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Lunch With a Leader: Chapter 6 – Supriya Arora
Welcome to Lunch With a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive.
Grab a seat at the table and take in the insights from some of the best in the business.
When you speak with Supriya Arora, General Manager of the Enterprise Project Management Office at Aussie Broadband, one thing becomes clear immediately: she’s not just thinking about what gets delivered — she’s laser-focused on why.
Her journey into portfolio management wasn’t the result of a carefully plotted career map, but rather a mix of curiosity, opportunity, and a drive to connect the dots between strategy and execution. That curiosity has shaped her leadership style, her approach to collaboration, and her vision for the future of enterprise portfolio management.
In this chapter of Lunch With a Leader, Supriya shares the lessons learned from leading through uncertainty, why vulnerability and transparency are leadership superpowers, and how the shift from static reporting to value realisation is redefining the role of portfolio management in modern organisations.
1. What sparked your interest in portfolio management, and how did your career path lead you to your current role?
For me, getting into portfolio management was a happy accident! I started my career as a project analyst, which naturally evolved into various delivery roles. I enjoyed those experiences, but one question kept coming back to me, no matter the project: "Why are we doing this? Why are we delivering this particular project?"
That constant curiosity about the bigger picture set the stage for the next step. When the opportunity to move into portfolio management came my way, I jumped at it and grabbed it with both hands! It felt like stepping into a whole new world – one focused on answering that "why."
Portfolio management isn’t about simply taking orders; it’s about understanding the value each project brings and how it connects back to the organisation’s broader strategy. For me, connecting those dots is incredibly rewarding. That passion has been the driving force behind my journey to where I am today.
2. What were some of the biggest challenges you’ve faced as a GM and Head Of in EPMO, and what key lessons have shaped your approach to leadership?
One of the biggest challenges I’ve faced in EPMO leadership is leading through uncertainty. Often, you’re given a broad directive, but the path forward is undefined. Deciding which decision to make, and when, can be incredibly tricky when there are so many moving parts and the future isn’t entirely clear. Guiding your team through that ambiguity — while being the one responsible for charting the course — is no small task.
Instead, I’m open with my team and we work through challenges together. This way, they’re not just executing instructions; they’re part of shaping the approach and invested in both the process and the outcome.
I’ve also learned that vulnerability breeds trust. Always projecting certainty can create distance, but admitting when you don’t have all the answers builds connection. By embracing vulnerability, you create shared ownership, stronger collaboration, and a team that truly feels part of the journey.
3. How do you foster collaboration across teams and stakeholders to ensure alignment and successful portfolio outcomes?
As a leader, I've found that transparency and vulnerability are the cornerstones of trust - and trust is what makes true collaboration possible. I aim to create an environment where people feel comfortable sharing ideas, raising concerns and contributing insights without fear of judgment.
A big part of this is taking a strategic approach to understanding an organisation’s dynamics. I use a “stakeholder matrix” to identify key players:
- Influencers – those who can sway opinions and rally support
- Whisperers – behind-the-scenes voices with significant informal influence
- Doers – the people who execute and keep projects moving
- Decision-Makers – those who approve strategies and allocate resources
- Informed Stakeholders – individuals who need updates but aren’t involved in daily decisions.
Once I know who’s who, I tailor my engagement style accordingly. Influencers and whisperers, in particular, are high-touch for me. They’re often the catalysts for change and the ones who can secure broad buy-in.
Ultimately, successful collaboration boils down to being authentically human. By showing your personal side and embracing vulnerability, you not only strengthen relationships but also create a more open, cohesive environment where alignment is natural and portfolio outcomes are stronger.
4. How has the landscape of enterprise portfolio management changed over the years, and how do you see it evolving in the future?
The landscape of enterprise portfolio management has undergone a dramatic transformation. In the past, it was primarily about static reporting - aggregating project statuses and pushing them upward. The focus was on what was happening, not why, and certainly not on the impact being created.
Today, the paradigm has shifted significantly towards value realisation.
This shift has elevated portfolio management from an administrative reporting function to a strategic partner with a genuine seat at the table. Now, it’s valued for shaping decisions and articulating the impact of investments.
Looking ahead, I see four major trends defining the future:
- Tighter integration with strategic planning - A tighter coupling between the organisation's overarching strategy and the portfolio of initiatives designed to achieve it.
- Greater emphasis on predictive analytics and AI - Leveraging data to anticipate risks, optimise resource allocation, and forecast future value.
- Agile portfolio management - Adapting more quickly to change and delivering value iteratively.
- Enhanced focus on outcomes over outputs - A continued drive to measure and report real business impact, not just project deliverables.
This evolution cements enterprise portfolio management as a strategic enabler, helping organisations invest smarter, adapt faster and sustain competitive advantage.
