Melanie Evans is the kind of leader who makes change feel not just possible, but personal.
She’s delivered high-stakes digital transformations across telcos, infrastructure giants, and critical industries, all while centering people, purpose, and practical action. Her leadership philosophy? Courage and kindness go hand in hand.
From surviving a traumatic birth experience with her daughter to reshaping entire tech organisations with resilience at their core, Evans brings radical empathy to the boardroom and the breakroom alike.
In this Close-Up, we talk about why real transformation starts with trust, how she mentors emerging talent into bold new careers, and what it takes to lead through complexity without losing your centre.
Evans’ story is one of reinvention, resolve — and a reminder that even in the toughest moments, it’s connection that moves us forward.
Let’s go back to the beginning — where were you born and raised, and what kind of kid were you?
I grew up in ‘the Shire’ in Sydney. I was a bigger dreamer, believing I could do anything if I put my mind to it.
Growing up, what did you imagine you’d be doing one day? Were there early sparks of strategy or leadership in your world?
I was convinced in primary school I would be the next Kylie Minogue! As I progressed in high school, I was really interested in business.
You started out in loyalty and marketing before moving into tech, transformation, and board roles. What drew you into technology — and what’s kept you here?
Yes, I did a Master’s in Marketing and loved working in the field. But I’ve got the people around me—and the company I was with at the time, Telstra—to thank for encouraging me to explore other paths. That’s how I found my passion for transformation and change.
After taking a break when I had my little girl, I decided to pursue a career in technology. I’ve stayed in tech ever since—because of the amazing people and the fact that it changes every day!
Your career has spanned consulting and executive roles — from Partner at KPMG to senior leadership at Telstra and Ventia. What have been the defining inflection points in your journey?
I’d say it’s the moments when you’re facing complex challenges with no clear answers, but as a leader, you have to find a way forward.
It’s also the times when the people around me have lifted me up, supported me, and helped me find the courage to stay true to myself, even when things were tough.
And most importantly, it’s seeing others become the best version of themselves and achieve things they never thought possible. Being part of that journey—and supporting others along the way—gives me so much energy and joy.
You’ve led large-scale digital transformations across high-stakes sectors like infrastructure, telecommunications, and industrials. What’s your go-to approach when everything feels complex and the stakes are high?
I lead by example, with my values—courage and kindness—front and centre in everything I do. My team always knows: I’ve got their back.
I trust them to bring forward different ideas and encourage everyone to have a voice. I listen, support, and help work through the best outcome for the business.
And above all: communication, communication, communication!
Many leaders talk about ‘bringing people on the journey.’ What does that look like in practice for you — especially during periods of intense change?
It’s about being open and honest as much as you can. And if you can’t disclose something to just say you can’t. People can see through leaders who are not transparent.
Making time, more time than usual to listen and help others process the change and what it means for them.
Even if you need to make the tough decisions and implement the change, you can do this together with your team so that you are all going on the journey. And importantly, it’s a lot for the leader, so don’t under-estimate the change impact on yourself and how you are putting in place the supports for you so that you can do what you need to do.
Your LinkedIn summary mentions thriving in fast-moving environments where clarity and decisive action are critical. What tools or habits help you lead through ambiguity?
I’ve been told I have a high executive function and I do often move at a very fast pace. I’m very aware of this and practise being focused and present and make conscious decisions to ensure I’m in the moment.
I practise gratefulness journaling every day and I have conversations with my daughter about the little things we are grateful for. I also practise mindfulness and positive affirmations – my daughter and I share our affirmation each morning together to set up the day well.
I use techniques to manage my energy going into challenging meetings and ensure I have space either side and the ‘square’ breathing technique is very effective.
The greater the ambiguity, the more space you need to think—so you can show up as the leader your team needs. Creating that space is essential for thinking both broadly and deeply, and for truly listening to your team, partners, and colleagues.
You’re known for your people-first leadership style. What’s one leadership lesson you had to learn the hard way — and one you’re most proud of passing on?
