Tech Trajectory

Scaling with Purpose: Leading Digital Growth with Empathy and Precision

• DiUS • Season 1 • Episode 5

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In this episode of The Tech Trajectory Podcast, host Kavita Kerwar sits down with Fiona Rose to explore what it takes to lead with clarity and conviction in a scaling business. Fiona reflects on her cross-sector leadership experience, shares how purpose anchors decision-making, and explains why experimentation, diversity, and accountability are cornerstones of her leadership style.

1. Change is constant—communication is key

[02:20] Fiona reflects on the difference between public and private sector transformation, noting that speed is often faster in scale-ups—but communication must be deliberate and ongoing.

2. Purpose drives everything

[03:33] At Fitness Passport, the company’s purpose—helping people live healthier lives—shapes every decision across product, tech, and commercial priorities.

3. Customer insight is your compass

[04:56] Regular research and user testing guide Fitness Passport’s roadmap. “If you build without engagement, you won’t get the outcomes.”

4. The value of ceremony (and the surprise of sentimentality)

[06:59] Fiona shares an unexpected customer reaction to removing membership cards, and how the team reframed the loss by creating new moments of connection.

5. Experimentation reduces risk

[08:59] From A/B testing to beta features with edge-case bugs, Fiona champions progress over perfection and uses rich stakeholder input to validate strategy.

6. Leading high-performance teams

[10:28] Trust, accountability, and open communication underpin Fiona’s team culture. She shares how public initiative ownership builds clarity and cohesion.

7. North Stars and feedback loops

[12:02] A well-communicated North Star helps keep teams aligned during rapid change. Fiona values fast feedback, even if it’s not what leaders want to hear.

8. Accountability rituals and ring-fencing innovation

[13:24] Fitness Passport balances stability and innovation by ring-fencing the core business and giving space to more experimental initiatives.

9. In-person wins (and Slack fatigue is real)

[15:50] Fiona prefers face-to-face collaboration for culture and connection. “You can feel the side-eyes in the room—that’s feedback too.”

10. Partnerships are part of the team

[17:57] Fiona talks about DiUS' role in foundational delivery, and why shared values and cultural fit are critical when choosing tech partners.

11. Diversity builds better products

[20:50] A diverse team delivers stronger product-market fit and attracts even more diversity. Fiona shares how grassroots events and inclusive hiring practices are key to building great teams.

12. When in doubt: stay adaptable and bring in the experts

[24:46] Fiona’s mindset for uncertain paths? Stay calm, stay flexible, and call on trusted advisors to back decisions with evidence and experience.

Where to find Fiona Rose

Follow us on Instagram, TikTok and YouTube.

Kavita Kerwar:

Welcome to the tech trajectory podcast where we uncover the human side of leadership and resilience. I'm Kavitha karvar, and today we're digging into the leadership playbook behind one of Australia's most unique digital well being platforms. Joining me in the studio today is Fiona rose. Fiona is the CEO of fitness passport, and she brings some serious transformation creds with a cross sector background and results driven approach, Fiona has built a reputation for growing impact at the intersection of strategy, customer experience and innovation. A bit about Fiona's personal life. Fiona is a mom with a blended family of four kids, well, teenagers, and is passionate about fitness in her spare time, she enjoys netball, running, gym workouts and swimming. We, of course, know Fiona through our collaboration on data and digital transformation initiatives between our teams at DiUS and fitness passport building in house product engineering capabilities. Welcome Fiona. How do you how do you find so much time? Oh, my God, I don't know.

Fiona Rose:

People actually ask me that a lot. I don't know how I find this time. I have to jam everything in and be on a constant state of panic.

Kavita Kerwar:

Oh it sounds, it sounds like efficient and productive, but also like very fast paced. Oh, okay. So to add some fun to this conversation, we're going to be playing a game of, would you rather a workplace edition throughout the episode? And maybe here's the first one for you. Fiona, would you rather lead a Monday strategy, stand up in active air or give a board update using only emoji slides?

Fiona Rose:

My board will not be receptive to the emoji slides, although I once met a CFO who thought her board were not as financially literate as they should be, and she delivered the management accounts with emojis. So, oh, it has been done.Oh, I'll be in the active wear though.

