Marta Pocztowska

‘I’ve led change in very complex, high-pressure environments’

Part of the Tech Women Celebration 50 – a curated list of some of the most inspirational women working at all levels of tech

Marta Pocztowska is a dynamic digital leader with a proven track record of driving large-scale transformation programmes that align strategic vision with financial sustainability. As Chief Digital and Customer Experience Officer at Thurrock County Council, Marta leads innovative digital strategies, operational modernisation and efficiency initiatives.

With expertise in system optimisation, cloud migrations and Target Operating Model transitions, Marta has successfully led major transformation programmes across local government, improving service delivery and achieving measurable financial and operational benefits.

Previously, Marta held senior leadership roles at Islington Council, Westminster City Council.

What do you to be your biggest achievement to date?

My biggest achievement to date has been leading Thurrock Council's digital transformation during a time of unprecedented financial and organisational challenge.

Following government intervention and severe financial pressures, the council faced urgent demands to modernise, reduce costs and rebuild public trust, all while continuing to deliver essential services. In this environment, I reshaped the council's entire approach to digital and technology, introducing an agenda that prioritised outcomes for residents, empowered frontline teams, and reduced long-term cost.

One of the most significant accomplishments was successfully embedding AI in complex, traditionally change-resistant service areas like social care.

I led the introduction of Magic Notes, an AI-driven transcription tool that assists children's and adult social workers. This significantly reduced their administrative burden, leading to faster assessments, shorter waiting lists and improved outcomes - without increasing headcount.

In parallel, I introduced a new digital operating model and modernised legacy infrastructure. I championed partnerships with smaller, more agile suppliers - such as a start-up chosen to replace a 25-year-old back-office system. I also promoted smarter procurement and low-code platforms.

Throughout, I maintained a relentless focus on value for residents, with each initiative grounded in real-world outcomes: quicker responses, more accessible services and better use of public money.

The scale of change - across governance, culture, technology and service delivery - was immense. But what makes this my proudest achievement is not just the transformation itself, but the way it was delivered: through inclusive, values-driven leadership. Against a backdrop of crisis, we have laid the foundations for a more modern, responsive, and financially resilient council.

What is the most significant challenge that you have overcome?

One of the most challenging aspects of leadership in my current role has been navigating the organisation through a period of intense financial pressure. With the council under government intervention, we've operated under heightened scrutiny, tighter governance, and significantly slower decision-making processes. This environment has often been at odds with the need to deliver rapid improvements, realise financial savings, and enable new, more efficient ways of working.

To maintain delivery momentum, I adopted a pilot-led approach - delivering small-scale projects to prove the value of emerging technologies. This helped reduce risk, gain trust, and secure buy-in.

A key part of our success has come from rethinking our commercial and delivery models. We partnered with a start-up to replace one of our largest and most outdated back-office systems. The new, custom-built case management system was delivered incrementally to avoid disruption and came in at a fraction of the cost of traditional vendors.

Across our digital agenda, I've looked beyond the obvious - trialling low-code solutions, negotiating smarter contracts, and engaging strategic partners to unlock value and flexibility.

We've also brought in niche partners who offer agility and innovation at a fraction of the cost of larger vendors.

Another major challenge was the legacy IT environment and limited internal capability. I led a complete redesign of the IT operating model, shifting towards modern skills, Agile delivery, and user-centric service design. This enabled the successful launch of solutions like "Aimee," our AI-powered virtual assistant who supports residents 24/7, resolving queries faster and reducing strain on our contact centre.

Tell us something about yourself that people would find surprising

I didn't start my career in technology but in business operations and transformation. I see that as one of my greatest strengths as a digital leader, giving me the ability to bridge the gap between service delivery and technology, always focusing on outcomes first and systems second.

People are also often surprised by the scale and speed of change I've led in very complex, high-pressure environments, particularly given the scrutiny and governance that comes with working in a council under intervention. I've driven major digital shifts not just in IT, but across frontline services like social care, where digital adoption has traditionally been slow.

Outside of work, I'm a passionate advocate for women in tech and for inclusive leadership. I didn't follow a traditional path into digital, and I want others, especially those who don't "fit the mould", to see that as a strength, not a barrier.