5. What advice would you give to professionals who aspire to leadership roles within enterprise portfolio management?
Cultivate Relentless Curiosity & Don't Be Afraid to Ask Questions
Seriously, stay curious and ask questions. Every question is an opportunity to learn. If you're genuinely curious about how and why things happen, you're already on the right track. Asking thoughtful questions helps you see the bigger picture, demonstrates your engagement and shows your commitment to improvement. It's how you uncover root causes, identify opportunities and ultimately drive better outcomes.
Embrace Discomfort & Venture into Unknown Territory
It might sound counterintuitive, but real growth happens when you step into the unfamiliar. The moments that stretched me most in my career were those where I took a calculated risk and embraced uncertainty. If you only stick to what you know, your development will stagnate. Seek out opportunities that challenge your thinking and push your boundaries - this is where the deepest learning and most meaningful progress occur.
Seek Out & Leverage a Mentor
Finally, find a mentor. The best mentors have “battle scars”; they’ve navigated similar challenges, learned from both successes and failures, and can offer insights you can’t get from books or training alone. Their perspective can help you avoid pitfalls, solve complex problems, and accelerate your growth. A strong mentor provides a safe space for honest discussion and guidance, making them invaluable to your leadership journey.
State Lead, VIC
Spoiler: “Competitive salary” isn’t the hook you think it is.
Welcome to Lunch with a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive. Grab a seat at the table and take in the insights from some of the best in the business.
Welcome to Lunch with a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive. Grab a seat at the table and take in the insights from some of the best in the business.
Why the way you brief, partner, and align at the top matters more than ever.
Welcome to Lunch with a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive. Grab a seat at the table and take in the insights from some of the best in the business.
We’ve entered an era where the smartest systems aren’t the loudest. they’re the ones you don’t even notice. Ambient Intelligence (AmI), or “ambient invisible intelligence,” is reshaping how we live and work, not with fanfare, but with subtlety. This is AI that whispers instead of shouts. It learns your habits, senses your environment, and responds without you lifting a finger. It’s the kind of intelligence that anticipates, not interrupts. So… why should tech professionals, recruiters, and business leaders care? What Is Ambient Intelligence (AmI), Really? Ambient intelligence refers to digital systems—AI, sensors, and networks—that are embedded into our environments to support humans quietly and contextually. Think beyond chatbots and flashy dashboards. This is: Smart lighting that adjusts based on mood or weather Healthcare systems that flag early symptoms before patients notice Cybersecurity that auto-defends without alert fatigue Enterprise tools that prioritise tasks based on your unique working patterns. It’s a tech layer that fades into the background. That is, until you realise you couldn’t function without it. A Silent Revolution in the Workplace Here’s the interesting bit: Ambient AI isn’t just for homes and smart cities. It’s quietly infiltrating our workplaces. Talent Platforms that serve candidates content before they search. Meeting Software that understands conversation flow and adjusts transcripts, follow-ups, or even sentiment analysis in real time. Facilities Management tools that adjust airflow, lighting, and noise levels based on occupancy and stress indicators. And all of this happens without user prompts. We’ve moved from “Hey Siri” to “Siri already knows.” Why It Matters for Tech Recruitment Let’s talk talent. As ambient intelligence grows, we’ll see rising demand for: AI/ML engineers with human-centred design experience Data privacy and ethics specialists IoT security experts UX professionals who understand invisible design Integration architects who can make fragmented systems feel cohesive. And here’s the catch: these roles often require cross-functional fluency. Tech meets psychology, meets ethics, meets design. Are we ready for that shift? Ethical Design in the Background There’s power in invisibility. But there’s risk too. When tech becomes ambient, it also becomes less visible to scrutiny. That means: Bias can go unchecked Data privacy can slip through the cracks Users can be nudged without realising it. The question is no longer can we do this? —But should we? Smart businesses will bring in people who can answer that. Invisible, but Intentional The future of AI isn’t a robot in the boardroom. It’s the algorithm silently removing barriers before they appear. Ambient intelligence is already here. You may have just not noticed it. Yet.
Welcome to Lunch with a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive. Grab a seat at the table and take in the insights from some of the best in the business.
