By Cheryl Guest – Part of the Women in Technology Series
Stepping into Leadership with Purpose
Six months ago, I stepped fully into the role of Chief Operating Officer – a title that sounds structured and strategic, but in practice, has proven to be deeply human. It’s not just about process and performance – it’s about people, purpose and progress
In these past months, I’ve experienced first-hand how quickly a leadership role can evolve – not only in what it demands of you, but in how it transforms the way you think, decide and lead. It’s been a time of continual learning, curiosity and innovation – a journey that has reinforced just how critical adaptability, collaboration and courage are in both technology and leadership.
This is my reflection – six months of learning, leading and shaping innovation in an industry that touches lives every day.
“Leadership isn’t just about systems and performance; it’s about people, purpose and progress.”
The First Six Months: From Transition to Transformation
Leadership transitions are often romanticised – new titles, big announcements, and a sense of momentum. But beneath that energy sits the reality: you must quickly shift from understanding the organisation to reimagining it.
For me, those first weeks weren’t about making rapid changes – they were about listening. To customers. To the team. To the subtle undercurrents that shape how a business truly operates. It’s easy to rush in with strategy; it’s harder – and far more valuable – to pause and see what’s already working, what’s fragile, and what’s quietly brimming with potential.
What I found was a team deeply committed to purpose – building technology that supports care providers to deliver exceptional care. That’s a mission that requires heart as much as innovation. Over time, my role became less about running operations and more about creating clarity – ensuring every decision, process and product ties back to that purpose.
Continuous Growth: The Unfinished Leader
Six months on, I can confidently say: growth doesn’t end when you reach senior leadership; it just becomes more deliberate.
Every day brings lessons – in how to balance decisiveness with empathy, how to innovate without destabilising what works, and how to create space for others to grow while still setting a firm direction
“Leadership isn’t about having all the answers — it’s about asking the right questions.”
I’ve learned to make peace with imperfection, to accept that leadership isn’t about always having the answer but about asking the right questions and inviting others into the problem-solving process.
I’ve also learned that feedback is a gift – even when it’s uncomfortable. It’s how you stay connected to your blind spots and how teams know their voices matter.
And perhaps most importantly, I’ve learned the power of reflection. In tech, we’re wired for speed – but sustainable leadership requires moments of stillness, to pause and consider not just what’s been achieved, but how it’s been achieved.
Innovation in Action: From Ideas to Impact
Innovation is one of those words that’s easy to use and hard to live. Real innovation doesn’t happen in a brainstorm – it happens in the messy, collaborative moments between teams who see a problem from different perspectives and decide to solve it together.
In the last six months, we’ve been driving innovation in tangible ways at Unique IQ. Not by chasing the latest trend, but by asking how technology can simplify complexity for care providers – how it can make life easier for those who care for others.
“Real innovation happens when people feel safe to experiment, challenge, and learn together.”
We’re embedding intelligent automation into our platform, introducing real-time auditing tools, and piloting new ways to capture and republish care plans dynamically – always ensuring that innovation happens within the product, not as an afterthought.
It’s easy to see innovation as a technical exercise, but it’s also a cultural one. You can’t innovate in an environment where people are afraid to experiment or fail. My goal has been to create a culture where curiosity is rewarded, where we celebrate “what we learned” as much as “what we delivered.”
Because when innovation becomes part of your everyday rhythm – when teams feel safe to challenge and test ideas – that’s when genuine progress happens.
The Human Side of Tech Leadership
The more I grow in this role, the more I realise that technology alone doesn’t create transformation – people do.
We can build the most advanced features, automate the most complex workflows, and integrate the most intelligent systems – but without people who care, it means nothing. The true measure of a tech leader isn’t how fast you move; it’s how many people you bring with you on the journey.
As a woman in tech and operations, I’m constantly aware of the balance between visibility and vulnerability. There’s a quiet strength in showing authenticity – in saying, “I don’t have all the answers, but I’m learning, adapting and leading with purpose.”
Representation matters. Every woman who steps into a leadership role in technology carries both an opportunity and a responsibility – to inspire others, to open doors, and to redefine what leadership looks like in our industry.
Women in Tech: Redefining Leadership
Six months into this role, my biggest lesson is that leadership doesn’t need to look or sound a certain way.
“It’s not about being the loudest voice in the room – it’s about creating a room where everyone feels heard.”
In tech, women are still underrepresented at senior levels. But the narrative is shifting – not because we’re demanding seats at the table, but because we’re building new tables. We’re challenging traditional hierarchies and leading with empathy, resilience and inclusivity – qualities that drive innovation just as much as technical skill.
I’ve found strength in connecting with other women in leadership – sharing stories of growth, challenge and ambition. Those conversations remind me that progress isn’t just personal; it’s collective. Every milestone we achieve makes it that little bit easier for the next generation to believe they can too.
I’m proud to be part of an organisation that recognises the value of diverse perspectives and the strength that comes from inclusive leadership.
Culture, Collaboration and Care
At the heart of Unique IQ’s success lies a simple truth: we’re building technology for people who care. And that requires a culture that mirrors the compassion and commitment of our customers.
The last six months have shown me the importance of cross-functional collaboration – where operations, product, marketing and customer success move as one. It’s how we’ve started to reframe the way we work internally: aligning every function around impact rather than activity.
We’ve invested in our people, reshaped teams, and created clearer pathways for accountability and recognition. It’s not always easy – transformation never is – but when you see individuals grow in confidence, take ownership and deliver something extraordinary, you’re reminded why culture is the cornerstone of innovation.
Looking Ahead: The Next Six Months
If the first six months were about learning and listening, the next six will be about scaling and refining.
Our focus is on turning innovation into habit – embedding continuous improvement across every department, from product development to customer engagement. We’ll continue to use data and feedback to guide decision-making, balancing operational efficiency with human connection.
We’re also deepening our commitment to thought leadership – sharing our insights with the wider care and technology community to influence positive change. Because innovation shouldn’t live behind closed doors; it should inspire others to think differently too.
And personally, I’ll continue to challenge myself – to stay curious, to nurture others’ growth, and to lead with authenticity and purpose.
“Leadership isn’t static; it evolves as we do.”
Final Thoughts
Six months in, I’ve realised that leadership isn’t about reaching the summit – it’s about learning how to climb differently.
It’s about showing up with intent, listening deeply, and believing that every improvement – no matter how small – contributes to something greater.
Technology will continue to evolve. The care sector will continue to change. But one thing remains constant: people need connection, clarity and compassion. And as leaders, our role is to create the environment where those things can thrive – so that innovation, growth and care all move forward together.
Because when connection, clarity and compassion lead the way – innovation, growth and care naturally follow.
About the Author
Cheryl Guest is the Chief Operating Officer at Unique IQ, an award-winning provider of home care management software. With over a decade of leadership experience in technology and operations, Cheryl is passionate about empowering women in tech, driving innovation in social care, and creating cultures that value purpose as much as performance.