Dena Habashi-Ayub

“The achievement I value most is creating infrastructure for others to succeed and demonstrating that inclusion can strengthen talent, culture and the future of technology”

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

Dena Habashi-Ayub is a Chartered IT Professional (CITP) leading HMRC’s Chief Digital & Information Office Enterprise Integration Services Platform and Infrastructure capability. She combines technology and product leadership with a commitment to building inclusive, high-performing environments where people can thrive.

Alongside her core role, Dena is Strategic Advisor and Cross-Government Lead for HMRC’s multi-award-winning Women in Tech Network, which she chaired for three years. She supports a community of more than 600 people across 19 government organisations and local authorities.

Her influence extends beyond government through public speaking, industry partnerships, outreach for young women in technology and participation in UN Women UK’s CSW70 programme. She has spoken at Think Digital Government, Gartner and other national forums, championing inclusive leadership and collaboration.

Tell us about your biggest achievement to date

My proudest achievement has been helping move Women in Tech advocacy beyond individual initiatives towards a strategic, sustainable ecosystem that influences representation, culture, leadership pipelines and digital capability.

As a founding member and former Chair of HMRC’s multi-award-winning Women in Tech Network, I helped develop the strategy and framework that grew the network to more than 600 members. Recognising that systemic challenges cross organisational boundaries, I established collaboration connecting 19 government organisations and local authorities for shared learning, role-model visibility, allyship and collective action.

My focus spans the talent lifecycle, from supporting two Next Tech Girls outreach events to creating opportunities for women in technology to connect, develop and progress. I have amplified this work through national forums including Think Digital Government and Gartner, and internationally through UN Women UK’s CSW70 programme.

The achievement I value most is not any single award. It is creating infrastructure for others to succeed and demonstrating that inclusion, when treated strategically, can strengthen talent, culture and the future of technology.

What is the most significant challenge you have overcome?

My most significant challenge has been learning that doing meaningful work and allowing that work to be seen are equally important forms of leadership. I am naturally introverted and spent much of my career believing that strong delivery would speak for itself.

Moving into senior technology leadership challenged that assumption. Leading critical platforms, influencing across organisational boundaries and advocating for women in technology required me to find my voice and contribute before I felt completely ready.

That evolution has taken me from quietly delivering complex technology change to speaking at national forums, building cross-government communities and influencing senior leaders and industry partners. It has also changed how I lead. Having possessed capability before confidence, I create psychologically safe environments where others can contribute, challenge and grow.

Overcoming that internal barrier taught me something fundamental: courage is rarely about feeling fearless. Sometimes it is simply deciding that the value of your contribution matters more than the discomfort of sharing it, then using your visibility to create space for others.

Tell us something about you people would find surprising

People may be surprised that, despite building a career in technology, I have never considered myself purely a “tech person”. I am equally fascinated by psychology, philosophy, art, creativity and what makes people flourish. I practise origami and sugarcraft, write reflective essays and remain curious about disciplines beyond my professional world.

For years, I wondered whether having such varied interests meant I lacked a single defining specialism. I now recognise the opposite: connecting seemingly unrelated ideas has become one of my greatest leadership strengths.

Technology transformation is rarely just a technology problem. It involves people, behaviour, systems, culture, economics and imagination. My curiosity helps me connect these elements and approach complex problems from different perspectives. It also inspired The Inner Renaissance, my writing series exploring leadership, humanity and creativity.

Perhaps the surprising thing is that the further I have progressed in technology, the more convinced I have become that one of our most important future skills will be profoundly human: the ability to remain curious, empathetic and creative while building an increasingly digital world.