Rebecca Meli: Leadership Tips from a Hands-On CTO

From building computers at 16 to leading major organisational transformations as a Chief Technology Officer, Rebecca has crafted a career grounded in technical depth, leadership resilience, and a strong people-first philosophy. With over two decades of experience spanning IT support, infrastructure, team leadership, and strategic transformation, Rebecca’s journey is defined by her belief that technical credibility, clear communication, and adaptability are core to effective leadership in tech.

In this Women in Leadership feature, Rebecca reflects on her career, her commitment to staying hands-on, and the leadership lessons she’s learnt through navigating change, empowering teams, and fostering inclusive and resilient tech cultures.

Early Life and Entry into Tech

You've had an impressive journey, from IT support to CTO. Could you give us a quick synopsis of your career path?

My fascination with technology started early. I even had my first business at 16, building computers. This passion was further nurtured when I was identified as gifted and talented in IT at school, leading to a specialised curriculum and external courses. I was always curious and hands-on; my dad would help me source parts, and I'd build and sell computers with a small markup of like $25.

Career Progression and Embracing Leadership

How did your early career choices shape your path to becoming a CTO, and why do you believe it's important for tech leaders to stay hands-on?

After high school, my learning style, which is more about doing than traditional studying, led me to TAFE instead of university. Through connections there, I landed an interview at Datacom. I believe being female in a male-dominated field at the time was a factor, but my attitude and foundational knowledge secured the role. Datacom was an incredible learning ground.

From there, my career progressed naturally. I moved to Fujitsu and realised my aptitude for leading technical teams. Subsequent roles saw me take on increasing leadership responsibilities. Becoming a CTO was a long-held dream, one I'd even written down. When I was offered my first CTO role, it felt like a culmination of that ambition. A core belief of mine is that to effectively lead technical teams, you must remain technical yourself. While some non-technical leaders succeed, I find it crucial for guiding teams effectively, especially with the rapid pace of technological change we're seeing. Senior leaders who've been hands-off for too long are struggling to keep up.

Staying Current in a Fast-Paced Tech World

How do you manage to stay updated with such a fast-changing tech landscape?

It's a constant balance. I hire subject matter experts who are more specialised than I am in specific areas - and they should be. Open communication and actively listening to my team are vital; they often bring emerging technologies and great ideas to the forefront. Personally, I structure my week to include dedicated time for learning: reading tech and business articles and listening to tech podcasts. If I miss these targets, I double up the following week to hold myself accountable. Consistency is key; I even have a tattoo that says "consistency." I use a bullet journal to plan my week across health, career development, and work tasks, focusing on achievable progress. My job isn't to know everything but to know enough to support my team and apply technologies that drive business efficiency and optimisation.

Team Structure and Hands-On Transformation

Can you describe your current team structure and your approach when joining a new organisation?

Currently, everyone reports directly to me. This flat structure is intentional, especially when I join organisations where technology has been underperforming and requires transformation. It allows me to get to know my team intimately, their strengths, weaknesses, and how they need to be managed. I focus on leveraging their strengths rather than dwelling on weaknesses, unless a particular gap is critically impacting the business.

This initial flat structure helps me understand the existing dynamics and design the right future structure. In organisations that previously lacked a proper tech hierarchy, this approach is generally well-received as it's seen as a temporary phase during transformation. For now, especially with the scale of transformation needed, I remain hands-on and "on the tools". This helps me understand the team's challenges firsthand and drive change more effectively because I have the data and evidence to support their feedback. This hands-on approach, I believe, earns respect and shows the team you're willing to be in the trenches with them. My previous CTO at Choice was very hands-on and technical, and I deeply respected that, shaping my own leadership style.

The Importance of Communication and Team Culture

That level of engagement must foster strong team communication. Right?

Absolutely. Communication is paramount. I encourage a culture where everyone, including remote team members, greets each other daily. We have channels for informal conversations, like our "big coffee conversation", which helps build rapport and team cohesion. Small gestures, like acknowledging people by name when they leave for the day, make a significant difference. I also believe in showing appreciation for my team's sacrifices, especially during high-pressure situations like major outages or changes. I’ve ordered meals for their families during late-night work, as a token of gratitude for their commitment.

