Conversation 2: Mike Cadden: 30 Years of Leadership, Creating Inclusive Teams & Embracing Neurodiversity

Conversation 2, And this time round I had the privilege of speaking with Mike Cadden, a seasoned tech leader with over 30 years of experience, currently serving as the CTO at Marie Curie—a truly inspiring organisation doing incredible work while facing some unique challenges. From building high-performing teams to championing diversity in an ever-changing digital world, Mike’s career offers lessons that resonate far beyond just the tech sector.

Whether you’re just starting out on your leadership journey or are well trodden in your career, I believe you’ll find something valuable in our conversation—just as I did!

Setting the scene: In just three decades, we've gone from desktop computing being a luxury to artificial intelligence reshaping how we live, work, and interact. But amidst the rapid pace of innovation, what does it take to lead successfully?

As you read through this interview, I would ask you to consider:

·       How do leaders balance innovation with the human side of their teams?

·       What role does empathy and inclusivity play in leadership?

A recent study revealed that organisations focusing on individual strengths see a 29% increase in profitability. In the past year alone, a staggering 93% of companies reported concerns about retaining their workforce, with many pointing to skill gaps as a critical issue - Upskilling is more than a buzzword; it’s a survival strategy and something Mike taps into in our conversation.

Mike’s insights go beyond simply reminiscing about past successes; they offer forward-thinking strategies that highlight why he has been so successful. Let’s explore his journey, delving into the significance of mentorship, tailored growth opportunities, and the creation of neurodiverse teams that consistently outperform expectations.

Anyway, less from me, here is my conversation with Mike!

Q&A with Mike

RJ: Having worked in technology for three decades, what are the most significant changes you’ve seen in the technology landscape, and how have these shifts impacted your approach to leadership?

MC: I’ve been lucky enough to have a working career that was almost in lockstep with the rise of the PC, I had a year’s placement in 1988 helping a local company in the highlands when they had the first IBM PS-2’s in Scotland and then formally entering the world of work in 93 with the law firm Bird and Bird. 

We launched one of the first websites in the UK the following year and were early adopters of firmwide email and collaboration software.  The obvious answer is the rise of the internet and all that has enabled, but the real change in technology is the pace of change, how new technologies are being adopted quicker and more efficiently.  How technology is no longer the preserve of the technology department but is now a commodity.  

In 93 we could control everything, and we tried to and succeeded in doing so. In 2024 everyone can get any technology they want and access it. Our colleagues through the business can often be more technologically aware and literate than some technology departments, especially in combination with their business skills.

This has meant a real shift in how we view technology leadership. In my first leadership roles, it was still enough to control the entire tech landscape, now it is absolutely about collaboration.  My role today is to understand all facets of the business and help guide and advice.  Not to dictate.  And for some old school CIO’s, this is a real challenge.

RJ: How has the role of technology leaders evolved during your career, and what qualities are essential for a modern tech leader?

MC: In 1993 when I entered the workforce the IT Department had simply evolved from the secretarial pool not long previously.  And the function of the department hadn’t really changed. For many years it was a pure support function, a cost base. Since then, and this has accelerated in the last 10-15 years, technology is a core business enabler, a driver of innovation. 

Good CIO’s are now taking their place at the top table and are there on merit and what they can bring, not just to reducing the bottom line but increasingly how they can drive increases in the top line. As mentioned above, CIO’s now are not technology leaders, they are business leaders. It’s not enough to hide behind confusing technology explanations and obscure TLA’s (Three Letter Acronyms) but we need to be shoulder to shoulder with the CMO and CFO. We need to be the CEO’s right-hand man or woman. A modern CIO needs to empathetic, yet also tough. He or She needs a solid understanding of the business they are in. They must understand risk – both positive and negative – as a key function of their role is to minimise and mitigate negative risk and maximise positive risks. And they need to really understand corporate finance. Most importantly, they need to be a “people person”. They need to be trusted, by their own teams and their exec colleagues. And finally, a damn good sense of humour is critical.

RJ: What are the key ingredients for building a high-performing tech team in today’s environment?

