Exit interview: Victoria MacLennan bows out from IT Professionals NZ
After three and a half years leading IT Professionals, business founder, digital equity advocate, and government advisor Victoria MacLennan is stepping down from the CEO role after a busy period of transformation for the tech sector - and for ITP NZ.
As Vic prepares to embark on a well-earned break featuring European travel, Tech Blog caught up with her to reflect on her time in the role, the NZ tech scene, and her ongoing passion for developing a skilled tech workforce…
“On one hand we punch above our weight in talent and creativity—but we’re falling behind in strategic investment.“
Looking back at your time as CEO of ITPNZ, what do you see as the biggest achievements under your leadership?
When I joined ITP, it was a brilliant organisation with deep roots in the tech community, but to be frank, it was living beyond its means. Refactoring the organisation—financially, structurally, and strategically—has been a tough but necessary journey.
More personally, the best part has been meeting and connecting with members from across the motu. I’ve loved shining a light on the incredible diversity that already exists within our sector—even though we still have a long way to go to truly change the face of the industry.
You’ve been a strong advocate for tech workforce policy, what progress has been made in addressing New Zealand’s digital skills shortage during your tenure?
I’ve been focused on this mahi for 15 years now. We’ve made some headway, particularly in raising awareness and building momentum behind structured career pathways, and better data around tech workforce needs. But we’re swimming against a tide of poor policy decisions, we are still talking about digital tech apprenticeships and cadetships 15 years later for instance.
Meanwhile our education system is going backwards—fewer tamariki are studying STEM subjects every year. And meanwhile, young people trained here are moving to Australia in droves, drawn by better pay and greater opportunities as a result of a government that is genuinely investing in digital skills.
Where do you think the sector, government, and ITPNZ still have the most work to do in shaping a sustainable and diverse tech workforce?
As a sector we have a long way to go, we need to keep pushing for inclusive hiring practices, genuine diversity efforts, and not always looking to hire the perfectly formed senior – we need to invest in entry level roles and developing capability.
I wish our government would wake up and recognise digital technology as a critical enabler of our economy—not just a cost centre. Right now, the lack of support is not just disappointing; it’s irresponsible. We are squandering an opportunity to reinvent our economy and reframe our nation’s future.
The industry has been vocal about gaps in education and training—what initiatives from ITPNZ do you feel had the most real-world impact on preparing people for tech careers?
Our mentoring programmes, especially for students and career changers, have had a huge impact. This year we have had a huge increase in members looking for support via a mentor. I get the most amazing feedback from people on how these relationships have helped shape career pivots, or training outcomes, or navigating difficult situations in the workplace, or taking a brave next step.
We've also put serious effort into workforce development advocacy—usually behind the scenes, but always with the goal of improving outcomes and ensuring digital tech is baked into every industry.
How well is New Zealand positioned globally when it comes to digital skills, standards, and professionalism compared to other countries you’ve observed?
On one hand we punch above our weight in talent and creativity—but we’re falling behind in strategic investment. Australia is a great example: they’ve recognised digital tech as critical infrastructure and are acting accordingly. Here, we’re still having to explain to government why tech matters. That gap in mindset, more than capability, is what puts us at risk of losing our edge.
Diversity, equity, and inclusion have been recurring themes in your advocacy—what gains have been made, and what structural barriers do you think remain?
We have certainly made some real gains in visibility and awareness. There are more wahine in tech leadership, more rangatahi entering non-traditional pathways, and more open conversations about inclusion and belonging. But structural barriers persist: pay gaps, career progression inequities, narrow minded managers and a pipeline problem that starts at school and compounds all the way through. I want everyone to understand that DEI and belonging shouldn’t be optional side projects—these have to be embedded in everything we do.
The tech sector is often seen as fast-moving while policymaking can be slow. How did you balance pushing for immediate needs versus long-term change in your dealings with government and industry?
Honestly? It’s a constant tension. You’ve got to juggle short-term pragmatism with long-term vision—and that’s not easy when policy change moves at a glacial pace compared to the speed of innovation. That’s why I’ve always tried to play the long game: keep showing up to the meetings, make the submissions, help shape the strategy, and never stop reminding decision-makers that digital is not optional—it’s foundational.
But we don’t always help ourselves as an industry. We’re fragmented. There are too many silos, too many egos. It’s frustrating to watch tech-bros with narrow agendas dominate the conversation, chasing short-term wins for their businesses without thinking about the bigger picture—the workforce, the public good, the sustainability of the sector.
To make real change, we need a more united voice. We need industry groups, educators, employers, and professionals all rowing in the same direction, not just lobbying for their own slice of the pie. That’s part of why I’ve pushed so hard on the importance of workforce development, standards, and shared frameworks. Because if we don’t sort ourselves out internally, we can’t expect government to take us seriously—or to know where to invest.
What do you think ITPNZ should prioritise to build on your legacy and keep momentum going?
Keep evolving. Stay fiercely member-focused. Make space for emerging voices and keep pushing to be relevant to the full breadth of roles in our profession—from project managers and product people to UI/UX specialists and customer support teams. It’s not just about programmers and sysadmins anymore, and our professional body needs to reflect that.
We have the most amazing President in Jamie, a brilliant Deputy President in Izzi, and a fresh mix of members who are already helping shape the focus and break down some of the sacred cows. That energy and openness to change is exactly what ITP needs to keep growing.
We also need to stay bold—especially in how we advocate for our sector. The silence from government can’t go unchallenged. We need to continue calling for investment in digital capability, better workforce planning, and policy that recognises the critical role digital plays in our economy and our future.
On a personal level, what have you learned about leadership from guiding a professional body through challenges such as rapid tech change, Covid’s impacts, and workforce pressures?
I’ve learned that leadership isn’t just about strategy and execution—it’s about resilience. And as a woman in a public-facing tech role, that resilience has been tested constantly.
When I started including Te Reo Māori in our newsletters, I was shocked by the level of abuse that followed. The hostility came fast, and it was vicious—keyboard warriors emboldened by anonymity and, frankly, by the tone being set by parts of this government. It felt like there was a segment of society determined to marginalise women, to shout us down if we dared to share a progressive voice.
This is something far too many women experience, especially those who speak out. It’s exhausting to push through the constant barrage of criticism—most of it personal, rarely constructive. But I kept going. Because leadership means doing what’s right even when it’s hard, and because I believe so deeply in building a digital technology profession that is inclusive, diverse, and grounded in Aotearoa’s values.
I’ve also learned the importance of community. For every troll, there were a dozen members who reached out with kindness, encouragement, and aroha. That’s what sustained me. And that’s what leadership in our sector needs more of—compassion, courage, and a willingness to stand up for what matters.
And finally, what’s next for you? Do you see yourself staying within the tech sector, shifting to other areas of advocacy, or taking some time to recharge before the next chapter?
I’m taking a proper break—finally giving myself a career gap on my CV and heading overseas for a while. But I’ll be back, refreshed and reinvigorated. There's so much more we can do to shape a better future for Aotearoa. I’m just taking a breath, rebuilding my energy and refocusing before diving into whatever comes next.
