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Natasha Barker

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

Natasha is a Chartered and TOGAF-certified domain architect with 10 years of IT architecture experience and has been recognised as one of Drapers 30 Under 30, named on DTX Top 50 Tech Leaders List in 2024 and received a Highly Commended in the Women in Engineering Society Karen Burt Memorial Award.

Currently working in Matalan's IT function, she drives strategy, spearheads Innovation and thought Leadership, and designs new solutions - working as the lead architect on multi-million-pound projects supporting transformation.

Passionate about fostering diversity in tech, Natasha actively supports universities and is a mentor. She is a frequent speaker at events and serves as a Board Member on the BCS Influence Board.

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

Leading IT strategy and working directly with the Board to shape the future of our organisation. Bridging the gap between technology and business ambitions, I ensure IT is a strategic enabler, not just a support function.

I collaborate with senior leadership to translate complex technological trends into actionable strategies that drive business growth. Whether that's unified commerce in our stores, selecting a modern tech-stack for in house application development, or AI adoption, I provide the vision and roadmap to align technology investments with long-term goals. Engaging with the Board allows me to influence key decisions, ensuring IT remains central to our organisation's success.

One of my most impactful and recent examples involved spearheading a unified commerce roadmap. By securing Board buy-in for multi-year transformation to our customer and colleague instore journeys, I changed the scope of our Till Software and Hardware Replacement programme to drive business benefit. This initiative has positioned us well for future technological advancements instore and online

What excites me most is seeing the tangible impact of my work - from strategic discussions in the boardroom to real-world business transformation.

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

Joining the British Computer Society (BCS) Influence Board as a board member. This opportunity has allowed me to play an active role in shaping industry-wide discussions, influencing IT policy, and championing the role of technology in driving business and societal change.

As a board member, I collaborate with industry leaders, policymakers and experts to address critical IT challenges, from digital ethics to education and innovation. This has given me a platform to advocate for best practices, ensuring technology serves not only business objectives but also broader societal needs.

My role on the board has expanded my impact beyond my organisation, allowing me to mentor future IT leaders, contribute to thought leadership, and influence national technology direction. This includes informing government, working with Ofcom and shaping the BCS strategy.

This experience has strengthened my ability to bridge the gap between IT and executive leadership, giving me strong skills I can bring back to Matalan, and has reinforced my belief that technology must be driven by strategy, ethics and long-term vision. Being part of the Board is an honour and fuels my passion for shaping the future of IT.

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

Balancing agility with governance as business departments seek more control over their own technology. The shift towards Agile ways of working and the franchising of IT - where business units take ownership of their systems - can drive innovation and speed. However, without the right structures in place, it can also lead to technical debt, security risks, and misalignment with enterprise strategy.

To tackle this, I focus on empowering business-led IT while maintaining strategic oversight. My approach includes:

Recently, I've played a key role in shaping a plan for a federated IT model, driving this agenda with the Chief People Officer and IT Director, gaining their buy in and being asked to lead a workshop with key stakeholders to roadmap this.

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

As a technology leader, the one tool I couldn't live without is Microsoft Teams. While it may seem like a simple choice, its true value lies in how it transforms collaboration, especially in a hybrid working world; and for us - with having third parties spread out across multiple countries and retail colleagues spread up and down the UK - it is integral.

As a tech leader I want IT to be a strategic partner; this requires constant communication, alignment and the ability to engage with multiple stakeholders from business leaders to technical teams:

Recently, I led an initiative to address a risk on our IT risk register with a cross-functional group of stakeholders from Matalan and third parties. Teams enabled us to keep in touch and track actions via Channels, collaborate through the whiteboard function and catch-up regularly to gain feedback and keep momentum up.

What excites you most about the future of IT?

Its growing role as a true business driver - enabling transformation, improving efficiencies, and enhancing customer experience. Technology is evolving rapidly, with AI, automation, and digital transformation reshaping industries. But to fully unlock the potential of these innovations, we need a diverse and inclusive workforce that reflects the challenges we're solving. That's why I'm passionate about encouraging more women and young people to get into tech.

I love that technology is now at the heart of business strategy, and as a tech Leader and BCS board Member, I'm committed to using tech for good. At Matalan, IT is a key enabler of growth, and I ensure that even 'must-do' projects; like cloud migrations or system upgrades deliver real business benefits. If we're already investing in change, why not maximise the value it brings?

I'm excited to see IT and business teams collaborating more closely, with IT being recognised as a strategic partner that drives thought leadership. This is a journey we're already on, and I'm proud to be leading that transformation.

Tech finally has a voice and a seat at the table - and long may that continue.

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

Working as an online shopper at Tesco - essentially doing other people's shopping! While it might not sound too unusual, it gave me an early insight into the power of technology, efficiency, and customer experience, things I still focus on today as an IT leader and it sparked my passion for retail.

At 4am I'd be navigating aisles, following strict deadlines to ensure customers received their shopping on time. Accuracy was crucial, picking the wrong item could frustrate a customer, just like misaligned IT solutions can disrupt business operations. It also taught me about process optimisation, how small efficiencies in picking routes and stock management could make a big difference, much like in digital transformation projects. And keeping the customer happy: I had to pick the best quality items for them, as if they were shopping for themselves.

Looking back, it was my first experience of how technology and logistics work together to enhance customer experience. Now, leading IT strategy, I apply similar principle, balancing speed, accuracy, and innovation to deliver real business value. It's funny how even the most unexpected jobs can shape your future career!

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

Neuroinclusive leadership - developing a deeper understanding of neurodivergent conditions and how to create an environment where everyone can thrive. This is particularly close to my heart as members of my team have opened up about this to me.

Many talented individuals in IT think and process information differently, whether due to ADHD, autism, dyslexia or other neurodivergent traits. Traditional ways of working don't always support these strengths, and as a leader, I want to ensure my approach is as inclusive as possible.

Mastering neuroinclusive leadership would allow me to adapt communication styles, rethink team structures, and create a culture where neurodivergent colleagues feel supported and empowered. Simple adjustments, like offering different ways to engage in meetings, allowing for flexible working styles, or reducing sensory distractions, can make a huge difference in productivity and well-being.

By developing this skill, I wouldn't just be supporting individuals; I'd be fostering a more innovative, high-performing team. Diverse thinking leads to better problem-solving, creativity, and stronger business outcomes. My goal is to create a workplace where everyone can do their best work, not by fitting into a mold, but by leveraging their strengths.