Growing a tech team goes a little more in-depth than just getting bums on seats. That is, if you want to scale efficiently. As businesses expand, they often face a common dilemma: should they build an in-house team, buy talent through hiring full-time employees, or partner with external agencies and contractors? Each approach has its pros and cons, and choosing the right one depends on factors like budget, project scope, and long-term business goals. The Build, Buy or Partner Framework When to build (upskill & develop internal talent) Best for: Companies with existing talent that can be developed for long-term growth. Pros: Retains institutional knowledge Fosters a strong company culture Reduces external hiring costs over time. Cons: Takes time and investment in training Can be challenging if internal talent lacks specialised skills. When to choose this approach: When you have a solid foundation of junior-to-mid-level employees who can be trained When you’re looking to promote from within and build long-term loyalty When hiring budgets are tight, but internal development is feasible. When to buy (hire full-time employees directly or through an agency) Best for: Businesses needing stability and long-term expertise in critical roles. Pros: Provides dedicated resources fully committed to company goals Helps establish a strong, cohesive team culture. Cons: Lengthy hiring processes if running a direct process Higher upfront costs (salary, benefits, onboarding, training) Risk of turnover. When to choose this approach: When core business functions require in-house expertise (e.g., software engineers, DevOps, cybersecurity specialists) When long-term stability outweighs short-term cost savings When hiring in a talent-competitive industry where full-time employment is a key attractor. When to partner (contractors and recruitment agencies) Best for: Businesses needing flexibility, speed, or niche expertise. Pros: Faster time-to-hire, especially for specialised roles Cost-effective for short-term projects Access to a broader talent pool. Cons: Cultural integration can be trickier if partners aren’t well-briefed on your values and team dynamics May carry higher long-term costs but manageable with a strong partner who can help you strike the right balance with lasting talent. When to choose this approach: When working on short-term projects that don’t justify full-time hires When needing specialised skills that are difficult to recruit in-house When scaling rapidly and requiring immediate talent solutions When the target talent requires a more strategic brand positioning. Making the Right Hiring Decision Assess business goals: Align hiring strategy with long-term company objectives. Evaluate current team capabilities: Determine whether upskilling is an option before going to market. Consider cost vs. speed: Weigh the urgency of hiring needs against budget constraints. Mix & match approaches: A hybrid approach—combining direct hires with external partners—can offer the best balance of cost, flexibility, and expertise. Scaling a tech team effectively requires a strategic mix of building, buying, and partnering. By understanding the strengths and limitations of each approach, hiring managers can make informed decisions that support both immediate needs and long-term growth. Get in touch with our team to see how we can help set your business up for efficient and effective hiring.
Welcome to Lunch With a Leader, where the Tech & Data People team sits down with IT leaders to uncover their career insights, challenges, and industry perspectives. Each conversation brings valuable lessons, trends, and advice to help our community grow and thrive. Grab a seat at the table and take in the insights from some of the best in the business.
When it comes to creating a thriving workforce, employee engagement and employee experience are often used interchangeably. However, while they may seem similar on the surface, they are two distinct concepts that are crucial to the overall health and success of an organisation. Understanding the difference between the two—and how they interact—can help employers build a more engaged, satisfied and productive team. What is Employee Engagement? Employee engagement refers to the emotional commitment an employee has to their organisation. It’s the level of enthusiasm and dedication that an employee brings to their role. Engaged employees are motivated, passionate about their work, and actively contribute to the company's success. Engagement is more about the intensity and quality of work rather than job satisfaction alone. In Australia, only 15% of employees are actively engaged in their roles, according to Gallup’s State of the Global Workplace 2022 report. While this is a global statistic, it’s clear that engagement levels remain low. What does this mean for Australian employers? It indicates a significant opportunity to invest in practices that can turn disengaged employees into highly motivated, committed individuals. Key characteristics of engaged employees include: Motivation: They are driven to do their best work every day. Passion: They care deeply about the company’s goals and values. Commitment: They are invested in the long-term success of the company. High productivity: Engaged employees tend to be more productive and efficient. What is Employee Experience? Employee experience, on the other hand, encompasses the entire journey of an employee with a company. From the moment they apply for a job, to their first day on the job, to their interactions with colleagues, and their day-to-day work life, employee experience is shaped by all touchpoints and interactions an employee has within the organisation. It’s more holistic and takes into account every aspect of an employee’s work life, both physical and emotional. In Australia, 73% of HR leaders agree that employee experience plays a critical role in employee engagement, according to The Australian HR Institute (AHRI) . However, it’s not just about the work environment; it’s about creating an experience where employees feel valued, supported and equipped to succeed. As 76% of employees are willing to leave their current employer for one that offers a better experience, the need for organisations to focus on improving the employee experience is more important than ever. Key factors that make up the employee experience include: Work environment: The physical and psychological aspects of the workplace (including flexibility, office design and culture) Onboarding: The process of introducing new employees to the company and setting them up for success. Company culture: The overall atmosphere, values, and norms within the organization. Professional development: Opportunities for growth, learning, and career advancement. Work-life balance: How well an organization supports employees in balancing work responsibilities with personal life. A side by side comparison While engagement focuses on the emotional commitment of an employee, experience covers the broader scope of their time with the company. Here’s how they differ:
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