Kavita Kerwar:

Yes, yeah, I thought you would lean towards active wear with the netball. You have so much choice, netball running gym like you could you have.. Oh. All right, that makes sense. All right, let's go. Let's get into some of your leadership journey now. So you've had, you've led complex change through both public and private sectors, which is vastly different. How has that shaped your approach to tech leadership?

Fiona Rose:

Well I think, yes, they are vastly different sectors, but the approach to change has been the same wherever I've worked. So it's, you know, plan, validate, communicate. The difference in the public sector is we had a lot of people to help us manage the change, particularly around the communicate part. We had like 10 people in internal comms. So they were fantastic. They rolled out the town halls, the workshops, the one on ones, the written comms, the social comms, everything was managed really well in a smaller company like ours, a scale up, you're running so fast with the change, you want to get it right. You want to validate with the market, and you don't always have time on that communication piece. So you really have to force yourself, and we, as the executive, we really force ourselves to slow down and stop and make sure that we're bringing everyone along the journey, that everyone from the front line through to middle management, knows what we're doing and why, and just repeat that same message 1000 times. And when you think you've communicated it too much. Do it another three times, because it takes a while to catch up.

Kavita Kerwar:

So more is more. More let's go into our next question. How do you define purpose in a tech led organization, and how does it guide your roadmap?

Fiona Rose:

Well, purpose is really important for us and for the team. Most people who work for fitness passport really care about fitness or wellbeing or health, and that really drives their purpose. We are all about helping people live healthier lives, and we put that lens on our tech and product roadmap as well. So we think about the stakeholders that we work with, so the members, facilities and employers, and how we can make them more healthy with all decisions we make. So for members, what products can we deliver that will help them achieve whatever their health goals are, strength, fitness, weight loss, mental health and employers, they have the same goals. They want their staff to be healthy, but they also want their organization to be healthy. So they're looking for good retention, low attrition, high productivity, low sick leave, low injury. So we help them with our product roadmap, achieve those metrics and that purpose. And for facilities, our fitness partners we work with are always thinking about how to make their business more healthy as well. So that purpose is driving the decisions we make.

Kavita Kerwar:

Yeah, that's great. So it's very central. It sounds like it's very central to every decision that you make. Yeah, that's awesome. So currently, or I think it's no secret, so while you're scaling fitness passport, how do you stay focused on the customer outcomes? Is it a balance between commercial and technical priorities and customer outcomes? And how do you maintain that balance?

Fiona Rose:

We did have some like foundational work we needed to do with our technology. We. Just while we brought you guys in, but with everything else, we are really being driven by our customer outcomes. So we are researching what our customers need. We're doing regular user testing and experience testing with them. And that's the tech priorities and the commercial priorities are driven by the customer priorities. Yeah, I think, yeah, if you build something without having that engagement with your customers, it's not going to be right, and you won't get those commercial outcomes without that.

Kavita Kerwar:

Yeah, you make it sound very simple.

Fiona Rose:

Well, we've always had that from the beginning, even when we were just a single product company. Like every employer program we put together, we surveyed all employees of that company every single time. So it's a discipline we've had.

Kavita Kerwar:

That's fantastic, because I see every startup, or every company has or has a vision where the customer is at the center, but the fact that you're serving employees at every company, that's amazing. Yeah, that's fantastic. Thank you for sharing. All right, let's go to our next Would You Rather? Okay, all right, this is a good one like, I like this one. Would you rather manage five strategic initiatives all at once, or create a 12 month long product roadmap in one afternoon, by yourself, by yourself?

Fiona Rose:

Yes, has anyone ever done that? I can't imagine. I can't imagine. I mean, I can put some a bad road map together, yeah, in an afternoon, for sure, but I wouldn't share with anyone.

Kavita Kerwar:

So, like that, you found the loophole shouldn't be good. That'd be a bad roadmap.

Fiona Rose:

You haven't given me enough rules, no, but no. Definitely strategic initiatives. I love, you know, fast paced. It doesn't freak me out. Having a menu on the go at once. We've got a lot happening at the moment, so I'll take that.

Kavita Kerwar:

Yeah, fair enough. Okay, all right, can you share a time where customer insight fundamentally changed your product strategy? You've spoken in the previous question about the surveys, but was, was, did you ever receive insight that kind of made you pivot in your strategy?

