Technology has become more embedded in healthcare, business and public services across the world. It has created demand for professionals who can connect technical systems with the people and processes that rely on them. For women entering the technology field, that changing landscape has also opened opportunities to build careers across areas that were once more narrowly defined.

For Ogheneruona Ajuyasono, that journey began with an interest in computers that developed into a curiosity about how technology could solve practical problems. She went on to study Computer Science at Delta State University. Upon graduation in 2016, she began to build experience across IT support, systems administration, enterprise resource planning, software delivery and healthcare technology.

“I was a very curious girl growing up, especially about computers. With time, I realised I wanted to know how they could solve real-life problems. It became a passion, and that led me into IT project management and healthcare technology,” she said.

Her career has since taken her beyond the technical side of information systems into project coordination and delivery, where understanding how people use technology is as significant as understanding how the technology works. Working across different environments has exposed her to the challenges involved in implementing systems, gathering requirements, coordinating technical teams and ensuring that new technologies fit existing workflows.

That experience has become relevant in healthcare, where digital systems support processes ranging from patient information management to tracking treatment pathways and monitoring waiting times. It has also given Ajuyasono a perspective on a recurring challenge in technology projects: the gap that can emerge between a system’s technical design and the needs of the people expected to use it.

She brings a rare blend of academic firepower, holding credentials in Information Technology from the University of Derby in the United Kingdom. Together with her professional experience, the progression further demonstrates a career that has moved from hands-on technical support towards project management and technology implementation.

Today, Ajuyasono works as an IT Project Coordinator supporting digital patient-tracking systems at University Hospitals of Derby and Burton NHS Foundation Trust, while also working as an IT Project Manager with RiTem Recruitment Ltd. At Royal Derby Hospital, her work includes coordinating a technical administrative team, maintaining digital patient-tracking systems and helping to ensure the accuracy of information used in referral-to-treatment reporting.

The work is largely behind the scenes, but it illustrates the range of roles involved in keeping digital systems within essential public services running effectively.

The NHS is one of Britain’s largest employers. NHS England reported 1,377,448 full-time equivalent staff across NHS trusts and other core organisations in December 2025, with the total workforce exceeding 1.54 million by headcount. The workforce extends beyond doctors and nurses to include scientific, technical, administrative and digital professionals involved in the operation of the health service.

Behind a digital patient pathway is a chain of systems, processes and people. Information has to be entered correctly, records checked, reports generated and discrepancies identified. Different systems must exchange information, while staff need to understand how the technology relates to the processes they perform.

Ajuyasono’s current role sits within that chain. Her healthcare work involves reviewing system-generated Patient Tracking Lists, identifying workflow bottlenecks and coordinating corrections between IT and clinical systems. She also works with electronic health records and clinic correspondence to validate information and maintain accurate, audit-ready pathway databases.

The work also illustrates that a career in technology does not necessarily mean writing software. Technology organisations require people who can manage projects, analyse requirements, coordinate teams, test systems, document processes, administer infrastructure, protect data and support the implementation of new platforms.

For people entering the sector, that wider range of roles can be significant. Technical terminology can make the industry appear more specialised than it is. Agile, Scrum, ERP, SDLC, quality assurance, systems integration, stakeholder management and data compliance describe different areas of work that often overlap during a technology project.

The question of who gets access to these careers has also received more attention in Britain. In 2023, women accounted for an estimated 26 per cent of the UK technology workforce, while their representation in leadership positions was considerably lower, at about 5 per cent. These figures point to a gap not only in participation but also in progression within the sector.

Access to technology careers is influenced by more than technical ability. Early opportunities, professional networks, practical experience and familiarity with recruitment and workplace expectations can all affect how people enter and progress within the industry.

This can be particularly relevant for internationally trained professionals. Qualifications and experience gained in one country do not always translate directly into the conventions of another labour market. Candidates may also have to become familiar with local recruitment practices, professional terminology, workplace expectations and routes to professional development.

Ajuyasono’s education and career have taken place across Nigeria and the United Kingdom. She earned a BSc in Computer Science from Delta State University before completing an MSc in Computer Science at the University of Ibadan. She later obtained an MSc in Information Technology from the University of Derby in the UK.

Her professional experience developed alongside her academic training. She began as an IT Support Technician and Systems Administrator in a telemedicine environment, supporting technology infrastructure and networked communication systems used to connect healthcare professionals and patients.

She subsequently moved into ERP systems implementation, coordinating technical teams and stakeholders involved in the introduction and integration of enterprise systems. The role required an understanding of both the technology and the organisational processes that the technology was intended to support.

By 2023, her work had expanded into IT project management. Her responsibilities included software development lifecycle management, requirements gathering, sprint planning, stakeholder engagement, quality assurance and deployment.

In one project, she coordinated the development, quality assurance and deployment of a minimum viable product and reported a 20 per cent improvement in adherence to project timelines. She also used sprint metrics and Kanban processes to monitor task completion and development workflows.

The progression reflects a shift from maintaining systems to coordinating how systems are developed and introduced. It also highlights an increasingly important part of technology project management: translating between technical teams and the people who will ultimately use the system.

That relationship becomes particularly important in healthcare, where a technically functional system may still create problems if it does not fit existing workflows or if users are not adequately prepared for its introduction.

Her experience in healthcare, ERP implementation and software delivery has therefore exposed her to different sides of technology implementation. In each setting, the technical system forms only part of the project. Requirements have to be understood, users consulted, risks identified, testing completed and changes managed before and after deployment.

Alongside her degrees, Ajuyasono has undertaken training in project management and business analysis and completed CPD-accredited training in NHS Project Change and Management.

Her professional record also includes reported improvements in workflow efficiency, project delivery, stakeholder satisfaction, requirements clarity and defect reduction. These measures provide one way of assessing project performance, although the effectiveness of a technology implementation ultimately depends on whether the system performs reliably and meets the needs for which it was introduced.

The broader technology workforce reflects this diversity of responsibilities. Software developers and engineers remain central to digital development, but project managers, business analysts, systems administrators, data specialists, quality assurance professionals and implementation teams also determine whether technology can function effectively within an organisation.

As artificial intelligence, automation, cloud computing and digital healthcare continue to reshape workplaces, the boundaries between these roles are likely to evolve further. Technical knowledge will remain important, but so will the ability to understand organisational processes, communicate across disciplines and manage the transition from an existing system to a new one.

For those considering a career in technology, this means that the route into the sector is not necessarily defined by a single job title or technical specialism. Computer science, systems administration, business analysis, project management, data, quality assurance and technical support can all provide different entry points into the wider technology ecosystem.

Ajuyasono’s career, from systems administration and telemedicine support to ERP implementation, software delivery and healthcare IT, provides one example of how those roles can intersect as a career develops.