Athalie Williams is a seasoned business executive with over 30 years’ experience leading complex transformation across the resources, telecommunications, and financial services sectors. Formerly a management consultant with Accenture, she brings a distinctive combination of strategic insight, operational leadership, and a people-centred approach to solving organisational challenges.
Athalie has held C-suite roles in global organisations, including Chief HR Officer at BT Group (British Telecommunications) and Chief People Officer at BHP. At BT, she played a key role in the company’s evolution from a traditional telecommunications provider to a technology-led business, shaping workforce strategy for over 115,000 employees worldwide. At BHP, she supported the transition to a global operating model and led enterprise-wide initiatives in inclusion, capability development, and cultural transformation.
Her expertise spans business transformation, operating model design, productivity improvement, and strategic workforce planning. Known for her calm presence and collaborative leadership style, Athalie is energised by complex, multi-dimensional change where clarity, alignment, and thoughtful leadership can unlock sustainable performance and growth.
Now based between Australia and London, Athalie has stepped away from full-time executive roles and is focused on contributing through non-executive director and advisory positions. She is particularly interested in supporting organisations and leaders at key inflection points, where experienced, values-driven guidance can help shape long-term impact.
What is your typical day, and how do you make it productive?
No two days are the same, especially now that I’m building a portfolio career. I try to start with clarity, what really matters today, and what will move things forward. I usually tackle the hardest tasks first, because I’m fresher in the morning, but like most people, I can procrastinate too. I’ve learned not to aim for perfection, just progress.
I work through my to-do list quickly and close out most days by capturing my priorities for tomorrow. I prioritise time with people and try to protect one-to-ones. Those conversations are often where the real work happens.
Lately, I’ve been experimenting with Generative AI tools to see how they can make my work – and life – a bit more productive. I still have my training wheels on, but it’s fun and I’m learning a lot.
And I’m learning to find more balance. I eat well (most of the time), and I wind down with a chapter or two of whatever book I’m reading. It’s not always perfect, but it works for me.
How do you bring ideas to life?
I start by listening, because great ideas can come from anywhere, and often it’s the people closest to the work who know how to improve it. I like to test ideas early, pressure-test them with others, and look for patterns or signals that show they’re worth pursuing. Then it’s about connecting the idea to something real: a problem to solve, a decision to make, or a change to lead. I’ve found that ideas come to life when they’re shared, shaped, and stress-tested, especially when there’s a clear “why” behind them.
What’s one trend that excites you?
I’m fascinated by the disruption, opportunity and debate that generative AI is creating around jobs, skills, and the way we work. It’s challenging traditional models of productivity, reshaping roles, and forcing us to rethink what human capability looks like in a tech-enabled world. There’s real risk if we don’t bring people with us, but also huge potential for organisations if we get it right, especially in how we reskill, rethink work, and unlock new forms of value.
What is one habit that helps you be productive?
I’m old school. I write things down and I always have a pen and notebook with me. Whether it’s a decision, a reflection, or a to-do list, I find clarity in writing. It helps me slow down my thinking, recall what matters, and stay focused. It’s simple, but it works.
What advice would you give your younger self?
Back yourself, and take the riskier option. Whenever I’ve been at a career crossroads, I’ve chosen the path that felt less safe but more interesting, and it’s always worked out. Looking back those moments were pivotal milestones in my growth and development because they were more risky and uncertain.
Tell us something you believe almost nobody agrees with you on?
I believe that organisational change doesn’t have to take years. With the right leadership, clear signals, and aligned intent, culture can shift faster than most people think. The idea that change must be slow and incremental is often a way of avoiding discomfort. I’ve seen teams transform in months—not because of a grand plan, but because someone was willing to lead differently and set a new tone.
What is the one thing you repeatedly do and recommend everyone else do?
When I’m working through a problem, especially one that involves someone else’s decision, support, or behaviour, I pause and try to walk a mile in their shoes. I ask myself: what might they be seeing, feeling, or trying to solve? It helps me understand their perspective and often shifts how I approach the conversation. I truly believe most people come to work with positive intent, even if they see things differently. That mindset has helped me build trust, navigate tension, and find better solutions.
When you feel overwhelmed or unfocused, what do you do?
I try to zoom in on what I can control. There’s usually a pressing task or urgent action that needs attention, and I go toward that, rather than getting stuck in what I can’t influence. I also check that I’m not getting pulled into work I shouldn’t be doing. When you have a strong team, you need to trust them and give them space to get on with it. And I ask for help when I need it – sometimes just saying “I’m stuck” is enough to shift things forward. Chocolate also helps!
What is one strategy that has helped you grow your business or advance in your career?
