When Swapna Alladi first started her career in technology, she believed success came from technical expertise. Her focus was on learning, solving problems and becoming the person with the answers.
Over time, she realised that leadership isn't about having all the answers yourself. It's about creating opportunities for others, building trust and helping teams achieve more than they thought possible.
Today, as Head of Platforms at Allica Bank, Swapna leads both their IT Operations and Platform Engineering functions. Alongside her professional responsibilities, she has remained passionate about supporting women in technology through mentoring, industry initiatives, and community involvement.
In this interview, we spoke to Swapna about her career journey from an engineer to leader, and the lessons along the way that have, and continue, to shape her approach to leadership.
Q: Can you give us a brief overview of your career and current role?
I'm the Head of Platforms at Allica Bank, where I lead both the IT Operations and Platform Engineering teams.
My career began in platform engineering, and over the years I've combined technical leadership with a passion for supporting women in technology through mentorship, ambassador programmes and community initiatives.
Being involved in industry networks and advocacy programmes has given me opportunities to contribute beyond my day-to-day role and help create more visibility for women pursuing careers in technology.
Q: What transformed you from a technical expert into a leader of leaders?
There wasn't one defining moment… the transition happened gradually as I began shifting my focus from personal achievement to helping others succeed.
The mentors and leaders around me encouraged me to see leadership differently. I realised that leadership isn't about being the smartest person in the room; it's about creating opportunities for others, helping people build confidence, and supporting their growth.
One of the most rewarding parts of leadership is seeing someone achieve something they didn't think was possible.
Q: When you first moved into leadership, what misconceptions did you have about success?
Early in my career, I believed success came from understanding every technical detail and being able to solve every problem myself.
As I moved into leadership, I discovered that success is often about stepping back rather than stepping in. While technical knowledge remains important, leaders must focus on business outcomes, strategic direction and helping others find solutions.
The challenge is maintaining enough technical understanding to identify risks and ask the right questions while avoiding the temptation to do the work yourself.
Q: Have you experienced challenges gaining trust as a leader?
Absolutely.
Like many women in technology, I've encountered assumptions about my experience, leadership capability, age and even ethnicity. Trust isn't automatic - it's built over time.
I've found that the best way to earn trust is through consistency, collaboration and genuinely listening to people. Team members want to know that you're there to support them, understand their challenges and help them succeed.
Trust grows when people see that your actions match your intention
Q: What role does people development play in your leadership approach?
People development sits at the centre of how I lead. I believe leaders should actively participate in an individual's growth journey rather than simply setting objectives and expecting results.
Understanding people's ambitions, providing guidance and helping them navigate challenges are all part of the role.
I also believe recognition matters. Celebrating successes, however small, helps people feel valued and motivated. Something as simple as acknowledging a great contribution can have a lasting impact on team morale.
Q: What skill or behaviour has had the biggest impact on your career?
Without question, empathy. Understanding people's circumstances, challenges and aspirations creates stronger relationships and more effective teams.
When someone is struggling, my first instinct isn't to ask why they aren't delivering. It's to understand what's happening and what support they might need.
Sometimes the biggest leadership breakthroughs come from simply listening.
Empathy doesn't mean lowering standards; it means helping people reach them.
Q: How would you describe your leadership style today?
I would describe my leadership style as collaborative, approachable and people-focused.
I've always believed that strong relationships create strong teams. Collaboration has helped me break down silos, improve stakeholder relationships and create environments where teams work together rather than against each other.
As leaders, our job is often to bring people together, remove obstacles and create the conditions for success.
Q: What do you look for when hiring?
When I’m hiring, I always look for a combination of technical capability, experience, attitude and a willingness to learn.
Technical skills matter, especially in fast-paced environments, but so does curiosity and a growth mindset. I want people who can contribute quickly while remaining open to learning new technologies and ways of working.
The strongest candidates tend to combine competence with enthusiasm.
Q: What leadership skills matter most in an AI-driven future?
As AI continues to transform organisations, I believe leaders will need to balance innovation with governance.
Security, resilience, regulatory compliance, trust and responsible AI adoption must be considered alongside speed and efficiency. Particularly in banking, the right guardrails are essential.
Successful organisations won't simply be those that adopt AI the fastest; they'll be the organisations that adopt it the most responsibly.
Q: What advice would you give to people starting a career in technology during the age of AI?
Embrace AI, but don't depend on it.
Use it to accelerate learning and improve efficiency, but continue developing your own judgement, critical thinking and problem-solving abilities. Understanding why something works is just as important as knowing how to generate an answer.
AI should complement human expertise, not replace it.
Q: What advice would you give to women aspiring to leadership?
Don't wait until you feel completely ready.
Many women hold themselves back because they believe they need to meet every requirement before stepping forward. In reality, confidence often comes from doing the role, not before.
Invest in continuous learning, build your network, seek opportunities to increase your visibility and don't be afraid to take on challenges before you feel fully prepared; because growth happens outside of your comfort zone.
Q: How do you find a mentor?
A mentor can make a significant difference to your career. I recommend finding someone who understands your industry, has a different perspective from your own and is willing to challenge your thinking.
A mentor doesn't need to have all the answers, but they should help you see possibilities and opportunities you may have overlooked.
For me, mentorship provided clarity, confidence and guidance at key points in my career.
Q: Do barriers still exist for women entering leadership?
Yes, although we've made meaningful progress. Representation is improving and many organisations are investing in diversity and inclusion, but there is still more work to do.
Women continue to face unique challenges around visibility, confidence, progression opportunities and workplace culture.
The good news is that we are seeing more female leaders than ever before, creating role models for future generations.
Q: If your younger self could see you today, what would surprise her most?
I think she would be shocked by both the pace of technological change and my own personal growth.
I've witnessed the evolution from traditional infrastructure through cloud computing and into today's AI-driven world.
At the same time, I've developed from someone focused purely on technical delivery into a senior leader responsible for strategy, people development and organisational growth.
Most importantly, she would probably be surprised to learn that other people now describe me as inspiring.
Q: If you could take one book to a desert island, what would it be?
I'd choose a book that explores mindfulness, gratitude, relationships and the importance of living in the present.
It's a reminder that life shouldn't be spent constantly worrying about what might happen next. Instead, we should appreciate what we already have, focus on what truly matters, and be grateful for the opportunities in front of us.
Leadership in Technology Is Still About People
Our conversation with Swapna highlights that while technology continues to evolve, the foundations of great leadership remain the same: empathy, collaboration, continuous learning and a commitment to helping others succeed.
Her journey demonstrates the impact of strong mentorship, inclusive leadership and the confidence to embrace new challenges, offering valuable lessons for current and aspiring technology leaders alike.
