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Entrepreneur
16-07-2025
- Business
- Entrepreneur
The Sound of Scaling
Prolific COO Jemma White reflects on a decade in tech, what leadership really requires, and why the industry is well-suited to women who thrive on challenge and change. Opinions expressed by Entrepreneur contributors are their own. You're reading Entrepreneur United Kingdom, an international franchise of Entrepreneur Media. After more than ten years in the tech industry, Jemma White has seen what helps companies grow - and what holds them back. As the Chief Operating Officer at Prolific, a platform for recruiting participants for behavioral research, White is focused on building teams and systems that scale without relying on individual heroics. One of her biggest takeaways? The tech industry may be more suited to women than it seems. "What I really wish more women grasped is this: the ever-evolving tech landscape is tailor-made for us," she says. "It's relentless, usually made up of several sprints where one challenge runs into the next. But for those of us who are ambitious, resilient, and can pivot fast, it's unbelievably rewarding." White is direct about the realities of high-growth environments. The pace is fast, the problems complex. But finding the right company - and the right people - makes all the difference."Find a company with a team that lets you grow alongside it, and that's where the real magic happens," she says. "It's tough, but if you love a challenge and are wired to keep moving forward, tech is an incredible place to build and lead." At Prolific, one of the most significant decisions for driving growth has been focusing on hiring - not just for skill, but for stage. "Not everyone on your team is suited for every stage of growth. I don't shy away from making the tough calls," White says. "Being a leader isn't about being popular; it's about doing what's right. Bringing in exceptional people who raise the bar, then uniting them around clear company goals - that shifts the pace of delivery and ignites growth." She also challenges some persistent myths about leadership in tech. For one, it's not about who speaks the most. "One of the biggest myths about leadership in tech is that you need to constantly be the loudest voice in the room. You don't," she says. "Some of the most impactful tech leaders I've worked with are brilliant listeners - able to cut through noise, pick up subtle signals from teams across the business, and create clarity in complexity." For White, leadership isn't about having all the answers - it's about designing the right environment so others can find them. She describes it as architectural: setting up systems, team structures, and decision-making frameworks that reduce dependency on any one person. Especially in remote environments, that structure becomes even more important. "Remote tech environments demand even more intentionality, energy, and decisiveness," she says. "But for those who thrive on momentum and innovation, it's an incredibly exciting place to lead." White also puts emphasis on developing future leaders, particularly women. Her approach centers on three things: visibility, opportunity, and support. "That means making sure talented women are in the room when decisions are being made, handing them the impactful problems to solve, and then backing them to lead." And she sees leadership and life as coexisting, not competing. "I genuinely love my job, and I live and breathe it most days, but I also have a family and a life, as they are not mutually exclusive," she says. "Whether that is work, life, kids, or sports - it's your attitude and energy that counts." White's perspective reflects a shift in how tech leadership is evolving - away from charisma-driven management toward systems thinking, deep listening, and sustainable performance. Her message is pragmatic, not idealistic: if you want to lead in tech, learn to listen, build well, and make space for others to do the same.
