don’t know.” When I started my career, I thought I needed to have an answer for every question. If I didn’t, I worried people would think I didn’t deserve to be in the room.
One of my biggest learning curves was realising that’s simply not how good leaders operate. No chief executive knows everything. The best ones are confident about what they do know, honest about what they don’t and comfortable asking for help.
I’ve found that people respect honesty far more than pretending to have all the answers. Saying, “I don’t know, but I’ll find out,” is often the most credible response you can give.
Technology changes. Human connection doesn’t.
Technology will keep changing. The tools we use today won’t be the same ones we use in five years’ time. But throughout my career I’ve learned that organisations still need people who can build trust and appreciate different perspectives.
So, if you’re looking at a role in tech and thinking, “I’m not technical enough,” don’t rule yourself out. Some of the most valuable people in this industry are the ones who understand people first and technology second. That’s a strength worth bringing with you.
Those aren’t soft skills. They’re some of the most valuable skills you can bring to a technology career.
