Building Trust in Technology: A Conversation with BCS President Daljit Rehal

At DigiGov, the UK’s largest public sector technology event, Daljit, who is the Director General, Chief Digital & Information Officer at HM Revenue & Customs, joined a panel with BCS CEO Sharron Gunn, BCS Deputy President Sarah Winmill FBCS, and Helen Wylie, DG, CDIO at the Department for Work and Pensions. The discussion focused on embedding ethical standards not just in policy but in delivery, emphasising transparency, accountability, and professionalism.

Next stop Scotland

Fresh from DigiGov in London , Daljit  went to Edinburgh where he presented the BCS sponsored Young Software Engineer of the Year runner-up award to a recent University of Aberdeen graduate, Klara Krämer for her project Interactive Visual Data Engineering. The prestigious annual event at the ScotSoft conference is organised by ScotlandIS, a membership organisation for Scotland's digital technologies industry.

Building Public Trust

The President also delivered a keynote speech to the BCS Edinburgh on the role of .  leadership, and the transformative power of AI. With over 35 years of experience across telecoms, utilities, and government, Daljit brings with him a unique perspective to the challenges and opportunities facing the IT profession today.

Daljit spoke to Claire Penketh, BCS Policy and Public Affairs Manager, who began by asking him what his priorities were as BCS President:  

Daljit Rehal: My mission is simple but vital: to build public trust in technology and in the professionals who design, deliver, and safeguard it. Technology is now embedded in every aspect of our lives, and with that comes scrutiny. People want to know how it works, who is accountable, and how we ensure ethical use. That’s where professionalism matters.

BCS, as a membership organisation, plays a crucial role in shaping a community of ethical, competent professionals. Whether someone studied computer science or arrived in IT through a non-traditional route, they can still be part of this professional movement. Our Royal Charter and code of conduct give credibility and accountability to our members, and that’s what sets us apart.

Q: What role do leaders play in setting professional standards?

Daljit Rehal: Leaders must create environments of psychological safety. They need to encourage staff to speak up when things aren’t right—not as whistleblowers, but as professionals acting within a code of conduct. This is especially important in light of scandals like Horizon, where the lack of professional safeguards had devastating consequences.

Leaders must also invest in their people. That means creating frameworks for career progression, supporting training, and incentivising development. In one organisation I worked for, I received a bigger bonus for completing more training and speaking at conferences. That kind of culture fosters innovation and ethical behaviour.

Q: You’re passionate about mentoring. Why is that important?

Daljit Rehal: Mentoring is one of the most rewarding things I do. It takes so little to make a big difference. I once mentored a computer science graduate who had applied for 60 jobs without success. After one conversation, he landed his first interview. His mother even emailed me to say thank you. It wasn’t about technical advice—it was about helping him believe in himself.

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Confidence is often the missing ingredient. Through mentoring, we can help young people overcome setbacks and rediscover their potential. I mentor through outreach programmes, disability networks, and the BCS Foundation, which supports individuals from deprived backgrounds. It’s a win-win: you help others and learn about yourself in the process.

Q: What role does BCS play in digital transformation?

Daljit Rehal: BCS is uniquely positioned to advise policymakers, governments, and industry on ethical digital transformation. We’re not profit-driven—we’re a trusted, neutral partner. We help shape qualifications, standards, and apprenticeships in areas like AI, cybersecurity, and data science.

Our members are our lifeblood. With over 70,000 professionals contributing to policy, outreach, and education, we have unmatched collective expertise. There’s an African proverb: “If you want to go fast, go alone. If you want to go far, go together.” That’s what BCS membership is about—advancing society together.

Q: How do you see AI changing the way organisations deliver services?

Daljit Rehal: AI is a general-purpose technology that cuts across all sectors. At HMRC, we’re using AI ethically to help citizens navigate the tax system. For example, digital assistants can surface relevant guidance, making it easier for people to understand their obligations. But we stop short of completing tasks for them—because that raises ethical questions about responsibility and consent.

We’ve also invested in internal generative AI assistant  licences for our colleagues to boost productivity. The government expects this to help HMRC collect additional tax revenue. But we must move in step with changes to data protection laws. Transformation must be legal, ethical, and inclusive.

Q: How do you bring teams along on the transformation journey?

Daljit Rehal: Transformation is about people, not just technology. We need to develop training programmes rapidly and foster a culture of continuous learning. At HMRC, we launched a Digital Academy with BCS-accredited courses. Within a month, over 9,000 people enrolled in AI and prompt engineering courses.

Leaders must provide space and resources for learning. We need to equip people with unbiased education so they can apply new skills in their day-to-day work. It’s about helping people let go of outdated practices and embrace new ones without fear.

Q: Have you experienced digital transformation projects that didn’t go to plan?

Daljit Rehal: Absolutely. One vivid example was transforming a 2G mobile company into a 3G provider. We weren’t ready—handsets, networks, billing systems were all behind schedule. But the executives insisted on launching. It failed, and the company had to rebrand and relaunch years later.

The lesson? It’s worse to do something badly than to do it late. We learned to prioritise quality, non-functional requirements like security and resilience, and proper design thinking. These lessons are still relevant today, especially with the rise in security incidents and system outages.

Q: What excites you most about the next decade of digital change?

Daljit Rehal: AI is helping us solve problems we couldn’t tackle with traditional algorithms. We’re seeing breakthroughs in drug discovery, energy, and fundamental science. AI can summarise decades of research and surface forgotten insights. That’s exciting.

I’m also intrigued by the idea of singularity—machine intelligence reaching parity with human intelligence. I’m not convinced it’s imminent, but it’s a fascinating prospect. Ultimately, I’m optimistic. Every tech revolution has led to more jobs and greater wealth. AI might give us more time to enjoy life and help us save the planet.

Q: And what keeps you up at night?

Daljit Rehal: The misuse of technology. We’re seeing how easily AI can be weaponised—even by small groups. The potential for harm is real. That’s why we need ethical frameworks, professional standards, and public trust.

We must train people not just to use AI, but to critique it. Courses in AI safety, bias detection, and ethical reasoning are essential. We need to teach people how not to trust AI blindly. That’s the only way to prevent misconduct and ensure responsible innovation.

Conclusion

Daljit Rehal’s presidency comes at a pivotal moment for the IT profession. His emphasis on ethical leadership, mentoring, and inclusive transformation reflects the values at the heart of BCS. As technology continues to evolve, BCS remains committed to supporting professionals, shaping policy, and building public trust—together.