Driving Comprehensive Organisational Transformation

You mentioned transformations. What’s your approach to tackling large transformations?

My approach involves categorising tasks: quick wins, surface value items, and then the larger, strategic projects. This multi-pronged approach ensures continuous progress. The business wants technology to be an enabler, not a burden, and that’s my goal. We're not jumping on every trend like AI just yet; the foundations need to be solid first, garbage in, garbage out.

Hiring Philosophy: Attitude and Fit Over Credentials

What skills do you prioritise when hiring for your technology teams?

It varies by role. Customer-facing roles require strong soft skills. For backend experts, deep technical expertise is non-negotiable. However, my primary focus is on how an individual will fit into the team culture. Will they get along with their colleagues? A cohesive team is more productive, supportive, and stable. Secondly, a fantastic attitude is crucial; someone who is eager to learn and problem-solve, even if they don't have all the answers immediately, is more valuable than someone with numerous degrees who lacks that drive.

I don't heavily weigh certificates or degrees. My interview style is quite casual. I often present a basic problem and listen to how they unpack and solve it. I prefer those who start with the basics and work their way up, rather than jumping to complex solutions, as it indicates a thorough troubleshooting mindset. I'm a strong advocate for apprenticeships and giving opportunities to individuals who are passionate and learn by doing, even if they haven't followed a traditional university path. Some of the best tech talent I've encountered built their skills through hands-on experience from a young age. It's about nurturing that innate curiosity and drive. Every individual is different, and as a leader, you need to adapt your management style to bring out the best in each person, pushing them out of their comfort zones to grow.

Navigating Leadership Challenges and Building Resilience

You've touched on positive leadership. Have you encountered challenging leadership situations or bad managers?

Yes, I've experienced both ends of the spectrum. I had a manager who was a bully and significantly damaged my confidence, despite my consistent delivery. It reached a point where my mental health was suffering, and I realised no amount of money was worth that. A mentor once gave me great advice: if you're not learning and not earning, you need to leave. I stayed too long in that toxic environment, and it was a hard lesson. Conversely, I've had incredible leaders who provided opportunities and coached me, teaching me the importance of understanding individual working styles.

One particularly challenging situation involved a team member who was bullying others. Despite my concerns, I was initially told to retain them due to a perceived "genius" status. However, their behaviour was toxic, affecting the entire team's morale. Eventually, I had to take a very direct and firm approach to address their conduct, which was out of character for me but necessary to protect my team. This taught me the importance of standing my ground and not letting an organisation dictate decisions that negatively impact team well-being. As a leader, you are responsible for your team, and sometimes that means making tough calls and being more assertive than you might naturally be.

Advice for Women in Technology

What advice would you give to women in tech trying to succeed in today's market?

Follow your heart, not just your head. Your intuition often knows what's right for you, even if your head calculates a different path. Whether it's the area you want to specialise in, the organisation you join, or the career path you envision, trust that inner voice. Write down your goals, visualise them, and don't let external noise dictate your choices. Mentors provide guidance, but ultimately, you know what's best for you. If a situation feels wrong, even if you can't pinpoint why, trust that instinct. Going against my intuition has consistently led to negative outcomes.

A Desert Island Read

If you were stranded on a desert island, what one book would you bring?

"How to Win Friends and Influence People" by Dale Carnegie. It's a brilliant book, not just for leadership but for understanding human behaviour and improving relationships in all aspects of life. It’s a book I revisit because there are always new nuggets of wisdom to gain.

Reflections on Career and Life Lessons

Reflecting on your career, if you were starting again now, what would you do differently?

Honestly, I wouldn't change much. I believe I've earned my position by starting from the ground up. Life is about lessons learned. Every experience, every mistake, is part of the journey and contributes to growth. The universe often pushes you in the direction you're meant to go, even if it involves challenges. Pushing through those hard times often brings clarity and understanding later. It's about taking those lessons and moving forward.

I live by an 80/20 rule for balance in life – 80% of the time, I focus on healthy habits, work, and discipline, and 20% allows for flexibility and enjoyment, like having wine or chocolate. My father worked tirelessly for his family, but didn't get to live much for himself. That taught me the importance of prioritising experiences and time, as money comes and goes, but time is finite. I will always choose to spend on experiences because we can't buy more time.