When I stepped into one of my first people leader roles, I didn’t fully understand the importance and impact of truly getting to know your people. My initial focus was on driving outcomes—my way. But not everyone is like me, and everyone brings value in different ways. Taking the time to understand people has been one of the biggest lessons I’ve carried with me ever since.
I’m most proud of being able to help others. I lean in, get to know people, and genuinely want to support them in growing and becoming better versions of themselves. It’s not just lip service—I take the time to engage at all levels and make myself available to anyone who asks. (Maybe too much so!)
One of my proudest moments was when we won the CIO50 Team Award for Culture. It showcased the investment we made in tackling burnout in tech—especially in a team that’s always on and deeply committed to making a difference.
For me, it’s also about modelling good practices around energy and wellbeing. The job will always be there—but leaving people better, healthier, and more supported? That’s what matters most.
As a mum to a young daughter, you’ve said, “you can absolutely have it all — just not always at the same time.” How has becoming a parent shaped your leadership and perspective on balance?
My daughter, Kennedy, came into the world at just 1.23kg at 29 weeks and I had a life and death birth experience which was pretty dramatic and we spent three months in hospital before we came home. I saw so much during that time about how complex it actually is when it comes to bringing little people into the world. I’m so grateful that my daughter just needed time to grow; however, it hasn’t been easy and everyday she is faced with challenges relating to ADHD and anxiety, But she is a very talented dancer, singer and performer and I’m so proud of her – and you can see she feels every bit of the music when she performs.
I’ve definitely become more sensitive to the challenges that people face in life whether it’s with children, older parents or family and I’m very much a leader that will support people through whatever they need and give them the flexibility to be with their people when they need to be. Work can wait. The culture I established in my leadership team was to check in each week on the personal side so that we are all aware of what is happening and it creates a level of care for each other, and if someone is struggling or something is happening, we all help each other.
I like the idea of “having it all,” but one thing I’ve learned personally is that you can only truly focus on so many things at once, depending on the season of life you’re in.
For me, having it all means looking at your whole life—not just one part. You might be excelling at work, but if things are falling apart at home or you’re neglecting your own wellbeing, then something’s off balance.
It’s never going to be perfect—there will always be ups and downs—but what matters is making conscious choices about when to take on more and when to step back. I’ve learned to do this proactively, both for myself and my family. I’ve chosen when to pursue extra roles or further study, and I’ve also chosen when to scale back—so I can create the space to be the best version of myself across all areas of life.
You’re passionate about mentoring the next generation. What do you look for in emerging leaders — and what advice do you give them most often?
I value passion and a willingness to learn and grow. I’ll go out of my way to bring people into the team and even create roles to support them on their journey.
I once had the pleasure of meeting a wonderful young woman from a completely different profession who was eager to get into cyber. She had already completed some courses and showed a real commitment to learning. We brought her in initially for a broader tech project coordination role, which she absolutely excelled at. From there, we were able to create a position for her within the cyber team, focused on education and awareness across the organisation. She thrived again—because she was passionate, curious, and eager to grow.
The advice I’d give? Be willing to give things a go. Show your curiosity, your commitment to learning, and invest in yourself. That mindset can open doors.
You’ve helped reshape organisations for growth and resilience. What does a “resilient” tech organisation actually look like in 2025?
I think a resilient tech organisation has competencies across people, process, tech, data, governance and ongoing service management. This applies across the tech value chain regardless of whether it’s an application, infrastructure, a service, data, AI or cyber or any tech capability.
The fundamentals and strong governance are so important from how you manage your demand through to how you supply your services.
Communication and relationships with a deep understanding of the business is critical. A tech strategy should be completely embedded into the business strategy.
As a leader you need to be open to change, flexible and create resilience across the team so that you can deliver quality services that are secure, and also so you are seen as someone who can adapt and change and put in the appropriate guardrails, but not be a blocker.