Entrepreneur
03-07-2025
- Business
- Entrepreneur
You don't need to tick every box
Opinions expressed by Entrepreneur contributors are their own. You're reading Entrepreneur United Kingdom, an international franchise of Entrepreneur Media. Sam Kendall didn't set out to be a tech CEO. Like many women in the industry, she arrived with a mix of domain expertise, ambition and an appetite for solving real problems. What she didn't have - at least at first -was a belief that she belonged. "I wish more women knew that you don't need to tick every box to start," she says. "Confidence often follows action, not the other way around." Now at the helm of SalonIQ, a fast-growing tech platform built for the hair and beauty sector, Kendall is reshaping not only how salons operate, but how women step into leadership in tech. The business, which develops cloud-based systems for independent and multi-site salon groups, has grown rapidly thanks to one decision Kendall credits as transformative: putting the customer first - truly. "Rather than building features based on assumptions, we immersed ourselves in the day-to-day realities of salon owners and teams. We had an advantage here as we are salon owners too," she says. "We listened deeply, built collaboratively, and constantly iterated based on real feedback. That decision helped us not just build a great platform but build real trust and relationships with our clients." It's a far cry from the stereotype of a tech founder locked in a lab. For Kendall, customer insight is not a phase of development - it's the model. She believes businesses that treat empathy as a competitive asset, not just a virtue, are the ones with staying power. "Empathy isn't a soft skill. It's a strategic advantage," she says. "In tech especially, there's this outdated notion that effective leadership means being the smartest or toughest person in the room. But the most powerful leadership comes from listening, trusting your team, and creating a culture where people feel safe to innovate and challenge ideas—including yours." Kendall's approach to inclusion mirrors this mindset: focused, intentional, and deeply pragmatic. While she mentors women outside the business, she's just as committed to ensuring they have opportunities inside it. "We're intentional about making sure women have access to roles where they can grow and lead," she explains. "That means looking beyond CVs and creating development pathways that support both technical skill-building and leadership readiness." SalonIQ's leadership team is deliberately designed to reflect that. While customer-facing roles have traditionally been dominated by women in the sector, Kendall is ensuring female colleagues are supported into product, development and data roles—areas often reserved for men. "Inclusion starts from within," she says. "I want to help build a tech ecosystem where women don't have to fight for a seat at the table - they're already expected and welcomed." Her next step involves stepping more visibly into industry panels and discussions - something she admits she once hesitated to do, but now sees as essential. "Visibility is powerful," she says. "When women see others like them leading in tech, it opens up new possibilities." Still, Kendall is clear this isn't a binary conversation."I deeply value the brilliant men who are part of this journey too - many of whom are incredible allies, leaders in our team and business owners in our industry," she adds. "This isn't about excluding anyone. It's about opening the door wider." At a time when the tech sector is grappling with both diversity and direction, Kendall's message is quietly radical: progress doesn't always come from coding breakthroughs or big funding rounds - it comes from creating spaces where people can do their best work, no matter where they come from. "Surround yourself with people who complement your skills and don't be afraid to take up space in rooms where women are still underrepresented," she says. "You belong there, and your perspective is needed now more than ever."
Entrepreneur
01-07-2025
- Business
- Entrepreneur
The Courage to Care
Opinions expressed by Entrepreneur contributors are their own. You're reading Entrepreneur United Kingdom, an international franchise of Entrepreneur Media. In the fast-evolving world of enterprise tech, Emma O'Brien is doing more than keeping pace - she's changing the narrative. As founder and CEO of Kent based Embridge Consulting, a digital transformation company known for its human-centred approach, O'Brien isn't just focused on platforms and products. She's focused on people - especially women - having the space, confidence and opportunity to lead. "I wish more women knew they don't have to tick every box before they start," O'Brien says. "Imposter syndrome is something many of us experience, especially in a tech industry still largely dominated by men." It's a reflection born of experience. In the early days, she says, it was easy to feel the pressure to be "perfectly prepared." But now, after building one of the UK's most forward-thinking transformation consultancies, she knows the real power lies elsewhere. "Confidence often matters more than credentials. Qualities like resilience, curiosity, passion, and a willingness to challenge the status quo are far more powerful than any certification." O'Brien's own boldness has paid off. One of the defining moves for Embridge was transitioning from a service-based business to a scalable, product-driven model. It wasn't a tweak - it was a transformation. "Choosing to invest in our own product development has completely changed our growth trajectory," she says. "We moved from being a trusted implementation partner to a strategic