Fiona Rose:

Well we're doing a lot of customer research and insight right now for our new products. I can't think of when we've really got it wrong, sorry, when it's changed our strategy in the past, but I can think of a time when we've got it really wrong and got an insight we just didn't see coming. We used to have those plastic membership gym membership cards that people have, and we thought that that was, like, really archaic to still have those everyone's moved to apps or to the fobs in the gym industry. So we decided to do that and get rid of the cards, and it was a lot cheaper for us to do that as well. And but members were devastated. Oh, and we did not see that coming at all. They had this sort of sentimental connection to their cards, I think because it had a photo on it, and we have family memberships that have these photos of their kids in the pool at, you know, a young age, and they wanted to keep hold of those. And also, they really liked the ceremony process when the membership cards used to go to the employer. So it was a rare occasion when all employees would come together. You know, we work with hospitals and employers like that, where they're not getting together as a whole group very often. But when the fitness passport cards arrived. Everyone would get together. There'd be a coffee machine, people would chat, and they had good memories of those times at work. So people weren't happy. Oh, yeah, got over it. But yeah, that surprised us that the change would have that impact.

Kavita Kerwar:

Yeah, that's fascinating. So it's like, the membership cards have a lot of a lot more purpose than just access, yes, or, like, membership, yeah, the fact that they had photos and they had, like a team, almost like team bonding, associated with it, oh, pivot your approach.

Fiona Rose:

Well, I think we have realized that we need to keep having finding these moments for ceremony with our employers, yeah. Oh, that's something we took away.

Kavita Kerwar:

Yeah. Thank you. Thank you for sharing. That's a great one. What role does experimentation play here? So I know that most teams have innovation at the center of the culture they're looking to build within their teams. So what role does experimentation play for you? When you're defining your product roadmap or your strategic roadmap.

Fiona Rose:

It plays a pretty key role. It helps us de risk, our plan and our roadmap by doing lots of testing, you know, AB testing, user testing, and going out to the market. So we do a lot of that. And we're quite lucky because we have a very engaged stakeholder base and lots of volunteers. So I know you only need, you know, few 100 to have statistically relevant research, but we often get 1000s of members and employees and facilities want to be part of that too, so we get pretty rich insights through that. Experimentation.

Kavita Kerwar:

Yeah, all right. So experimentation, good, yes.

Fiona Rose:

Good. All for it.

Kavita Kerwar:

Awesome. Let's play the next Would You Rather? All right, would you rather launch a beta feature with some edge case bugs or delay for six months to polish for perfection? I think this is a easy one.

Fiona Rose:

It is easy one. We're definitely going with the beta and the edge case bugs, because you never get into perfection.

Kavita Kerwar:

Yeah. So more pragmatism over perfection.

Fiona Rose:

Just progress is good.

Kavita Kerwar:

Progress is good. Yeah, it's good enough. That's awesome. Thank you for sharing. All right, let's talk a bit about your team and your team culture. I'm very curious, what are your non negotiables when it comes to leading high performance teams? You've spoken about like velocity of change, we've spoken about pragmatism or perfection. So how do you lead your high performing teams?

Fiona Rose:

I think key to high performance and in the team is to have trust. So everybody has to trust that it's a safe space, that we're working together, that we're in partnership. I guess that's the key thing. I'm trying to say that people are working in partners. We're all walking towards a common goal. We believe in it. We believe that we can do it, and everyone is collaborating, but also being really honest and open in their communication, like you can have in a high performance team. When you've got a big goal, you can have some pretty gnarly moments, and there will be times when people don't agree, but having that culture where you can trust everyone else enough to have your opinion and sort of fight your cause, but then move on from it and then still work well together, is really important. We're really big on accountability. We give accountability to people in the business at all levels, and we've got in our strategy now there's lots of initiatives, and we have lots of different levels within the business owning initiatives, so I think that's really important for high performance as well.

Kavita Kerwar:

Oh, that's great. So like, you had trust, transparency, open, communication, yeah, and then accountability, yeah, wow. Thank you. I think that's very insightful. Okay, okay, so let's, let's walk us through a period of, let's assume there's a rapid change. So how do you ensure that your cross functional teams stay aligned through rapid change? Because this is kind of, perhaps a time when there is a lot of fluctuation, a lot of different priorities and a lot of like, perhaps growth targets. So is there anything that you follow to ensure that everyone stays aligned?