MC: Building a high-performing tech team today is a different challenge than it was when I first started. Back then, it was all about technical skills—having people who could manage the systems and keep everything running and a simple command and control structure worked. Now, it’s so much more about culture, collaboration, and adaptability.  Giving ownership is critical.  I try as much as possible to hire top performers and then let them loose.  Give them the freedom to operate as their experience and knowledge tells them.   On top of this freedom layer purpose. People need to know that what they’re doing matters, not just to the company but in a broader sense. If you can connect the team’s work to a meaningful mission, you’ll see them go the extra mile.  Then there’s diversity—not just in the traditional sense but in thought, experience, and skills. A mix of perspectives leads to creativity and resilience. But diversity only works if the environment is inclusive. That’s where psychological safety comes in—creating a space where people feel comfortable speaking up and trying new things without fear of failure. Technology doesn’t stand still, so neither can we. Whether it’s formal training, certifications, or just time to experiment, encouraging learning shows your team you’re invested in their growth.   

Finally, recognition is huge. It’s amazing how far a simple “well done” can go. Pair that with autonomy—giving people ownership of their work—and you’ll have a team that’s not just high-performing but deeply engaged.

RJ: Upskilling teams is vital in tech. How do you identify which skills are worth investing in, and what strategies have you found most effective?

MC: Upskilling has always been a cornerstone of tech, but the way we approach it has evolved. Early in my career, the focus was often reactive—learning new systems as they came in. Now, it’s about staying ahead of the curve. The trick to identifying the right skills is to start with the business strategy. Where is the company going, and what will it need from technology in the next three to five years? From there, you look at industry trends and listen to your team—they’re often the first to spot what’s becoming critical. When it comes to strategies, personalisation is key. Not everyone on the team needs the same skills, so I try to align upskilling opportunities with individual career goals.

Formal training and certifications are great, but nothing beats real-world experience. I’ve found that letting people lead projects or experiment with new technologies in a safe environment not only builds skills but also confidence. Another important element is fostering a culture of shared learning. Encourage people to share their knowledge with peers, whether it’s through lunch-and-learns or just informal discussions. And, critically, make sure upskilling is seen as part of the job, not an extra task to squeeze in. When continuous learning is baked into the culture, the whole team benefits.

RJ: Not everyone in a tech team aspires to or is suited for management roles. How do you create career pathways that reward technical expertise without forcing individuals into leadership roles?

MC: This is such an important point, and it’s one that I think the industry has only really started to get right in the last decade or so, although at Expedia we were leading on this in the early 2000’s. For years, the only way to advance in your career was to move into management, even if your strengths and passions lay elsewhere, indeed many organisations today still relate the upper salary bands with “spans of influence”, “headcount” and “budgetary control”. But forcing people into leadership roles when it doesn’t suit them—or they don’t want it—is a surefire way to lose talent. 

The solution is to create parallel career paths where technical expertise is as respected and rewarded as leadership. Titles like Principal Engineer or Enterprise Architect aren’t just fancy names—they should carry real weight, influence, and compensation on par with management roles. These pathways need to have clear progression and recognition, showing that deep technical contributions are just as valuable as managing a team.  It’s also about giving technical experts a platform to shine. Let them lead on innovation, mentor others, or represent the company in industry forums. It’s crucial to celebrate technical achievements the same way you would a manager’s successes.

When you create an environment where people can thrive on their own terms, you get the best from everyone, whether they’re coding the future or leading the team that makes it happen. 

RJ: Neurodiversity is gaining recognition in the tech industry. Are there specific initiatives or practices you’ve seen that successfully support neurodiverse teams?

MC: Supporting neurodiverse teams starts with understanding that one size does not fit all. Some of the most effective initiatives I’ve seen focus on flexibility—things like offering quiet workspaces, adjustable lighting, or remote work options. These small changes can make a huge difference for someone with sensory sensitivities.  But adapting for Neurodiverse colleagues needs to go further. Managers need to understand, truly understand that neurodiverse brains do work differently.  For example, people with ADHD often suffer from RSD (Rejection Sensitive Dysphoria).  Understanding this can make a huge difference in motivating and dealing with ADHD staff, especially when handling rejection or dealing with failures of any size.  If you have a high performer with attention deficit issues, don’t hide from this, embrace it, play to the strengths not this one weakness. 

Clear communication is another big one. Neurodiverse individuals often thrive when expectations are laid out in detail. That might mean using tools like Kanban boards, breaking tasks into smaller steps, or ensuring instructions are clear and consistent. It’s not complicated, but it shows you’re invested in setting everyone up for success. Another practice I’ve seen work well is pairing neurodiverse team members with mentors or buddies who can offer support without micromanaging. And educating the wider team about neurodiversity fosters understanding and creates an environment where people feel safe to be themselves. It all comes down to creating a culture that values diverse ways of working and ensures that everyone, neurodiverse or not, can contribute their best. When companies get this right, the results can be incredible.