enabler of continuous transformation." Their IP now includes proprietary methodologies, training solutions, and innovative tools like LEO, their Integration-as-a-Service platform. But behind the acronyms lies a clear strategy: growth through ownership, scalability, and customer value. If that sounds like the kind of pivot requiring visionary leadership, O'Brien is quick to reframe what that really means. "The biggest myth about tech leadership? That it's about knowing all the answers or being the most technically proficient person in the room," she says. "Technology is simply the enabler - people are what drive outcomes." It's a belief rooted in her own leadership style, which leans heavily on clarity, support, and what she calls "servant leadership." "My role isn't to micromanage. It's to remove barriers, listen with intent, provide clarity of purpose, and then step back enough to let others shine." The result? A company culture that prioritises both innovation and empathy - where people feel trusted to lead, and encouraged to challenge. "True transformation, especially in tech, happens when leaders centre people, not platforms," she adds. "When we make space for empathy, collaboration, and curiosity, that's when the real magic happens." That philosophy doesn't end with words - it shows up in Embridge's hiring practices, progression stories, and commitment to flexible work. "At Embridge, we're proud to have achieved near gender parity with 49% of our team women," says O'Brien. "Women at Embridge aren't just filling seats; they're shaping our future." She points to leaders like Chief Product Officer Faye O'Connell, who rose through the business into a key strategic role. But just as important, she says, is designing a workplace that supports real lives - not just ideal schedules. "We offer term-time contracts and other flexible models, especially for working mums. Creating space for women to thrive means adapting the business to fit life, not the other way around." Outside the office, she mentors women in tech and speaks openly about her own journey - something she once hesitated to do. "I used to underestimate the power of sharing my story," she admits. "But I've come to realise that when someone sees a woman like them succeed, it gives them permission to believe they can too." It's a rare thing to hear a tech CEO talk about kindness as a competitive edge, but for O'Brien, it's central to her philosophy. "Kindness isn't about being 'nice'; it's about having the courage to care, to challenge constructively, and to lift others up," she says. "That's the kind of environment we've built - and it's the kind of culture where the next generation of women in tech can not only succeed, but thrive." In a sector so often defined by scale, speed, and disruption, Emma O'Brien is proving that sustainable success still starts with people - and the courage to lead with both heart and intention.
The Guardian
30-06-2025
- Business
- The Guardian
‘We have lots of opportunities': how women working in tech are empowered by role models at EY
When Julie McGourty was speaking at a tech conference recently she noticed something different about the room. 'It was very nice to look out at the audience and see that the vast majority of them were female,' says the EY director, cybersecurity. 'That's something I've never seen at any conference I've been to in the last 20 years – when the audiences were always mostly male – so it was really inspiring to see that shift.' EY is leading that shift, thanks to its strategic focus on empowering women in their careers. McGourty's been in cyber for 20 years and at previous companies she was often the only woman in a team, but this isn't the case at EY, where women are 'very much empowered', as shown by the large number of female partners it holds. EY cybersecurity partner, Shriparna Ghosh, agrees. Although women can still be under-represented in the cybersecurity field, she says her experience at EY 'has been nothing short of extraordinary', because she's worked alongside 'so many experienced female cyber leaders'. McGourty says the 'variety' of her work is her favourite aspect of it. She loves it because 'no two days are the same'. She works with clients across all different sectors, from government and utilities, through to big high street retailers and supermarkets. 'You can see the difference that our work makes out there,' she says, 'and that's so interesting and fulfilling.' At the start of her career, she wondered if IT was 'really just sitting in front of a screen all day and interacting with technology', but her role actually means she interacts with people as much as technology and there are many other positions in cybersecurity that are 'very, very people oriented', she says. 'People would be surprised by the amount of time I spend in my week travelling around the UK to visit clients,' she says. She holds workshops and discussions with people right up to chief executive level, educating them about cybersecurity. 'It's a part of the role that I really do enjoy.' EY partner Kanika Seth agrees cybersecurity is evolving and soft skills are becoming more in-demand: 'Cyber isn't just about technology – it's also about people,' she says. 'There's a common belief that you need to be highly technical to succeed in cybersecurity. But human and social aspects of cybersecurity are key in preventing and mitigating threats. A deep understanding of the business you're protecting is also a crucial part of cybersecurity.' McGourty says she relishes the 'independence and autonomy' she's given to manage her time and her working week. 'I think this is why people here are so energised and why we enjoy the culture,' she adds. 