Fiona Rose:

Well, I think that communication part we talked about earlier is really keen and making key and making sure that everybody within the business really understands the plan, what you're planning on doing, but why you're doing as well, why you're making a change, or what we're trying to do to help to make sure that we can support the growth you're going through. How we kind of develop that in our business is we have a very clear North Star. So even though we have got a five year plan, it's quite well developed. We're very open and almost expect that what we've got happening in years 2345, will probably change a bit. But the North Star that we're all working towards point so as long as people understand here, this is what we're trying to do, and that's about making a larger part of the population live a healthier life, then all the initiatives that we're doing must align with that, and that should should make sense. And that's great, because when the teams, when things go off track, or the teams see that something that we've done isn't having the impact, then they're quick to deliver their message back up to the leadership team and go, Hey, not sure this is right. What are we going to do? What can we change?

Kavita Kerwar:

Oh yeah, that's fantastic. Yeah, because you don't want to have like a watermelon, but it looks green from the outside, and then you'll take a deeper look, and it's not quite green. Yeah, that's awesome. So do you have any go to rituals or a framework for building this culture that you mentioned, of accountability, but also innovation and steady pace.

Fiona Rose:

Well the rituals are quite different for accountability and for innovation, but with accountability, we definitely have detailed, okay, ours, okay, KPIs, and they're all linked to that North Star. So it's really easy for people on the team to understand why that's a metric, why that's a target, why that's important. We also have very irregular cadence of meetings within teams, across teams, within the whole business, so that we can make sure that we are everyone's accountable and we're tracking towards what we're going to do. The initiative owners that I mentioned, they need to communicate across the business what they're doing, which I think drives accountability, because it means they also have to go back and go, Hey, we're off track, and here's what we're doing to fix it. So I think that sort of public communication within internally makes a difference to accountability as well.

Kavita Kerwar:

Yeah, thank you. Thanks for sharing. That's That's great insight. So is, I'm assuming, very open communication on progress issues, blockers, so then people can swarm to resolve something if it's needed.

Fiona Rose:

Yeah and just track those numbers. Pack it the whole way. On innovation. We so we kind of have, we've got our core business, which we're probably a bit more risk adverse there in that part of the business, but now we've also got this larger product and tech capability and also strategy team as well, and they're definitely sort of incubating a lot of the initiatives and a lot of the ideas. And then that side of the business, we're open to more risk, so we have that sort of fail fast, but learn fast. A mentality with those guys. And again, as long as they're communicating what they're doing and why something worked or didn't, it helps across the whole business. So we have segregated that core, or ring fenced it, that's probably a better word. We haven't segregated it. We've ring fenced the core a bit to protect it, and we have a lot more innovation happening in other types.

Kavita Kerwar:

And that makes it very I guess you don't want to think about it, but it makes it a bit more safer to fail because it's kind of ring fenced away from what is your absolute must have and tied to your growth or the KPIs. Yeah, that's great. Thank you. So let's go to our next Would You Rather? Okay, would you rather, and this is more team focused. Would you rather run a remote team of 100 Slack channels, or, let's say, Zoom channels, or manage in person teams, but without meeting rooms.

Fiona Rose:

Well definitely in person. I am very much an in person person. I go to office five days a week. Not many of us in the business do that, but I really like being in front of people, spending time with people, hearing exactly what's going on during the day. I like to hear what's happening with people's lives. That's just part of who I am. I really like working with other people. And you know, as you said in the intro, I have four teenagers at home. I definitely do not want to be at home and Slack channel. It's great that we have these communication channels. I mean, we do have people that work in far north Queensland, overseas, and New Zealand got people in New Zealand. So it's great that we can have these different channels of communication and bring them into the business. But I'm much happier in person.

Kavita Kerwar:

Yeah, right. That gives us some insight. So, like, in person is better for you, rather than the admin of the slack and the zoom and managing all those threads.

Fiona Rose:

Yeah, and also the conversations I'm having, usually on Zoom and cycle and things like that, it's very transactional, so we still get the work done, for sure, but I like that connection.

Kavita Kerwar:

Yeah, absolutely. I think over COVID, a lot of leaders have found it is harder to build culture, build rapport, build interpersonal relationships with your team. When everyone's remote, you have to put in a lot more effort than perhaps you would have if your team was based on the same floor. And you could maybe have coffee with someone or have like, a water cooler conversation, and you learn so much more about your team just with those in person conversations.

