Darren Bowling is a highly experienced technology leader with a strong focus on digital strategy, innovation, and business transformation. As VP of Solution Enablement at Atos Group, he specialises in helping organisations envision and implement forward-thinking technology strategies that drive tangible business outcomes. With deep expertise across cloud, AI, data analytics, security, and end-user computing, Darren excels in shaping technology-driven solutions that enhance operational efficiency, foster innovation, and create competitive advantages. His approach prioritises co-creation with clients, guiding them through the evolving technology landscape to unlock new opportunities.
Passionate about the human side of technology world, Darren helps organisations navigate the cultural and operational shifts required for successful technology adoption. He is committed to delivering meaningful change, ensuring that technology not only drives cost efficiencies but also enhances user experience and business agility.
Recently, in an exclusive interview with Digital First Magazine, Darren shared his professional trajectory, insights on the future of digital evolution, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Darren. What inspired you to pursue a career in technology, and what motivates you to continue innovating and leading in this field?
My journey into technology was unconventional. It wasn’t a structured career path but rather something that found me at an early age. When I was a child, one of my father’s friends built a home computer for us, powered by an Intel 486 chip. I was fascinated by how the different components worked together, how hardware and software interacted to create something functional and powerful.
However, at the time, mainstream technology education was limited—there were no widely recognised routes or qualifications like we have today. Fortunately, my parents were proactive and encouraged my curiosity, enrolling me in evening computing classes. That’s where I “found my tribe” a group of people equally passionate about technology. One lecturer, who later became a friend, said something that stuck with me: “In this field, you’ll have a job that doesn’t yet exist.” That statement was both exciting and prophetic, and it shaped how I approached my career.
I love technology because it’s constantly evolving it’s a space where learning never stops. I’m drawn to innovation, whether it’s playing with robot vacuum cleaners, Alexa-enabled smart homes, or digital pancreas technology that changes people’s lives. That same curiosity keeps me engaged in cloud evolution, infrastructure modernisation, and AI-driven transformation. I thrive on discovering new ways to make technology work smarter, faster, and more efficiently and that’s what continues to drive me today.
What do you love the most about your current role?
What I love most about my role is the constant variety and challenge no two days, customers, or problems are ever the same. Every conversation brings a new opportunity to think big, solve complex problems, and shape the future.
I enjoy taking those big ideas, the game-changing, strategic ambitions that businesses have and working out how we make them a reality through technology. I love having access to our entire portfolio of capabilities and finding innovative ways to connect business value with technology execution. There’s something incredibly rewarding about seeing big-picture strategic thinking meet bottom-up technological enablement, where vision and reality come together.
Beyond the technology itself, I thrive on working with bright, agile, and passionate people those who genuinely love technology and believe in its power to change the world. It’s that shared curiosity, energy, and drive to make a difference that keeps me motivated every day.
Can you share your thoughts on the future of digital evolution and how organizations can stay at the cutting edge of innovation?
One of the most important questions I ask executives is: “What if you don’t do this?” Flipping the conversation forces organisations to consider the real risk—not just of missing out on new opportunities, but of being left behind altogether. Digital evolution isn’t just about adopting new technology; it’s about staying relevant in a world where disruption can come from anywhere.
Cloud and digital technologies are changing rapidly, and what excites me most is the democratisation of powerful capabilities. We are at a point where individuals and small teams have access to compute power, AI models, and automation tools that were once only available to the largest enterprises. This shift is enabling smaller, more agile businesses to disrupt entire industries. We’ve seen this before, but I believe it’s only going to accelerate. The next wave of digital transformation won’t just be led by industry giants it will come from highly specialised, tech-savvy challengers who move fast, experiment, and iterate at speed.
For organisations to stay ahead, they need to raise their digital IQ their ability to understand, leverage, and embed technology at every level of decision-making. Too often, I see large enterprises with a technology gap at the executive level where critical decisions are made without a true understanding of the digital landscape. Having technologists at the boardroom table is no longer optional; it’s essential. And by technologists, I don’t mean ex-finance or marketing leaders who’ve been given a tech role I mean true technology professionals who can bridge the gap between business strategy and technological execution.
The organisations that will thrive are the ones that embrace continuous learning, adaptability, and curiosity. The technology landscape doesn’t stand still so neither should businesses. Those that fail to evolve will find themselves playing catch-up to those who do.
