“I like to tell people that Iggle Piggle works on my team!” says Purvi Kay with a grin, during our meeting in the bustling press room at InfoSec Europe, the annual cybersecurity event hosted at London’s Excel Centre. BAE Systems’ head of cyber security for FCAS is referring to a colleague who was once the […]
“I like to tell people that Iggle Piggle works on my team!” says Purvi Kay with a grin, during our meeting in the bustling press room at InfoSec Europe, the annual cybersecurity event hosted at London’s Excel Centre.
BAE Systems’ head of cyber security for FCAS is referring to a colleague who was once the costumed star of the children’s TV show In the Night Garden—and is now thriving as a cybersecurity assurance analyst.
“There are so many transferable skills in cyber,” she adds, as she reflects on the unconventional routes people take into the sector. Kay’s own journey into cybersecurity was equally unexpected.
A chartered engineer by training, she began her career at the Ministry of Defence working on Typhoon fighter jets. But in 2012, seeking new challenges, she took a secondment at an intelligence agency. “It was an accident!” she laughs. “I thought they’d made a mistake—I was an engineer!”
It was the year of the London Olympics, and with cyber security an emerging field, organisations were urgently assembling teams to protect critical national infrastructure. Kay was told it was her “transferable skills and attitude” that counted—they would provide the technical knowledge she lacked. A secondment that was meant to last two years became a new career.
Kay has never looked back. Over 14 years in government cyber roles—including policy, training, and recruitment—she developed a passion for building diverse teams and nurturing new talent. In 2022, she joined BAE Systems, where she now oversees cyber security governance for the Future of Combat Air Systems. “It’s a digital platform, so we need rigorous protection for those digital assets,” she says.
Rethinking recruitment
What sets Kay apart is not just her technical expertise but her commitment to opening doors for others. One of her proudest achievements was launching a government pilot cyber apprenticeship scheme during her time at HMRC. The goal was bold: to completely rethink how apprentices were recruited into government cyber roles, with a particular focus on inclusion and support for neurodivergent candidates.
“I had six months to deliver it, as I was about to go on maternity leave—I was three months pregnant when I started the project,” she recalls. The scheme became a vital pipeline for talent, demonstrating that fresh thinking in recruitment can have lasting impact.
Neurodiversity, Kay argues, is not just an inclusion goal—it’s essential for building resilient cyber teams. “Neurodivergent people are great at pattern thinking, which is critical in cyber, where you can be looking at reams and reams of code. Depending on the condition, they can hyperfocus on complex problems where others might lose patience. I passionately believe that we’re stronger with diverse teams.”
Iggle Piggle in kids TV show In the Night Garden: one of the actors is now a cyber assurance analyst on Kay’s team
Her current team reflects this ethos, including career changers from the NHS, homecare, and even the circus. What matters most, she says, isn’t whether someone arrives with technical skills—those can be taught—but whether they bring strengths like communication, organisation, and the ability to translate complex information into plain English.
Kay is forthright about what she sees as the biggest barrier to filling cyber roles: not a talent shortage, but a failure to adapt to diverse ways of working.
“There’s a pool of people who want to work in cyber, especially neurodivergent professionals, but we’re not tapping into them because they don’t fit traditional working cultures. Maybe they prefer home working or don’t like small talk—so what? A shift in thinking is needed.”
She urges employers to rethink recruitment processes. “The traditional CV sift doesn’t work for everyone. If someone’s neurodivergent, presenting themselves in a certain way may not be their strength—but can they do the job? Give them a practical task. That’s where they’ll shine.”
Women in Cyber
At BAE, Kay chairs the Women in Cyber programme, supported at the highest levels by the company’s CISO and CIO, Dr Mary Haigh.
The initiative focuses on attraction, retention, and progression—offering mentoring, sponsorship, reverse mentoring schemes, and return-to-work policies designed to help women not just join but thrive.
The company has set ambitious targets: 30% women in the UK workforce by 2030, 50% female executive committee representation, and senior leaders accountable for driving progress.
BAE’s track record offers cause for optimism. Women have risen to significant leadership roles, including Johanna Hutchinson, appointed chief data officer in 2023, and Mivy James, the former digital transformation director who is now chief technology officer for UK Defence.
“We have great senior female role models,” Kay notes. “And if you can see it, you can be it.”
Yet she knows there is more to do. Too often, the pipeline leaks at middle management level, particularly when women return from career breaks. “We need to stop just talking about diversity and start doing. Put initiatives in place that not only bring women in but help them progress.”
Kay is determined to challenge outdated perceptions of cyber careers. “People still think it’s hoodies and dark rooms—but it’s not all technical. We need people who understand geopolitics, people who can communicate risk clearly, people who can manage stakeholders. There’s a place for everyone.”
Communication skills, she adds, are critical at board level. “Without women on the board, you risk having technical explanations full of jargon. Women are brilliant at cutting through that and helping decision-makers see what really matters.”
Leadership, she says, must also evolve. “There’s this perception that a CISO has to be robust, strong—that masculine idea. We need to show that women can do these roles too. We have senior women at BAE— so many great role models. We just need to show them more.”
Leadership style
Kay’s own leadership style is shaped by balance and trust. Despite her senior role, she has worked compressed hours for the past eight years. “It’s about setting expectations with your managers and showing you can deliver. I have a high-performing team that I empower—no micromanaging. That gives me space to focus on the strategic work.”
She’s clear that work-life balance starts at home. “If you’re not happy at home, you won’t be happy at work. I couldn’t do what I do without a supportive partner. Workplaces need to offer flexibility for everyone—women and men—so people can thrive.”
For those considering a career in cyber, Kay’s advice is practical. She points to the UK Cyber Security Council’s website as a good starting point for exploring pathways and learning. And she encourages aspiring professionals to connect: “Reach out to cyber professionals on LinkedIn. Ask them about their journey. People want to help. Get a mentor.”
What keeps her inspired is the variety—and the sense of purpose. “No two days are the same. I might shift from strategic thinking to firefighting and back again. That variety keeps me engaged. And when you get it right in cyber, you’re protecting everyone—because everything these days depends on the internet. It’s not just about big defence companies. Cyber affects everyone’s daily life.”
Her final message is simple but powerful: “Be bold. There’s a place for you in cyber. The technical stuff—you can learn it. Don’t let it put you off.”
TechInspired’s key takeaways
💡 1. Transferable skills matter more than a linear career path.
Cybersecurity isn’t just for coders or lifelong techies. Skills like problem-solving, communication, organisation, and the ability to simplify complexity are as vital as technical knowledge
💡 2. Neurodiversity strengthens cyber teams.
Pattern recognition, focus on detail, and creative problem-solving are superpowers in cybersecurity—and often found in neurodivergent professionals. Tapping into this talent means rethinking recruitment and workplace culture to ensure its genuinely inclusive
💡 3. Diversity initiatives must move beyond words to action.
Hiring more women into cyber is just the start. Real progress requires mentoring, sponsorship, flexible working, and leadership accountability—especially at that crucial middle-management stage where too many drop out
💡 4. There’s a place for everyone in cyber.
Cybersecurity teams need strategists, communicators, risk managers, and relationship-builders as much as technical specialists. Don’t be put off if you don’t tick every technical box—you can learn those skills. What counts is curiosity, courage, and a willingness to make a difference.