Fiona Rose:

Yeah, and it's also harder to test if a message is flopped, because if it's in the room, you can feel it right. You can feel the energy, you can feel the light. You can see the side eyes. Yeah. You know, done something wrong, and that's great to have that instant feedback. It takes a bit longer to come through. People are not on side.

Kavita Kerwar:

I agree. I agree. If you see someone sharing an idea which perhaps isn't good, and then you see everyone else just Come back. Try again. All right, so I guess I spoke about this in the intro. You worked with us at DiUS to evolve the fitness passport experience. How has this supported your team's digital ambitions?

Unknown:

Well, DiUS were literally our digital team in the beginning when we started on this strategy, in fact, the DiUS guys came were working with me on developing the strategy, so they have helped us so much on the foundational work that I mentioned that we needed to do, and have really enabled us to start executing on our strategy while we've ramped up internal capability at the same time.

Kavita Kerwar:

Great and and just leaning into this question a bit more when working with tech partners, what defines success for you, or what do you look for in this kind of like partnership arrangement? Because you've mentioned KPIs working with your team focusing on innovation and metrics. How does the partnership? How does that look like?

Fiona Rose:

Yeah well, for us, we're a pretty small team with less than 100 people, so when you bring in some external consultants or a new team, you can feel it in the business. So what's really important for us with working with the partners and being successful is we pick the right partners that align with us in terms of values, and they also really understand our vision and why we're doing it, because they're going to be a big part of the team. You bring in team consultants, and you've got less than 100 people like you, are shifting the balance a bit, so you've got to make sure it's the right partner and that they're going to fit in and support that the work that you.

Kavita Kerwar:

Great, awesome. So how do you integrate like external capabilities in this instance. So you've got your core product vision, how do you keep that intact and then integrate the external product capabilities?

Fiona Rose:

I think it's about really knowing what you need and what you lack. For us, it was very easy because we lacked people. We didn't have the engineering capability we you know, we've done this big piece of work with snowflake and getting our data warehouse up and running, we didn't have enough of the capability in house to be able to do that, and we knew that it was so key to the business, so we needed to have external capability to do that. So I think you just got to know what your strengths and weaknesses are, and also the pace that we wanted to move. That's a great thing. About bringing in external consultants, you can move a lot quicker and ramp up and ramp down. We needed to, and we had a few surprises along the way, actually, particularly in that foundational work. The project took a bit longer than we expected, because there were some unknowns that we found, and because we were partnering with external consultants, we could quickly ramp up to fix those issues and move forward quickly.

Kavita Kerwar:

Yeah, yeah. I think that, yeah. I think that's the strength of working with external consultants who have the different capabilities that perhaps you're looking to learn or bridge that gap. I think that's great for your teams as well. And you seem to have a very strong team working alongside you. One of and I want to ask a team question now, one of the things that I know you're quite passionate about is diversity within your teams. So what advice would you have for leaders who are looking to build more diversity of thought and build more diversity in their teams?

Fiona Rose:

I just think it's really important to recognize, and I think as you kind of grow in your career and you have a lot of different experience in sectors and things, you sort of forget that you don't know everything. And I think it's really important to realize that you don't know everything, and it's really important to bring fresh thinking, fresh ideas, new perspectives, different backgrounds, into the business. And we've done that. Some of it's been intentional. Some of it hasn't, but it's ended up that we have had a very diverse group of people, and as a result of that, we are able to build some really unique products, to build some really great products that have strong product market fit, and we also have a very fun and eclectic and strong team.

Kavita Kerwar:

Can you walk us through how you manage to attract and maintain your really diverse teams, and what has worked for you in the past, especially within your engineering and product teams.

Fiona Rose:

So we, I mean, I think we're lucky, because I think diversity attracts more diversity. So we do have a diverse team, and then through their networks, we've been able to attract more people into the business. So we have a really strong referral program that works very well for us, which is good. It is harder in the product and tech side to have that diversity, particularly in gender, so we do seek out events where we can go and meet more women in tech. So there was a women in tech recruitment event, like a speed dating event that I went to last month, which was fantastic. There were so many great people there. So for business like ours, it was great. We had like 80 people in the room, product managers, engineers, security, everything was there. So I think you've got to kind of stick it out a bit in product detect to be successful with that as to as well. Sorry, in the recruitment process, we always make sure we've got a panel and we've got diversity in the panel when we're recruiting, so that can help.