If you could go back in time and give advice to your younger self just starting out in tech, what would it be?
I’d tell me to be more confident and embrace failure as part of the journey. As humans, we’re naturally wired to fear failure, but some of the most valuable lessons come from getting things wrong. Early in my career, I often hesitated to step outside my comfort zone unless I was certain I could succeed. But looking back, I realise that mindset held me back more than failure ever could.
I also wasted too much time worrying about what others were doing or thinking when most people are too busy with their own challenges to care about yours. If I’d understood earlier how little other people’s opinions matter in the grand scheme of things, I would have worried far less and taken more chances.
One of my biggest career lessons is that you don’t have to figure everything out alone. I wish I had reached out to more experienced professionals earlier, asked more questions, and sought mentorship. Most challenges you face have already been experienced by someone else, and you’d be surprised how willing people are to share their knowledge and help you.
For anyone starting in tech today, my advice would be simple: your background and qualifications don’t define your success your mindset does. This industry moves fast, and the people who thrive are the ones who are curious, adaptable, and hungry to learn. If you focus on those qualities, you’ll go far.
What’s the most important thing you’ve learned about leadership and management in your tech career?
The biggest lesson I’ve learned is that leadership isn’t about a title it’s a mindset. Anyone can be a leader, regardless of their role or position. I don’t always see myself as a “leader” in the traditional sense, because for me, leadership is about behaviour, influence, and the ability to inspire and empower others, not about hierarchy or authority.
One of the things I actively encourage is for everyone to lead in their own way. When leadership is limited to job titles, it creates barriers that stifle collaboration and innovation. Some of the best ideas and most transformative moments in technology come from those who take ownership, challenge the norm, and push for change regardless of their rank.
Another key lesson is that technology is about people. Whether it’s clients, employees, or teams, the human element should always be at the heart of decision-making. When tough calls need to be made whether it’s restructuring a team, shifting a strategy, or handling a difficult situation it’s crucial to do so with integrity and respect for all parties involved. Leadership isn’t about avoiding hard decisions; it’s about making them in a way that maintains trust and fairness.
Finally, I’ve learned that great leaders in tech don’t need to be the smartest person in the room. In a field as vast and fast-moving as technology, no one can be an expert in everything. A strong leader recognises when to defer to those with the right expertise and empowers them to make the best decisions. Being comfortable with not having all the answers is one of the most valuable leadership skills you can develop.
Is there a particular person you are grateful for who helped get you to where you are?
It’s difficult to single out just one person, because my career has been shaped by many great mentors, colleagues, and leaders both inside and outside my current role. I’ve been fortunate to work alongside and with brilliant technologists, business leaders, CIOs, and CEOs, and I’ve learned something valuable from each of them.
One of the most impactful lessons I’ve taken from multiple mentors is this: everyone, no matter how senior, experiences imposter syndrome, self-doubt, and second-guesses themselves at times. If they don’t, they’re probably not as good as they think they are! Realising this was a huge shift for me it reinforced that confidence doesn’t come from knowing everything, but from being willing to keep learning, adapting, and pushing forward despite uncertainty.
Another piece of advice that has stuck with me is to “always know what’s going on” and “never ask people to do something you wouldn’t do yourself or haven’t done in the past.” That mindset has shaped the way I lead and work with others it’s about staying connected to the real challenges teams face, understanding the details, and leading by example. This principle isn’t just relevant to tech; it applies to any industry.
I also believe mentorship is a two-way street. I’ve been lucky to have great mentors, and I make it a priority to give back by mentoring and supporting others. I’ve mentored several people over the years, and I don’t think this ever really stops. Sharing knowledge, offering guidance, and helping others grow is one of the most rewarding things you can do and something I wish more people did.
What are some of your passions outside of work? What do you like to do in your time off?
Football is a huge passion of mine I support my local team and go to matches every week with my young son. There’s something special about the togetherness of football, the shared highs and lows, and the anticipation leading up to a game. It’s a great escapism from work, and I love that it’s something we can enjoy together.
I also still love playing with technology our house is fully connected, from smart plug sockets to robot hoovers. Home automation fascinates me, and I enjoy wiring things up and installing tech myself. I think that hands-on approach keeps me from interfering too much with delivery teams at work!