With the pace of technological change only accelerating, having strong governance in place is more important than ever. It’s what enables you to harness innovation effectively—allowing the business to grow, stay competitive, and confidently embrace the latest technologies.
You’ve worked at the intersection of digital, cyber, marketing, and enterprise strategy. What tech trend are you personally most excited about right now — and which one should we be paying more attention to?
For me, the thing that I’m most interested in is the true integration of tech and physical, and how that will work moving forward in our workforce and in our broader day to day lives.
We need to be investing now in educating both the next generation and our existing workforce on how to get the most out of technology. Prompt engineering is a great example—alongside the importance of teaching critical thinking skills.
The ability to question and understand the logic behind technology will be essential to ensuring the integrity of our work remains trusted and reliable.
With AI, cyber risk, and innovation climbing the agenda, what should boards and executives be thinking differently about?
Boards need to be focused to ensure the governance and guardrails are in place and making the investment now to clean up their data and ensure it has the right security wrapped around it.
As technology continues to advance, it’s critical to have the right governance, standards, and confidence in place—so you can apply technology responsibly for both your customers and your people.
Executives need to be focused on moving away from the hype and reviewing their business operating models to determine the best investment opportunities to drive competitive advantage and allow their people to use the latest technology to create innovation. The tech team needs to work hand in hand with the business to put in the appropriate guardrails to support the business opportunities.
You’re currently exploring board opportunities. What kind of challenges or sectors are you most interested in contributing to from the boardroom?
I’m most interested in industries where there’s significant investment in technology, alongside important regulatory considerations.
It’s a fascinating space—where the pace of technological change continues to accelerate, and at the same time, we must ensure the right governance, guardrails, and regulations are in place. Balancing responsible use and security with ongoing innovation is essential as we move forward.
How do you stay sharp and current in such a fast-evolving space? Are there particular books, podcasts, or people that fuel your thinking?
I live so close to the city that a podcast needs to be just a few minutes long for me to catch it on my commute. Admittedly, I haven’t really gotten into podcasts until now that I’ve had space and usually do it whilst walking the dog!
I regularly read a range of business and technology publications, including AICD, Harvard Business Review, MIT, the Australian Financial Review, and international outlets like The Wall Street Journal. I also keep a close eye on the major tech hyperscalers—their investments, roadmaps, and innovations. Partnering with tech companies has taught me a lot about where the industry is heading.
I’m currently listening to Diary of a CEO, which has helped me go back to basics with goal setting — across who I want to be, what I want to have, and how I want to feel.
When life gets busy, it’s easy to lose sight of what truly drives us. Steven Bartlett’s raw honesty in sharing the thoughts from his diary is a refreshing reminder to pause, reflect, and reconnect with those foundations.
Staying connected with industry peers is another invaluable way to stay up to date. I often meet with other CIOs to talk through our opportunities and challenges. It’s a very collaborative community, and that’s what I love most about being in tech.
I also find that travelling overseas to meet and collaborate with global tech leaders is incredibly important. You gain insights into how other jurisdictions are approaching innovation and safety—and it’s fun too!
What’s a fun or unexpected fact about you that people might be surprised to learn?
I absolutely love music. I used to play piano when I was younger and didn’t appreciate it as much then, but I’ve always got music going in my house and often singing away! It’s my happy place!
When are you most in flow — deep in strategy, mid-transformation, or mentoring a future leader?
Mid transformation or anything with transformation really! I’m a change agent and love it.
What are your top priorities — professionally or personally — over the next 12 months?
After you’ve been in a demanding role for a period of time, it’s important to re-charge and so I’m getting fit and creating a sustainable routine for when I start back in my next role. I’m also focused on being there for my daughter in a time of change – her first year of high school, so she is best equipped and feeling supported with her journey.
And finally, reflection and growth. One of the most valuable parts of an executive role is learning what you’d do differently next time. There’s always an opportunity to grow—and that’s a key personal priority for me over the next 12 months: to keep evolving, be the best I can be, and stay true to who I am along the way.