Helen Angell: From Coding to Transformational Leadership
Helen Angell’s career trajectory is a testament to the power of strategic thinking, adaptability, and authenticity. Her journey from a young IT student to an accomplished technology leader has been a path less travelled, marked by deliberate choices and a unique perspective on professional growth.
Interestingly, many of those choices were guided by a few simple but powerful words uttered to her once by a mentor: “For a tree to grow taller, it has to grow its roots sideways.”
Those words have played in Helen’s mind ever since because, as the mentor explained, personal and professional “growth isn’t always vertical; it requires breadth, patience, and strategic lateral movement”.
Establishing Roots
Beginning her career, Helen’s initial exposure to the professional world came through an unconventional route. Working as a “blue button” (runner) on the London Stock Exchange, she witnessed the dramatic events of Black Monday – a financial stock market crash that wiped the gains of the previous year out within hours. It is believed to be caused by a slowing economy combined with inflation and fuelled by unsophisticated computer programs trading the market with little human intervention.
Watching the aftermath, as people tried to rebuild their professional careers, their personal lives and financial security, came a life-long lesson.
“I was very junior, but I was working on the stock market... and I witnessed so many people suddenly losing their jobs and money,” she recalled. “I very quickly realised the importance of continuous learning and the transformative potential of technology.”
Seeking a holistic educational approach, she undertook a computer science degree at the University of Leeds that incorporated psychology, business studies, and logistics – a decision that would prove pivotal in her later leadership roles.
Branching Out
Helen’s career has unfolded in distinct stages, each one building on the last. An initial five-year stint as a hands-on developer in Germany and the UK revealed an important self-discovery: “My passion was not about writing code but about working with customers to understand and solve their problems”. This realisation propelled her into the next five years, undertaking projects as a consultant with prestigious firms Accenture and KPMG.
“I enjoyed the short, sharp project work and the exposure to different businesses; however, what concerned me was that I could never see the result of what I had delivered. If I wasn’t living with the solution, I didn’t really know whether it was any good – and so I questioned, how could I advise people on it?”
That led to an 11-year role as Head of Technology at AMP, where she was accountable for the technology strategy, projects and support during the company’s “iconic years”. This defining period provided the comprehensive technology leadership experience Helen needed for her next career pivot.
Recognising the limitations of staying within financial services, she strategically transitioned to more tangible, industrial sectors. Companies like Boral, Lion, and Coates became her new professional landscape, where she could apply her technological expertise and leadership skills to practical, supply chain and manufacturing-driven environments.
Nurturing Future Growth
Helen’s leadership philosophy is distinctly collaborative and consultative. She firmly believes in transparency, open dialogue, and, where possible, inclusive decision-making.
“I would say the biggest learning that I've had as a leader is that you can always communicate and share more…and people want to hear more.
“Sometimes, you have to have hard conversations, but if you sit down and say, ‘This is the outcome we need, what ideas have you got, and what do you think about my idea?’, then you’ve got the best chance of getting people on the pathway with you,” she noted.
Helen’s success has also ignited a passion for encouraging women into technology and, at a broader level, mentoring both young men and women. “Going into businesses, developing the existing team, and creating diversity is really important to me,” she explained.
Interim Advance
In recent years, Helen has embraced interim roles, seeing them not as temporary assignments but as opportunities for meaningful impact. “I’ve been in interim roles that have lasted for six months and others that lasted four years because I converted into a permanent position… I think you stay in an organisation for the length of time that you can deliver value and that they need your skills,” she explained.
Noting that interim roles are a good opportunity for both parties to test the waters before deciding whether to convert to a permanent engagement, she said they are also fast-paced and often with a clear goal in place. Unlike a permanent placement, “you tend to have a specific project to complete” and “you don't have the luxury of sitting back” to work things out.
Interim roles require you to be agile and adaptable, assess the environment and make a difference quickly.
Helen's approach remains consistent regardless of working in an interim or permanent capacity: “My job is to go in and grow the team, technology capability, deliver business outcomes and leave the team and organisation in a better position than when I started”, she observed.
Team building, she said, is something that she has particularly enjoyed. “Over the years, I worked closely with Jake and the technology division at Allura Partners to build out teams of individuals with complementary skills. IT is interesting in that there are diverse personality types that work in different roles. And while some may appear reserved at first, putting the effort into mentoring and making the team feel comfortable in their environment brings out the best of their talents.”
Looking forward, she is excited about the convergence of operational and corporate technology. She sees immense potential in how technological systems are driving operational efficiencies, particularly through innovations in AI and robotics. However, her ultimate measure of success remains deeply human: “If I walk away from my career and I’m remembered as the person that has grown, developed and nurtured talent and people, then that’s great.”
Proving that technological leadership is not only about technical skills. Understanding the business, nurturing talent, and maintaining an adaptable, growth-oriented mindset is key to strategic career development, breaking barriers, and creating meaningful change.