What was your last career change?
My most significant career shift was stepping into the leadership of the Project Management Office at the Faculty of Medicine in 2021. This wasn’t just a change in environment; it was a shift from managing tactical project execution to leading a strategic portfolio. By layering my Masters of Digital Transformation and Innovation onto years of operational leadership, I’ve been intentionally evolving from execution oversight into digital strategy; focusing on governance, modernization, and long-term institutional resilience.
What made it successful?
I attribute the success to three core pillars. First, strategic alignment, by ensuring every operational decision drives institutional priorities. Second, balanced leadership, by weighing enterprise goals against human realities/capacities. Third, integrity, by establishing clear structures before attempting to optimize delivery.
What was the biggest challenge in adapting to your new role?
Letting go of control. Moving from hands-on delivery to strategic oversight required trusting others more and resisting the urge to solve everything personally. This was the most challenging part for me. It also meant operating in ambiguity, and influencing without authority at times, especially across enterprise initiatives.
What tasks do you find AI most helpful for in your role?
AI has become a valuable thought partner in my work that has helped me become more efficient. I use the freed-up time to invest in engagements that truly matter to the University’s future e.g. IT Strategy Exploration Focus Group. I can use AI to synthesize complex information into clear, structured insights that I can refine using my understanding of the situation and the stakeholders. I also use AI to craft meeting notes, and action items, which I can then use to follow up to ensure on-time completion of tasks.
What advice would you give to someone considering a career change?
I would say: Don’t chase title. Chase capability. Just as we invest money for the long-term hoping it compounds, we need to build skills that compound over time (e.g. strategy, communication, financial literacy). Career moves should expand future opportunities, not just your pay grade.
How can colleagues help someone transition into their new responsibilities?
I would encourage my colleagues to provide context, not just tasks. It’s one thing to know what a task is, but understanding the why behind the University’s culture and history is what truly helps a newcomer navigate their new responsibilities effectively. It's also beneficial to offer early feedback instead of silent judgment, and make the environment comfortable to make room for questions without penalty.
What do you look forward to in your day?
The moment when ambiguity turns into clarity, where a confusing initiative suddenly makes strategic sense.
If you were a chocolate bar, which one would you be?
Ferrero Rocher! It’s structured, has many layers and a balanced combination of different textures… much like how my role requires balancing governance, digital strategy, and people leadership.
What ingredient should never be found on a pizza?
Anything that makes the crust soggy. I’m a fan of crisp, high-quality results, so watery toppings are a hard no for me.
What three items would you bring if you were shipped to a deserted island?
A MacBook Pro with a Locally Loaded LLM and a solar charger 😊My e-book reader fully loaded with strategy and self-help books. A large cast iron pot.