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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
What does it actually take to build a specialist recruitment business in today’s market and more importantly, what kind of people does it take to grow one? We sat down with Stu, Director at Tech and Data People, to talk about the thinking behind TDP. Where the opportunity really sits in tech recruitment, the standards that drive the business and the kind of environment he’s intentionally building. 1. What was the opportunity you saw in the tech and data recruitment market? The market was saturated with generalists but under-served when it came to true specialisation particularly across data, AI and emerging tech. Businesses were investing heavily in these areas, yet struggling to find recruiters who genuinely understood the space. The opportunity was to build a firm that operates as a strategic partner, not just a supplier. One that understands how data teams are structured, how AI is evolving and what “great” looks like at every level. Not just filling roles but helping shape teams. 2. What do you believe makes a great recruiter in today’s market? Curiosity and credibility. Anyone can send CVs. The best recruiters understand their market deeply, ask better questions and aren’t afraid to challenge both clients and candidates. They build trust by adding insight, not just activity. There’s also a commercial edge; you need to treat this like a business, not just a job. 3. What standards do you hold the team to? High standards, consistently applied: Deep market knowledge - not surface level Honest communication, even when it’s uncomfortable Ownership of outcomes, not just inputs Quality over volume in everything we do We’re not here to be the busiest, we’re here to be the most trusted. 4. Where do you see TDP in the next 3–5 years? We’re building towards being a recognised specialist in data, AI and advanced technology recruitment across Australia. Really known for quality, not scale for the sake of it. Growth will come from depth, not just headcount: Expanding into new verticals within tech and data Developing clear market leaders internally Building a brand that attracts both top clients and top recruiters Ambition attracts ambitious people and that’s exactly the environment we’re creating. 5. What kind of people are you looking to bring into the business? We’re not looking for average recruiters; we’re looking for builders. People who: Want to own a market, not just work a desk Have opinions and aren’t afraid to use them Care about their reputation in the industry Are motivated by long-term success, not short-term wins The goal is to build a team of market leaders, not followers. 6. What would you say to someone who wants more than just “a desk” in recruitment? If you want a job, there are plenty of options. If you want to build something (your brand, your market, your career), this is the kind of environment where that’s possible. You’ll be backed, challenged and given the space to grow. But with that comes expectation. This isn’t for everyone, and that’s the point.
Tech may be constantly shifting, but TDP recruiters know how to chart the path to the right talent.
What does working at Tech and Data People actually look like day to day? We asked Aidan to share his experience - what stood out, how he’s grown and what it takes to build momentum here. It’s a straightforward look at the environment, expectations and opportunities that shape a career at TDP . 1. What attracted you to Tech & Data People in the first place? I was immediately drawn to Tech & Data People because of the clear growth trajectory the business offers. It’s an environment where ambition is encouraged, development is prioritised and there’s a genuine opportunity to make a long-term impact. The combination of a strong vision and a supportive leadership team made it an easy decision. 2. What surprised you most once you started? Nothing in particular surprised me, but I was genuinely impressed by how supportive and collaborative the environment is. The office culture, along with the connection to our sister organisations - Design & Build and Public Sector People - creates a network of people who are welcoming, engaged and always willing to help. It’s a place where you feel part of something bigger from day one. 3. How would you describe the culture at TDP in three words - and why? Autonomy – You’re trusted to take ownership of your work and shape your own success. Trust – Leadership empowers you to make decisions and manage your desk with confidence. Care – There’s a genuine focus on people, both professionally and personally, which creates a healthy and motivating environment 4. What does a “good week” look like for you here? A good week is one where I’m actively picking up new roles, uncovering fresh leads, engaging candidates, scheduling interviews, and ultimately closing deals. It’s a balance of momentum, productivity and meaningful progress across my pipeline. 5. How does TDP support your growth as a consultant? TDP supports growth through a blend of autonomy, trust and care. I’m given the freedom to run my desk, the confidence from leadership to make decisions, and the personal support needed to continue developing both my skills and my career. It’s a structure that encourages independence while ensuring you’re never on your own. Our Head of People Development, Leanne Kemp , does a great job at keeping our knowledge and processes up to date too! 6. What’s different about recruiting in tech at TDP compared to other environments you’ve worked in? The biggest difference is the level of autonomy and trust. I’m empowered to do my job without unnecessary constraints, and leadership genuinely believes in my capability. Beyond that, the care extends well beyond the boardroom. There’s a real interest in my wellbeing and success outside of work, which ultimately strengthens my performance within it. 7. How would you describe the expectations here? Expectations are clear, transparent and aligned with the company’s broader goals. You always know what success looks like, and you’re given the tools and support to achieve it. 8. Who thrives at TDP? What Would you say to someone considering joining? People who are self-driven, resilient and eager to grow tend to excel here. Those who value autonomy, embrace accountability and enjoy being part of a collaborative team environment will find TDP a place where they can truly thrive. If you’re looking for genuine growth opportunities and a place that invests in your development, TDP is absolutely worth it.
How many “unicorn” hires has your team lost in the past year? You know the type: the mythical full-stack engineer who codes, designs, manages projects AND mentors juniors - all without breaking a sweat. Companies spend months hunting for these elusive candidates, convinced that landing one will solve every team problem. Here’s the hard truth: unicorns are rare and chasing them often slows hiring, burns out teams and leaves critical projects stalled. Instead of relying on a single superstar, the smartest tech teams focus on building scalable, resilient teams. The kind where collaboration and complementary skills do the heavy lifting.
The start of a new year is an opportunity to reflect, reassess and make intentional decisions about your career. For tech professionals, planning now can help you take advantage of opportunities, navigate emerging trends and advancing your career. This guide offers practical steps to help you consider, prepare and take confident action in the months ahead. Reflect on your career to date Review your achievements, projects and skills gained over the past year. Consider what worked well and what you’d like to change in your next role. Factor in responsibilities, team dynamics and company culture. Identify gaps in your knowledge or experience and set concrete goals to address them. Tip: Focus on showing how you apply your skills in real contexts. Link them to projects, roles and education to help hiring managers understand your impact. Suggesting clear examples and outcomes makes your profile stand out. Helpful resource: How to Highlight Skills on LinkedIn to Get Noticed (LinkedIn Business Talent Blog) provides tips on listing and structuring skills that attract recruiter attention. Understand the tech market Look at which areas of tech are hiring and in demand (e.g., data, cloud, cybersecurity). Track early hiring signals - new team expansions, company announcements, published salary guides or roles being filled quickly. Consider how your skillset aligns with market demand and where you could add unique value. Helpful resource: Stay up to date on tech hiring trends and market insights by following Tech & Data People on LinkedIn
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