RJ: How do you approach creating a workplace culture that celebrates diversity while ensuring the team remains cohesive?

MC: When I first started out, teams in tech were often pretty homogenous in terms of background and mindset. It wasn’t necessarily intentional, but hiring practices and professional networks naturally funnelled a lot of people with similar experiences into the same roles. Looking back, it meant we weren’t always challenging each other’s thinking as much as we could have. These days, I’ve seen the industry embrace a much wider understanding of what diversity means—cultural, neurological, experiential—and with that, there’s a stronger emphasis on inclusion, although there is still much more we can do – I remember being at a retail conference in 2020 at the Williams F1 team campus and still thinking that the room of retail technology leaders was very white, male and middle aged. Last week I was speaking at another conference and we had seen a real shift in the mix of backgrounds, which was gratifying.  

As a leader, creating a culture that genuinely celebrates diversity begins with setting a tone that everyone’s perspective is valuable and worth hearing. This means open conversations, where you don’t just invite input—you actually listen. It helps to have a shared purpose that ties people together, something bigger than any one department or project, so that the team can rally around common goals. I’ve learned that simple changes, like making sure meetings aren’t dominated by the same few voices or that everyone has access to the information they need, can make a huge difference. Recognising and celebrating different approaches, backgrounds, and achievements sends a message that it’s our collective variety that makes us stronger. Over time, I’ve seen these small efforts create an environment where differences don’t fragment the team, they enhance it. And that’s when the real magic happens—when everyone contributes, learns from each other, and finds a genuine sense of belonging.

RJ: Looking back on your career, what lessons have you learned about leadership that you wish you’d known earlier?

MC: If I could hop in a time machine and give some advice to my younger self, I’d start by saying that leadership is as much about empathy and communication as it is about strategy and technical know-how. Early in my career, I thought being a leader meant having the answers and calling the shots. It took me years to realise that some of the most effective leadership moments come from genuinely listening to your team and your colleagues, asking thoughtful questions, and showing you’re willing to learn from others.   I also learned that you shouldn’t shy away from showing vulnerability when it’s appropriate. Admitting you don’t have all the answers doesn’t undermine your authority; if anything, it builds trust. Another big lesson is that you’ll never know everything—especially in tech, where the ground’s always shifting.

Hire good people, trust them, and create an environment where they can do their best work. In the end, leadership is about guiding the journey, not dictating every step. If I’d understood that earlier, I think I would have saved myself a lot of stress and helped my teams be even more successful.  And learn to be honest, brutally honest, both with yourself and your colleagues and teammates. This only comes with confidence and that comes with age. Don’t hide, whether it’s behind jargon or excuses. 

RJ: If you could give one piece of advice to someone entering the tech industry today, what would it be?

MC: Can I really give just one piece of advice? 

Let me break the rules and offer a couple; First embrace curiosity and don’t be afraid to stretch beyond your comfort zone. When I first got into this field, I had no idea just how quickly everything would evolve, and it’s only accelerated since then. In a few short years, the technology you learn today might feel outdated—but if you keep an open mind, stay genuinely interested in how things work, and remain willing to learn and adapt, you’ll have the resilience you need. Don’t worry about mastering every new tool or trend the moment it appears. Focus instead on understanding the fundamentals, asking lots of questions, and building your network of people who inspire you. Over time, those habits will serve you far better than any particular skill, because in tech, the one constant is that things will always keep changing.

Second, there is no “tech industry”. Choose a business area that fascinates you and find an organisation within that area.  As I’ve said above, it’s all about the business.

Third; read and learn voraciously.  Read everything, strategy books, corporate finance, marketing and psychology, cheap rubbish thrillers.  And not just read, watch TED talks, listen to podcasts. Use your time carefully and learn every day.

And finally, get a mentor. Not a technology mentor but someone in the business. Someone who can support you and guide you.

RJ: AI is a hot topic in technology, and it feels like everyone has an opinion on its impact. From your perspective, how do you see AI disrupting and reshaping the tech space over the next five years?

