Helen Oliver, Director of Business Development and Deputy CEO at Health Innovation East, has forged a unique path to leadership in health technology. Her journey illustrates the challenges and opportunities for women in tech leadership roles, while highlighting the importance of authenticity, diversity, and work-life balance.

An Unconventional Path to Health Tech

Helen’s career began far from the world of health innovation. She started in local government, focusing on domestic violence, hate crime, and community safety issues. After eight years, she transitioned to adult safeguarding, investigating large-scale institutional abuse.

This experience laid the groundwork for her later work in innovation. As Helen explains, “wanting to try and help the community” has been a consistent thread throughout her career.

A pivotal moment came when a director recognised Helen’s potential and offered her the chance to set up an innovation centre focused on healthy aging. This project ignited Helen’s passion for innovation and led her to her current role at Health Innovation East, where she has worked for the past eight years.

Challenges of Leadership and Work-Life Balance

Like many women in leadership positions, Helen has faced significant challenges in balancing her career ambitions with personal life. She reflects on the pressure she felt early in her career.

“Up until the age of about 35, my whole life was my career… I was the youngest group manager, and that was the badge they put on me. It almost became a bit of a mission then to make sure that I wasn’t letting the side down.”

This drive for success came with sacrifices, but Helen’s perspective shifted dramatically when she became a mother. Now with four children under the age of five, she has gained a new appreciation for the challenges working mothers face.

“I have so much respect for women who work… It’s double the work. We don’t stop, do we?”

Navigating these dual responsibilities has required Helen to adapt her leadership style and work habits. She emphasises the importance of delegating tasks and being more strategic with her time.

“I’m using technology a lot more myself now to make sure that I’m prioritising and being tactical in the time I’m spending doing things… As a busy working mum, I’ve had to change my approach to things a lot.”

Authenticity and Emotional Intelligence in Leadership

Throughout her career, Helen has grappled with societal expectations of what a leader should be. She recalls instances where her nurturing leadership style was perceived as a lack of gravitas. However, she has come to embrace her authentic self as a strength.

“I do nurture. I think you get more out of people if they feel that they’re supported and cared for… If you look at the way that leadership is going, it is much more about compassionate leadership and emotional intelligence.”

Helen advocates for leaders to bring their whole selves to work, including their experiences as parents. She believes this transparency helps create a more understanding and supportive workplace culture.

“I think it’s really important that people feel able to bring themselves to work in an honest way… As a leader, it does help to demonstrate that you know you’re human as well.”

Imposter Syndrome and the Power of Networks

Like many high-achieving women, Helen has experienced imposter syndrome throughout her career. She recognises it as a common challenge, particularly for women.

“I think it’s because women are naturally more aware of their inadequacies, if you like, or more prone to thinking that way.”

To combat these feelings, Helen highlights the importance of building a strong support network. She has actively sought out mentors and role models throughout her career.

“Every job I’ve been in, I’ve found somebody that I’ve admired and sought their advice.”

These connections have provided valuable guidance and reassurance during moments of self-doubt.

Driving Innovation in Health Tech

Working in health tech has allowed Helen to tap into her creative side and think laterally about complex problems. She values the agility and freedom to innovate that comes with working in a smaller organisation.

“Working in health tech has strengthened those skills… It’s also exposed me to working within an organisation that doesn’t have all the process. I’ve enjoyed the agility to be able to just change things quite readily.”

Helen is passionate about ensuring that innovation in healthcare is driven by real patient needs. She advocates for co-designing solutions with the communities they aim to serve.

“My other passion is making sure that innovation is happening around the actual needs of patients and communities… Co-designing solutions with people who experience the illness that you’re trying to support.”

Advice for Aspiring Leaders in Health Tech

For those looking to forge a career in health tech or innovation, Helen offers several key pieces of advice:

• Be authentic: “Just relax, be yourself… Don’t try and replicate what you think a leader is. People follow you if you’re authentic.”
• Gain frontline experience: “Make sure that you really truly understand the problems that you’re trying to solve.”
• Embrace diversity: “What most people working in health tech are looking for is that diversity of thought and diversity of experience.”

Looking to the Future

As the health tech sector continues to evolve, Helen sees tremendous potential for innovation and positive change. She believes that by embracing diverse perspectives, fostering authentic leadership and prioritising patient needs, the industry can develop solutions that truly transform healthcare delivery.

Helen’s journey from local government to health tech leadership demonstrates the value of bringing varied experiences to the innovation space. Her commitment to authenticity, work-life balance, and inclusive innovation serves as an inspiring model for aspiring leaders in the field.