Leadership, ethics and technology in defence: in conversation with Sarah Winmill FBCS CITP

Technology is never just about tools — it’s about outcomes, ethics and accountability. Whether navigating AI hype, balancing risk in defence or championing professionalism through BCS, Sarah has a clear message: fall in love with the problem, not the solution, and never lose sight of the human impact behind every decision. The following conversation is taken from the transcript of a podcast recorded live at the DigiGov Expo, London.

Could you introduce yourself and give us a brief summary of your career?

I’m Sarah Winmill, currently Digital Functional Leader, Royal Navy at the Ministry of Defence. My career has been entirely in the not-for-profit sector, which I think is quite unusual for someone in technology. I started at the Royal Albert Hall, then moved to Historic Royal Palaces where my first desk support call was for the Yeoman Gaoler at the Tower of London, complete with his red and gold uniform and staff of office!

From there, I worked at the Victoria and Albert Museum as head of IT, then at University College London, and later became CIO for the British Transport Police. Eventually, I moved into the Ministry of Defence as CIO for business functions. Across all of these roles, one thing has been consistent — high-expectation customers who give you one chance to get it right. That environment teaches you precision and accountability.

From your perspective, what does digital resilience mean for defence?

At its most basic, digital resilience means ensuring we can support our frontline colleagues, whether they’re engaged in peacekeeping or warfighting. They need to communicate reliably, access critical data and have confidence in their supply chain. If those elements fail, lives can be at risk. So, resilience isn’t just a technical term; it’s a matter of operational effectiveness and safety.

AI is everywhere in the conversation about transformation. How do you see its role?

I have a bit of a problem with the current AI hype. Too many people are walking around with an AI hammer looking for nails. For me, it starts with the outcome: what do we need to achieve as an organisation? Then we ask if AI can help.

There are absolutely opportunities where AI can make an impact. Data analytics is a big one, and some frontline activities can benefit too. Ukraine’s use of AI in targeting systems, for example, is a powerful example of its impact. But it’s not about implementing AI for its own sake. It must serve a real business case. Shiny tech for the sake of shiny tech is never the answer.

What role does leadership play in embedding professional values across the MOD?

Leadership is absolutely central. Our military leaders understand personal accountability — it’s not just about following orders. They ask themselves: is this morally and ethically right? That ethos runs through the entire organisation. When you’re exhibiting lethal force, ethics must be at the heart of everything you do. And the same applies to technology. We have to be mindful that lives are at risk in our environment. Every decision carries weight.

For you

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How can professional registration, like CITP, help in recruitment and development?

Professionalism in tech is at a crossroads. Anyone can learn tech in their bedroom and call themselves a technologist, but without ethics or accountability, that’s dangerous.

Professional registration demonstrates technical capability, adherence to a code of conduct and ethical responsibility. It reassures people that technology is delivered by professionals who will call out wrongdoing. In a world where trust in technology is critical, that matters now more than ever.

What advice would you give to IT professionals looking to advance their careers in an AI driven landscape?

I would say follow what fascinates you. Don’t fear sideways moves or challenges, feel the fear and do it anyway. Stay mindful of outcomes, not just shiny tech. One example I love is the British Transport Police’s ‘See it. Say it. Sorted’ 61016 SMS service. It’s a simple and highly reliable solution to a complex problem. Sometimes old tech is the best tech. Fall in love with the problem before the solution. That mindset will serve you well in any era.

How do you balance risk when choosing between proven technology and cutting-edge solutions?

It’s about clarity on risk appetite. In defence, some scenarios demand 100% reliability; others allow for calculated risk if it offers competitive advantage. You also need to consider how long the technology will be sensitive — sometimes it’s critical for just three minutes, then irrelevant. Those nuances shape every decision we make.

Looking back over your own career, is there anything you would change?

If I had the time again, I would encourage myself to apply for roles even when I didn’t meet all of the criteria. For about ten years, I got every job I applied for. While this sounds great, it meant I wasn’t pushing hard enough. Dare to apply for roles where you might get turned down. Challenge yourself. Have butterflies in your tummy. That’s where growth happens.

Emma Logan, former partner at KPMG, has been appointed Deputy President.