Earlier in my career, I put a lot of energy into how I showed up, trying to be the polished, professional version of who I thought people expected me to be. Then a fabulous boss gave me some advice I’ve never forgotten: stop trying so hard and just let people see the real you. It gave me permission to let down my guard and show up as myself – the good and the imperfect. That shift changed everything. I became more comfortable in my own skin, more confident in conversations with senior leaders, and more connected to the people I worked with. I realised that everyone is human and we all have good days and not-so-great days, and most of us are just trying to do our best. That authenticity has been one of the most powerful enablers of my growth.
What is one failure in your career, how did you overcome it, and what lessons did you take away from it?
Earlier in my career, I led a large operating model change that looked solid on paper but didn’t land well in practice. I hadn’t spent enough time listening to the business leaders who were going to be impacted. We took out headcount, assuming line leaders would absorb the work, but they didn’t, and the work simply didn’t get done. It caused real disruption and forced us to go back, increase headcount, and redesign the processes and teams.
The second time around, I approached it differently. I listened more closely to stakeholders, involved them in shaping the solution, and focused on building buy-in from the start. It was a tough but valuable lesson: even the best-designed change will fail without trust, engagement, and a clear understanding of how the work actually gets done.
What is one business idea you’re willing to give away to our readers?
We need to rethink how we access and deploy talent—especially in a world where agility and customer expectations are evolving faster than traditional hiring models can keep up.
I’d love to see a cross-company talent marketplace that uses generative AI to build rich, skills-based profiles of candidates, focusing on real-world experience, transferable capabilities, and alignment with the core characteristics of a role. Instead of relying on outdated proxies like education or job titles, it would help organisations identify people who can adapt quickly, learn fast, and deliver value in dynamic environments.
This kind of platform would enable companies to build more agile workforces, able to flex with changing business needs, and improve customer experience by ensuring the right people are in the right roles, faster. Companies like Sapia.ai are already showing how AI can improve hiring outcomes. This would take it further by creating a shared ecosystem that helps businesses unlock overlooked talent and build future-ready teams.
What is one piece of software that helps you be productive? How do you use it?
I’ve been exploring generative AI tools like ChatGPT, and they’ve quickly become part of how I work. I use them for everything from early-stage research and drafting to preparing for meetings and even planning my family holiday to Italy. They’re not perfect, but they’re incredibly useful as a thinking partner, like a digital co-pilot that helps me get started, test ideas, or see things from a different angle.
What I’ve learned is that the quality of the output depends entirely on the quality of the input. Writing a clear, specific prompt is everything. It’s a bit like briefing a really smart colleague, so you get out what you put in. I’m still learning, but it’s been a fun and surprisingly productive experiment.
What is the best $100 you recently spent? What and why?
My Kindle! Hands down. It’s one of the few devices I use every single day. I tend to read business-related books in the mornings as I head out for the day, and novels in the evenings on my way home. It’s compact, lightweight, and perfect for reading one-handed on a crowded London tube. I love that I can carry an entire library with me and switch between books depending on my mood. It’s given me hours of pleasure, insight, and reflection, all for under $100.
Do you have a favorite book or podcast you’ve gotten a ton of value from and why?
One book that’s had a lasting impact on me is Presence: Bringing Your Boldest Self to Your Biggest Challenges by Amy Cuddy. I first encountered her work when she taught a session during a Women in Leadership program at Harvard, and it really struck a chord.
Presence helped me understand that confidence isn’t something you either have or don’t, rather it’s something you can build through small, intentional shifts in how you carry yourself. Her work gave me practical tools to show up with more impact in high-stakes moments, and to feel more grounded in my own voice and presence.
I’ve since given copies to mentees who’ve struggled with imposter syndrome. The book is empowering, practical, and deeply human. And Amy herself is one of the kindest, most radiant people I’ve met, full of joy and generosity. That energy comes through in her work.
What’s a movie or series you recently enjoyed and why?
I recently watched the series Colin From Accounts, and I absolutely loved it. It’s a sharp, funny, and very Australian comedy that manages to be both irreverent and surprisingly heartfelt. The writing is clever, the chemistry between the leads is brilliant, and it captures that uniquely Aussie mix of humour and vulnerability. Living in London, it was also a lovely reminder of home—and honestly, who doesn’t love a scruffy border terrier?
Key learnings
- Authenticity is a leadership advantage: Senior leaders grow when they show up as their real selves. Confidence and impact can be built through small, intentional shifts—especially in high-stakes environments.
- Transformation requires courage, clarity, and execution: Organisational change can happen faster than expected when leaders are aligned, bold, and focused on outcomes. Strategy is only as good as its delivery.
- Equity and inclusion are performance levers: Creating cultures where people feel seen, valued, and able to thrive is essential to long-term business success, not just a moral imperative.
- Human-centred leadership drives results: The most effective leaders combine high expectations with empathy. They stretch their teams while creating the conditions for trust, growth, and accountability.
- Perspective-taking builds influence and alignment: Understanding the motivations and constraints of others, especially at senior levels, leads to better decisions and stronger cross-functional collaboration.