Kavita Kerwar:

Yeah that's, I think that's really good advice for people who are looking to make sure that their teams are diverse or find grassroots communities, whether that's women in tech meetups or finding or having a diverse panel to avoid unconscious bias, which sometimes creeps in, yeah, I think that's yeah. That's very actionable advice. Thank you. Thanks for sharing. Great let's go to our next Would You Rather, okay? Would you rather onboard a new tech partner every sprint so every two weeks, or have to justify your tech budget every month? Onboarding or money?

Fiona Rose:

Yeah, I mean, we had great onboarding with these, but we would be lucky every time. I don't think so. I actually quite like the money. I do like I like accountability, so I think having to just, I'm happy to justify the tech budget every month. You say every month, yes, because it's a good way of testing. Also that the board are aligned, the executive aligned, the team are aligned as well. Yeah, sometimes you'd be surprised when it by misalignment, actually, when you think you've communicated something, well, you think you're on track, and then suddenly someone's saying, hang on, stop. We're not here with this. I'd rather know that sooner rather than later.

Kavita Kerwar:

Oh yeah, I think when, when I saw this, I would also choose this one, yeah, because it is, I guess, easier even your earlier answer, when you were talking about like multiple initiatives and supporting that, it's easier to look at accountability and look at your delivery, rather than the onboarding and the logistics that come with it. And you hope that your budget accountability is smoother and people are aligned, and everyone is across it, and nothing comes as a surprise, because you'll do it every month, so maybe get smoother. Yeah, all right, let's, let's go to the next section, and this is more about your leadership mindset question for you, and this is a bit of an ambiguous question, and keen for you, to just walk us through your thought process. What's one principle or a mindset that you come back to when the path ahead is uncertain, be it in business or with your teams.

Fiona Rose:

I think I have two. And one is like something I have personally, and then the other is something I've learnt that you need to do, particularly when you have investors. So the first one, I have a lot. Adaptability, I think that's comes from I had a lot of change in my life as a child, moving countries. I've moved countries a few times, and I am very comfortable with change and being adaptable and rethinking the plan. So if something goes off path, I don't really freak out. I stay pretty calm, and I'm happy to go with the flow. And right, let's start again. Let's think about what we can do to very agile and you have authentic skin. Yes, I think so. I think so. But when you have investors, then they want something more, then don't worry, I can deal with this, because I'm adaptable. Won't cut it. So I think what I've really learned is to make sure that you bring some when something goes off path, bring experts in very quickly. So that could be someone that you have on your board. They may have a trusted advisor that's been on this path before, or you can find someone your network. Just make sure you are you can sort of have that evidence based approach to say, hey, this has happened to this person. They did, x, y, z, therefore I recommend you know, 123, I think that's important.

Kavita Kerwar:

Yeah, that's great, yeah. And it's also good to get insight. So it sounds like you have a lot of, like, natural resilience as well in these conversations. Yeah, that's awesome. Thank you. Do you have is this just been your life's journey? Do you do something to like, actively work on it?

Fiona Rose:

No I don't do anything to actively work on it. I think it's, yeah, that's just part of who I am.

Kavita Kerwar:

Okay, a bit about fitness passports. Where can people connect with fitness passport? How do people find out more or even connect with you? Yes, so

Fiona Rose:

I love people connecting with me. As I said, I like people. So best place is probably LinkedIn, Fiona Rose and for the business, fitnesspassport.com.au.

Kavita Kerwar:

Great. Final. Would you rather, okay, okay, last one to finish. Would you rather be remembered for scaling the business at fitness passport, or for never missing a one on one with your team?

Fiona Rose:

I definitely want to be remembered for scaling the business. I love working in a scaling business. I love the hustle. I love the pace, so that's what I want to be remembered for. But I will say one on ones are really important. It's really important to make sure you have that time with your team members. I learned so much from my one on ones from my team, and also it's a chance for them to learn from me, and also to make sure we've got that strong connection, and we're maintaining it so they're important. Don't skip them, but yeah, scaling the business.

Kavita Kerwar:

All right, okay, yes, more is more. Thank you so much. Fiona, it's been such a pleasure having you on the podcast. Thank you so much. Thank you. That was fun. If you've enjoyed today's episode, subscribe to the tech trajectory podcast. We'll be back next time with more conversations designed to support your tech trajectory.

People on this episode

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Chris Davies

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Kavita Kerwar

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Fiona Rose

Guest