Kelly Goodwin

Part of the IT Leaders 100 - a list of the most influential IT leaders in the UK in 2025.

Kelly has held technology leadership roles for over 15 years in a range of sectors and companies. They include rail, aviation, defence, Transport for London, HS2, National Highways, and The Royal Household.

Kelly made history when appointed as the first and last CIO for the Royal Household breaking a ceiling that many cannot and will not reach. She is the only CIO who can claim to have overseen a Platinum Jubilee, State Funeral and Coronation in one year: a great achievement for someone who didn’t follow a traditional route into IT.

What's the most exciting part of your current role?

Helping the university to deliver its purpose - promoting social mobility and economic growth for the region.

For students it’s very rewarding to see how this is the university of choice for individuals who have travelled internationally and locally. If, through the way we provide digital services, I can make their experience easy, enjoyable and a success for them, then I have done my job well.

What do you consider your greatest IT achievement of the last 12 months?

Walking into an environment that had not invested in its infrastructure for over 20 years. I had a very grown up conversation with the board, and said, “If you want to continue running a business, I need to address the technical debt.” I managed to secure £4 million capital at a time when the university is facing a deficit.

Prior to the university I was at the Post Office and held responsibility for delivering the replacement Horizon system. When I walked into the role it was 2.5 years late, and after £380 million spent nothing had been delivered – then the Cabinet Office asked for the project’s costs to be reduced.

Within three months I reduced the team size from 600 to 300, reduced run costs from £15 million per month to £4 million, and developed a delivery plan with a critical path. In the next three months I had delivered the first of the new solutions in five branches.

I am very proud of achieving that milestone as the role was very intense, with lots of internal, external, public and government scrutiny

What's the biggest challenge facing IT leaders today, and how are you tackling it?

In my view there are a number of areas, but the greatest is having clear roadmap to build in-house digital, data and technology skills. For many organisations funding is a challenge. Therefore, how to keep the IT workforce skills relevant and in line with business needs and emerging technology is becoming critical.

In my current role I am experiencing a short of data, cyber, AI, cloud expertise. I am addressing this through promoting apprenticeships and graduate schemes. Many of the students from the university go on into these schemes and they are a great opportunity for the university and individual.

What piece of technology could you not live without, and why?

From a personal level, my earpods. I have a long commute to work and I use this time to listen to audio books and podcasts on the latest trends in technology and business.

From a work perspective, my mobile device. It provides the flexibility to work from anywhere, anytime and enables a good work life balance.

What excites you most about the future of IT?

The direction of IT is pushing boundaries that no one thought was possible. AI is a great example, but also a scary concept without the right controls and governance.

Data is already a key value driver for many organisations, this is going to continue growing as organisations mature their thinking and really understanding its value as an asset. It’s the role of people like myself and my industry colleagues to drive this forward.

What’s the strangest job you’ve ever had?

It has to be the CIO at the Royal Household: it was interesting, weird, exciting, stressful, high profile all in one. It was strange turning up walking into an organisation you see on TV, it always felt I was going to a museum!

If you could instantly master one new skill, what would it be?

Learn another language. As I mature further in my career and help the current business to grow its international model, I am realising that being a good technologist is just one aspect of the role. Helping the board to drive commercial growth is just as vital.