Katie Sloan

CRN: What is your proudest achievement this year when it comes to DEI?

KS: "One of my proudest achievements has been initiating working groups within our organization. These groups are instrumental in fostering dialogue and action on DEI issues, from broadening parental leave policies to promoting cultural awareness within our teams.

"One clear example of the effect - this year, we made a deliberate effort to acknowledge and support colleagues observing Ramadan. It's about creating an inclusive environment where everyone feels respected and valued, regardless of their religious beliefs."

CRN: What do you perceive as the biggest challenges still hindering diversity and inclusion efforts today?

KS: "Accountability and transparency are critical challenges. Many organizations talk about diversity but lack concrete metrics to measure progress. Without accountability, it's difficult to drive real change and ensure inclusivity throughout all levels of an organisation.

"It starts with establishing clear metrics for success and holding leaders accountable for meeting them. Whether it's through regular diversity training or publishing diversity reports, these actions are crucial in fostering a culture of inclusivity and openness."

CRN: How did you get into the IT industry?

KS: " I was in telco for the last nine years, and I see them as connected because the channel has a lot of organisations with crossover with telco and IT. When I came to the UK from Australia, I was looking to start a whole new career because I had my online business previously, which was in a completely different field. Before that, I worked for the Australian Government in PR, communications, and Secretariat committees.

"I came over here wanting to do something completely different and actually worked as a project administrator for an aviation software company. I got trained as a Prince2 project manager, and as soon as I was qualified, they decided to change to agile methodology. So, I was looking for a new job. I'd heard about this telco organisation in Henley-on-Thames, I managed to secure a 15-minute conversation, and I pitched myself to the MD. He said: 'Look, I don't need any more project managers, but I need a marketing department. Could you set up a marketing department?' I said, 'Yes, absolutely,' even though I had no experience in doing that. I was determined and saw it as a new challenge.

"I set up the new department and a partner programme. I started building a new line of business under e-learning, being the product manager and ambassador for that. I also did proofreading of all contracts because I have an eagle eye for details. Within six months, I won marketing team of the year and best marketing campaign. I was a one-and-a-half-person team, with just one part-time designer working with me at the time. That was my foray into the industry, and I got so much out of it."

CRN: Do you think employers should be required to publish ethnicity pay gap data in the same way that large companies are currently required to do for gender?

KS: "The ethnicity pay gap remains a significant issue that demands attention. It reflects systemic inequalities that persist in our society and workplaces. Addressing this gap requires proactive measures, from fair pay policies to creating pathways for career advancement for all ethnicities.

"It starts with acknowledging the problem and committing to transparent practices. Organisations need to analyse their pay structures and ensure fairness across all demographic groups. It's about creating opportunities for everyone to thrive based on merit, not background."