As a family, we’re always on the move when we go on holiday. Laying around isn’t in our DNA, so we tend to book active and adventure-filled trips that keep everyone engaged. That said, I hate heights, so you won’t catch me doing anything that involves being too far off the ground!
Which technology are you investing in now to prepare for the future?
We have to say AI, right? There’s no escaping it it’s transforming everything. But I think what’s just as important as AI itself is the demand AI is placing on our infrastructure whether it’s networking (5G and beyond), cloud capacity, or even the physical world around us, like roads designed for autonomous vehicles. AI isn’t just a technology shift; it’s an entire ecosystem shift that’s redefining how we interact with the world.
I’m a big believer in Martec’s Law the idea that technology evolves exponentially, but human and organisational adoption moves logarithmically. The challenge isn’t just about creating breakthrough innovations it’s about how we, as people and businesses, keep up with the pace of change. Disruption is now a constant, and we’re seeing that play out at an unprecedented speed. Just look at how quickly DeepSeek is challenging OpenAI in the past, that kind of competitive shake-up would have taken much longer to emerge. Now, breakthroughs happen in months, not years.
Another big focus right now is automation. We’re investing heavily in removing repeatable, mundane tasks that eat up valuable time whether through PowerApps, AI-driven automation, or smarter workflows. Creating efficiencies at scale isn’t just about cost-saving; it’s about freeing people up to focus on innovation, problem-solving, and high-value work.
The real question isn’t just which technology to invest in but how we ensure businesses and people are equipped to actually use it. The companies that master that balance will be the ones leading the future.
What is your biggest goal? Where do you see yourself 5 years from now?
Right now, I’m thoroughly enjoying what I do. Atos is in an exciting period of transformation it feels like a billion-dollar startup, full of momentum and opportunity. That energy is something our people and customers can feel, and being part of that journey makes this a truly exciting place to be.
One of the things I value most is engaging with other industry leaders and experts, sharing perspectives, and learning from their experiences. Collaboration is what drives progress, and I love being part of those conversations that push industries forward.
For me, success isn’t about titles or milestones it’s about making a real impact. I never want to be just a passenger in my career; I want to be someone who helps people feel valued, empowered, and part of something bigger. If, years from now, people can say “I enjoyed being successful working with Darren”, that would be a legacy I’d be proud of.
As for the future? I don’t have a rigid five-year plan because I believe the most exciting opportunities come from staying open to change and embracing the right challenge when it appears. I love the scale and transformation I’m part of today, but at some point, I can see myself returning to a high-growth, scale-up environment, where agility, innovation, and fast decision-making drive impact at pace. I still feel young enough and hungry enough for that kind of dynamic environment.
That being said, right now, I’m exactly where I want to be driving innovation, shaping strategy, and working with incredible people at Atos. The journey ahead is exciting, and I’m fully invested in seeing it through.
What advice would you give to aspiring leaders looking to develop their skills and expertise in digital strategy and cloud solutions?
The first piece of advice I’d give is: it’s okay to fail. Too often, people hesitate to try something new because they’re afraid of getting it wrong but failure is part of the process. Taking risks, experimenting, and learning from mistakes will teach you far more than playing it safe ever will. Some of the best innovations come from having a go and seeing what happens.
Secondly, be relentlessly curious. If you don’t know the answer to something, start anyway work through the problem, ask questions, and figure it out as you go. Some of the best leaders I know aren’t the ones who know everything, but the ones who know how to find the right answers.
Another key lesson is: be really good at something. Have at least one adaptable, deep skill that you know inside out even if you eventually move beyond it. Whether it’s networking, software development, cloud architecture, or something else entirely, having a problem-solving mindset and a strong foundation in a core skill will always keep you employable and relevant.
We also have a real problem with diversity of thinking in tech leadership, and that starts with the lack of diversity in STEM as a whole. Despite industry efforts, technology still carries a reputation of being “for the geeks”, which just isn’t true. The best leaders come from all backgrounds, all walks of life, and we need more voices, perspectives, and experiences shaping the future of digital and cloud.
Finally, one of the most important lessons in leadership is: adapt or die. The tech landscape moves fast, and if you’re unwilling to admit when you’re wrong, shift direction, or rethink your bets, it will be the end of you. Having a plan is great but being adaptable and flexible is what will keep you relevant. And one last thing: working hard is a given it’s not a skill. Success isn’t just about effort; it’s about where you focus that effort and how willing you are to evolve.