MC: If I think back to when I first started, the big shifts in technology always seemed to come from unexpected angles—like the internet catching everyone off guard and then suddenly becoming the bedrock of everything. AI feels like it’s hitting at that same kind of inflection point, only faster. And we’re not talking 5 years, today AI is shaking up the tech space in ways that are both exciting and daunting.   

We’re not just talking about automating a few workflows. We’re talking about systems that can learn on their own, models that can help organizations predict market shifts before they happen, and tools that assist developers by writing code alongside them.  I know of developers using AI tools to bugfix their code far quicker than they have ever been able to. Our helpdesk is about to be fundamentally transformed.  I can see a time, and not in 5 years, when we won’t have human helpdesk agents.  That’s a far cry from the days when I was installing the first PCs in an office. The idea that someone in a business unit could feed data to an AI, get insights, or even build prototypes of applications without a developer in the loop would’ve seemed ludicrous back then—but here we are, on the cusp of that reality.

This democratisation of technology—where sophisticated AI tools are within reach of almost anyone in the company—means we’ll need to rethink how we structure teams, manage data, and approach security. As leaders, we can’t just stand on the sidelines and watch it unfold. We need to engage, understand what these tools can do, and consider the ethical implications. The next few years will be about balancing innovation with responsibility. If we do it right, AI could help us solve problems we’ve barely scratched the surface of and radically change how we think about productivity and creativity. 

Over the 30 years (and I still can’t believe it’s been that long) I’ve been in this industry, I’ve seen the technology function move from the outside to the core of the business.  What we’re seeing now is the culmination of that. The technology will do all the technology stuff without a human in the way, therefore the technology leader of today and tomorrow needs to harness that power and work with everyone, at every level of the business, to drive that innovation. 

The reality is that I can’t tell you where AI will take us and what benefits it will bring.  I can predict what we will in healthcare may do in 2025 with it, but even then, if you ask me to look back in 12 months’ time, I bet I’ve got it wrong.

RJ: Finally, Mike, as someone with extensive leadership experience, what key traits remain that all leaders should remember?

MC: Integrity, honesty, curiosity, resilience and humour.  Trust and be trusted.  And really understand the importance of what you are doing.  Of course delivering is important, as is good decision making and all those other hygiene factors but for the vast majority of us, no one will die if you make a mistake or get it wrong. So, while what you are doing is important – you wouldn’t be doing it otherwise – it’s not life or death.  Tomorrow will happen regardless.  Be humble, take care of yourself and take care of your teams.  Treat them with respect and decency.  And take on every day with a smile – especially when everything is going wrong.

End of Q&A.

 Key Takeaways:

• Leadership has shifted from a top-down approach to one of collaboration and adaptability. It’s no longer just about technical skills—leaders need a deep understanding of business dynamics and how to navigate change effectively.
• Building strong, high-performing tech teams means creating a culture of autonomy, purpose, and psychological safety. Inclusive teams, in particular, are 6 times more likely to drive innovation and outperform their peers.
• Upskilling isn’t just an option—it’s essential. With 93% of companies struggling to retain talent and facing skill gaps, staying ahead of technological advancements is more important than ever.
• Embracing neurodiversity can significantly boost performance by promoting clear communication, flexibility, and psychological safety. Teams that prioritise diversity are 45% more likely to experience increased profitability.
• As AI continues to reshape the tech landscape, leaders must strike a balance between innovation and ethical responsibility.

Reflecting on these insights, what stands out is the human element of leadership—leading with authenticity, care, and a genuine focus on your team’s well-being. Whether it’s upskilling, helping to create environments that support neurodiverse perspectives, or redefining your role in a collaborative environment, there’s always room for growth.

Finally, a big thank you to Mike for sharing his insights and wisdom.

To everyone reading this, I’d love to hear your thoughts—what stood out to you the most? How will you apply these takeaways to your own leadership journey?

ABOUT MIKE:

Mike Cadden is a highly accomplished technology leader with over 30 years of experience driving innovation and leading digital transformation across various industries. Currently serving as the Chief Information Officer (CIO) at Marie Curie, Mike brings a wealth of expertise in building and managing high-performing teams, fostering diversity, and navigating the challenges of a rapidly evolving tech landscape.

Mike has held key leadership roles in both private and public sectors, where he has successfully driven business growth and digital advancement. His dedication to promoting inclusive work environments and encouraging psychological safety has led to the creation of teams that are agile, innovative, and highly collaborative.

Connect with Mike here - (1) Mike Cadden MBA | LinkedIn

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