If 2025 taught us anything, it’s that resilience isn’t just about enduring challenges. It’s about finding strength in community. It was a year that tested leaders across the public and digital sectors, marked by restructuring, tough decisions, and widespread uncertainty. Yet, amidst the disruption, something remarkable happened; people showed up for each other. They asked brave questions, shared their vulnerabilities, and began to rethink long-held assumptions.

Sarah Luxford, Partner in our Digital, Data & Technology (DDaT) practice, shares her perspective on 2025.

This year, I saw first hand how meaningful connections can fuel progress. From intimate discussions in our Digital Collaborative Network to broader conversations at London Tech Week, it became clear that the future of digital leadership firmly remains not just about technology but about people.

The Power of Community and Connection

In a year of professional and economic turbulence, the brightest moments often came from simply bringing people together. When great minds connect, progress follows.

1. Our Digital Collaborative
Our ‘Digital Collaborative’ community of digital and digitally curious leaders has been a real bright spot this year. Meeting five times annually, it’s become a space where leaders have a safe space to speak honestly about what’s working, what isn’t, and why. These conversations have been practical and often courageous with shared empathy and kindness, laughter and silent reflection. Progress happens when people share openly, and that’s exactly what we’ve seen.

2. Our Webinars
One of my favourites? Digital Curiosity, Confidence & Capability in the Boardroom. We gave boards real, actionable questions they could take to their next meeting, sparking curiosity and confidence where it matters most. The appetite for learning was contagious, and it reminded me that leadership starts with asking better questions and the room to do so.

3. Our Industry Events
From London Tech Week to our own event at Southwark Cathedral, these gatherings were unforgettable. Picture this: a 12th-century cathedral filled with conversations about AI, security, and digital change. It was a powerful reminder that even as technology accelerates, our shared human purpose remains at the core.

A Year of Purposeful Collaboration

This year, I’ve partnered with clients who truly care about the roles they hire for and the people they bring into them and that makes my work a privilege.

Moments that stood out:

• Companies House: Going to market for two digital led NEDs on the same Board – a bold signal of intent.
• Greater Manchester Mental Health: A brilliant final panel for their new CDIO, that ended with me learning CPR in reception (unexpected and memorable!).
• Young Lives vs Cancer: Supporting the expansion of their DDaT team with inspiring leaders who tirelessly move the dial for those in need, supported by a culture that’s open, collaborative, and full of heart.
• The FCA: Supporting their data team who are boldly modernising regulation with data and innovation at its core.

Across the year, I’ve supported appointments at every level- Board and NED, C-suite, Director, and Heads of Profession -each shaping culture, capability, and confidence in meaningful ways.

I’m proud of how we work across GatenbySanderson’s practices, blending deep sector knowledge with the digital expertise of our DDaT boutique. It means clients gain nuance, challenge, and specialist insight where it matters most.

Signals & Shifts

This year, three big signals shaped almost every conversation and search I led and they were echoed in countless moments of quiet heroism and thoughtful leadership.

• Boards need both representation and curiosity. Digital expertise at the table matters, but so does a culture of curiosity across the whole board. That curiosity drives the right questions be it about resilience, governance, cybersecurity or strategic outlook. It’s no longer enough to “have someone who knows tech”; boards need to lean in collectively. NEDs remain NEDs first, but digital transformation, data literacy, and tech governance are now part of the modern brief and essential for resilience and impact.
• Regulation and innovation are now inseparable. Regulators are embracing AI governance and digital trust as central to their future, shaping better services for citizens. Leaders must guide innovation while protecting the public, a balancing act that demands courage and clarity. Our Leadership & Talent practice explored this in depth.
• Culture and trust are the new platforms. Digital trust is no longer a technical concept; it’s a leadership behaviour. It’s becoming woven into culture, decision-making, and the way organizations show up for their people and the public. That’s the shift we need, from chasing technology to leading with purpose.

Looking Ahead

I’m not going to make bold predictions for 2026. Instead, I want to pause and recognise what I hope we’ll see more of.

• Stronger digital capability, starting at board level and flowing through every layer of leadership.
• Digital responsibility as a daily practice, not just a statement of intent.
• And most importantly, purpose-led leadership, leaders who bring courage, curiosity, and connection to the table.

Public service isn’t easy, but it’s full of people who care deeply about making a difference.

My hope for the year ahead? That we keep building on that care, fostering connection, driving impact, and leading with confidence.

At GatenbySanderson, we help organisations identify and develop digital leaders who can drive confident, inclusive transformation from Non-Executive Directors and Trustees, to C-level, Director and ‘Heads of’ across all digital professions be it data to AI, infrastructure to architecture, service design to product, operations to delivery.

Explore how to strengthen digital curiosity, confidence and capability across your board or executive team. Contact: DDaT@gatenbysanderson.com