The Importance of Female Leadership to Drive Quality Outcomes Across The Technology Industry

In its April 2023 article on Women in Tech, BCS (The Chartered Institute for IT) featured results from a survey highlighting that only 17% of roles across the tech industry are filled by women.  The survey outlined that 70% of the women questioned reported a gender imbalance in their workplace and, while 82% of those women felt the sector would benefit greatly from a gender-equal workforce, the prevailing reason women were being put off from tech roles was the perceived lack of opportunity for progression and the availability of senior roles. 

Whilst this is clearly an issue requiring bold change to create greater diversity across the tech industry, Roq (an independent, outcomes-focused Quality Engineering consultancy that provides tailored services on all things quality to the world's largest organisations), has been actively challenging these perceptions and shifting the dial since its inception – and is doing so not because of perception or a tick-box exercise, but because its leadership knows the best way to shape the business for its ultimate success is with the right people in the right roles, regardless of gender.

Roq has been on a significant, strategic growth trajectory and expects to more than double in size over the next three years.  Its mantra throughout this evolution has been to establish roles to meet the business’ growing needs, and the newly created position of Chief Operating Officer (COO) is no exception.

In its quest to become the UK’s leading Quality Engineering firm, Roq embraces the Entrepreneurial Operating System (EOS) model, and more specifically, Traction®.  This is described by EOS as ‘bringing discipline and accountability into the organisation – becoming great at execution – taking the vision down to the ground and making it real’. Within that model, the role of COO sits in the critical position of ‘Integrator’: The tie-breaker for the leadership team; the glue that holds everything together, that beats the drum and provides cadence, that executes the business plan, is accountable for the P&L results, and holds the Leadership Team accountable for their own mandates. It is ultimately the steady force in the organisation creating clarity, and consistency through logic, communication, tangible results, prioritisation, and the removal of obstacles and barriers.

No short order, by any means.

It was announced on 25th April 2023 that Sarah Jane Riggott would take the inaugural reins in the role, making this her second appointment to the company’s leadership team in six years.

Sarah’s career with Roq started in 2014, when she joined as Employee Relations Coordinator.  Swift recognition of her abilities led to management status within a year, followed by promotion to the Leadership Team as Head of Employee Engagement and Wellbeing in less than 18 months. Sarah continued her career journey, greatly expanding the function of her role as the business’ needs shifted, and ultimately evolving her title to Head of People.

CEO Stephen Johnson said of Riggott in the company’s announcement, “[Sarah’s] career progression mimicked the principles of continuous improvement and Quality Engineering that are applied to all aspects of how the company works.”

He went on to counter the somewhat cynical view held in certain camps that leadership roles for women were often reserved for the HR and Marketing (read ‘fluffy’) functions, by confirming Sarah had “been a part of [the company’s] evolution from the start, helping to shape the ‘Roq Way’” and that whilst it was not the often-seen or traditional route to the role of COO, the appointment made absolute sense for a business and a brand that was so people focused.

Roq knows its business. The ‘Roq Way’ is embedded through all experiences both internally and externally. The company, that was recently award Platinum accreditation as an Investors in People Company, is centred on delivering quality and on the principles of continuous improvement. It is focused on refining and adapting to new tools and techniques to fulfil its mission and more importantly, its clients’ needs. Having the best – and right – people steering the ship is vital and requires diversity of thinking, the ability to shift, and a willingness to collaborate well.

Business.com highlighted a study by Caliper looking at the feminine traits that made for better leaders. It found women to be “more persuasive than their male colleagues and scored higher in traits such as assertiveness, flexibility and sociability”. But the bottom line was ego: “Women are generally less likely to let their ego get in the way... Making decisions sans ego helps companies make better decisions that benefit the business as a whole.”

For Johnson as CEO, the role of Roq’s Chief Operating Officer calls for someone who can be a conduit for collaboration, who is able to bring teams together to work towards a common goal, and who is assertive enough to make the big ideas happen. Based on Caliper’s findings alone, it makes absolute sense a woman would the best man for the job! However, Roq is clear that the crucial factor is the individual, their experience and the expertise they bring to the role and the business.

“I am passionate about creating an environment where every person has a clear career path within the organisation,” said Johnson.  And Riggott supports this in her own view of her appointment, stating it “demonstrated Roq’s clear focus on its people and the very real pathway for progression within the business”.

“I am fortunate to have grown my career with an organisation that truly embraces growth – both that of the business and of its people. Each of my roles at Roq have been newly established due to a growing need within the business, allowing me to become very much a part of shaping the company’s future.”

But what of the rest of the industry?  How do we ensure that the appointment of a woman to the role of COO at any organisation doesn’t stand out as extraordinary? How far is there still to go?

Women in Tech feels there are many years still ahead in this challenge, stating it will take years to significantly shift the gender gap so that women are more greatly represented in tech leadership roles. Around 20% of respondents felt that companies needed to do better to encourage more women into tech roles through opportunities, as well as equal pay and benefits. However, more than 15% believe that companies should encourage more women into tech through encouraging girls from an early age into STEM subjects… And herein lies the additional challenge: When you consider the same survey demonstrated over 40% of respondents believed inherent perception to be the issue, it is perhaps outside of our immediate control if schools, universities, families and society in general are holding back the progress. But, in the spirit of continuous improvement, adapting, and focusing on the things that can be changed, continuing to look at ways to shift the culture within the industry so that societal ‘norms’ do see a path for re-alignment, is still the smartest route for progress right now.

Whilst Roq strives to carry on being an exemplar across its field, when it comes to blazing a trail for gender equality and diversity in the workplace, the more of its peers who can catch up and quickly, the more exciting this sector becomes.