'EY wants to find good people and make sure they stay.' EY wants to encourage that retention because 'they realise that having that knowledge and expertise and being able to take that to the next client is good for the individual, but it's also good for EY. It's very much a place that likes to encourage people to stay by developing them and giving them an opportunity.' The managers are 'incredibly encouraging' and keen to develop talent across the board, she says, but sometimes women may need a bit more support when it comes to developing the confidence to take the next step on their career journey, so there are lots of initiatives for them, such as the EY Women in Technology network and also 'lunch and learn' sessions, where team members share their own career journey and offer mentoring and guidance to women who may aspire to become partners. It's all part of the fascinating dynamism of life at EY. 'We have lots of opportunities for training and development and you can learn anything and everything – it doesn't even have to be within your own particular domains,' McGourty says. 'I wanted to learn some of the more legal aspects of technology and regulation and there are courses for that. You get that empowerment to shape your own development with the support of some very inspiring role models who are always willing to coach and develop as well.' One inspiring role model for McGourty is a colleague at the Edinburgh office who's been with the company for 38 years. He joined straight from university as a trainee chartered accountant and has moved through different departments, worked with many different clients, lived in the US for five years and is now a partner, opening new frontiers in the energy sector with oil and gas companies, and flying to Texas for meetings. For anyone who wants to reach a senior position, the company offers programmes and training, including one called Path To Partner. It's a two-year development programme that trains, coaches and mentors staff members to be ready when a partner position comes up. 'Becoming a partner is probably the most important, career defining jump of your life,' she says, 'and there's so much support to get you there.' But then working at EY means you're 'always learning and always developing', she says, particularly given the fast-evolving threats in the world of technology. 'One of my colleagues joked the other day that she took her week's holiday and when she came back everything had changed,' she says. Every day the challenges of cybersecurity evolve, but this inspired workforce is well poised to protect its customers and their data. Discover more about tech consulting careers at EY. Join our online talent community to read more career stories and receive all the latest news
Khaleej Times
25-06-2025
- Business
- Khaleej Times
UAE: Women in cybersecurity battle culture, gaps in access, work bias
Women in the UAE face multiple challenges in the cybersecurity field, including cultural, informational, and work environment issues. This was revealed by women cybersecurity professionals during the FutureSec 2025 conference, organised by the Khaleej Times, on Wednesday. Irene Corpuz, founding partner of Women in Cybersecurity Middle East (WiCSME), said women's participation is increasing in government entities. 'Globally, women in the cybersecurity field have now doubled to 25 per cent from around 12 per cent in 2012. But remember, there are those women who experienced burnout and left the organisation. In Dubai, I work with government entities and I can see a lot of women in this field. In one of the Dubai government entities where I work, there are more women on my team than men because they have an Emiratisation programme. "Secondly, they even have KPIs for women in cybersecurity and they are encouraging empowerment for women. You can see how many women ministers ministers are there in the UAE, so it's coming from the leadership,' she said on the sidelines of the conference. She added that WiCSME supports women and young students in capacity building, mentorship, training, internship and partnership. Founded by seven partners from Kuwait, Egypt, Saudi Arabia and the rest from the UAE. The group now has almost 3,000 members, ranging from students to housewives to accountants, who are interested in transitioning to cybersecurity. The group's latest programme, Cybersheet, will empower around 1,500 women for three years in the region through collaboration with partners. Break the wheel While sharing her personal experiences and suggestions, Leen Alhalabi, associate principal cybersecurity consultant at Dragos, said that it is very challenging for women to work in rural areas and offshore platforms because the facilities are not women-friendly. 'We need to break the wheel. Unless that wheel is broken, we can only then start to see more women entering this field. We call out the major players within the ICS industry; please work with us to standardise the site environments, not only in terms of safety and efficiency but also to make them more women-friendly and welcoming, to make us inclusive,' she added. She called for empowering more women to enter this field through meetings, leading discussions, and even engagement. 'I would like to ask companies and organisations to provide more guidance for female graduates.' Badreya AlMehairi, senior assistant vice president of senior data privacy at Mashreq Bank, pointed out that a lack of information and cultural issues were some of the biggest initial challenges she faced when trying to fulfil her dream of studying and working in the IT field. However, she said that after the AI entered her life, it became much easier to find information and made it faster to read and understand.
