Hazel Lunn, Assistant Director of Technology and Infrastructure, Luton DDaT
When I first joined local government 23 years ago, I could never have imagined that one day I would become an assistant director of technology and infrastructure. Like many careers in public service, mine did not follow a carefully planned route.
Instead, it was shaped by opportunities, challenges, a willingness to learn, and a genuine desire to make a difference for the communities we serve.
Looking back, every role I have held has taught me valuable lessons that continue to influence how I lead today.
Starting on the frontline
My career began in customer services, working directly with residents and dealing with a wide variety of enquiries every day. It was a role that taught me the importance of:
- listening
- understanding different perspectives
- finding practical solutions to often complex problems
Working on the frontline gave me a real understanding of what local government means to people. For many residents, the person answering the phone or responding to an enquiry is ‘the council’. Those early years helped me appreciate:
- the impact that good service can have on people’s lives
- the importance of getting things right
More importantly, they taught me that behind every process, policy or system is a person who simply needs support.
Leading the contact centre
As I progressed through the organisation, I moved into leadership and management roles within customer services, eventually leading the contact centre.
Managing a busy and demanding operation brought a new set of challenges. Success was no longer measured solely by individual interactions but by how effectively a whole team could deliver services to thousands of residents.
This period taught me valuable lessons about:
- leadership
- service delivery
- workforce planning
- performance management
- organisational change
It also gave me my first real exposure to the role that technology plays in supporting excellent customer service.
I became increasingly interested in how systems, processes and data could be used to improve both customer experience and operational efficiency. Long before digital transformation became a widely used phrase, I was seeing first-hand how technology could help organisations work smarter and deliver better outcomes.
Moving into technology
My journey into technology was not driven by a technical qualification or a traditional IT background. It was driven by a desire to solve problems.
Having spent years delivering services and managing operational teams, I understood the challenges faced by staff and residents when systems were difficult to use or processes were inefficient. I was interested in finding better ways of working and helping services make the most of technology.
The opportunity to become a technology business partner allowed me to bring together my operational experience and growing interest in digital transformation. Acting as the bridge between business services and technology teams, I was able to help shape solutions that genuinely met organisational needs.
This role changed my perspective completely. I learned that successful technology projects are rarely about technology alone. They are about people, culture, processes, and ensuring that solutions deliver meaningful benefits.
Leading through change
Over the years, technology’s role within local government has transformed dramatically.
What was once viewed as a support function has become a critical enabler of modern public services. So many elements of technology are now fundamental to how councils operate:
- digital services
- cloud technologies
- cyber security
- collaboration platforms
- data analytics
- automation
- infrastructure resilience
Throughout this evolution, I have had the opportunity to work alongside talented colleagues, lead significant change programmes and contribute to the modernisation of services across the organisation.
Whether implementing new platforms, strengthening cyber security, modernising infrastructure, or supporting digital transformation initiatives, the focus has always remained the same: enabling services to deliver the best possible outcomes for residents.
Becoming assistant director of technology and infrastructure
Today, as assistant director of technology and infrastructure, I have the privilege of leading teams responsible for delivering and maintaining the technology that underpins vital public services.
The role brings strategic responsibility for ensuring that technology remains secure, resilient, innovative, and aligned with organisational priorities. It also provides an opportunity to help shape the future direction of digital services within local government.
Despite the significant changes in both technology and my own career, one thing has remained constant: the importance of understanding the people we serve.
My frontline experience continues to influence how I approach leadership and decision-making. Having worked directly with residents and operational teams, I understand the:
- real-world impact of technology decisions
- importance of ensuring that digital transformation delivers tangible benefits
Reflecting on 23 years of service
Looking back over the last 23 years, I am incredibly grateful for the opportunities I have been given and the people who have supported me along the way.
From answering calls in customer services to leading technology and infrastructure services, my career has been built on continuous learning, embracing change, and saying yes to new challenges.
I never set out with a goal of becoming an assistant director. Instead, I focused on doing the best job I could, learning from every opportunity, and seeking ways to improve services for residents and colleagues alike.
My journey demonstrates that careers are rarely linear. Sometimes the most rewarding opportunities come from stepping outside your comfort zone and applying your experience in new ways.
As local government continues to evolve, technology will play an increasingly important role in helping organisations meet growing demands and deliver better services. I am proud to have been part of that journey so far and excited about what the future holds.
After 23 years, I still believe the same principle that guided me on my first day in customer services: great public service is ultimately about helping people. Technology is simply one of the most powerful tools we have to achieve that.
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