Combining knowledge and leadership: a conversation with Alan Hornsby
In conversation with Alec Laurie
Alan Hornsby has spent over two decades in technology - from developer to architect to tech leader. Now Head of Engineering at The Very Group, Alan reflects on his journey into leadership, how his style has evolved, and what he’s learned about getting the most from a hybrid world.
Why did you want to become a tech leader - and did you ever consider staying a senior individual contributor?
When I started out in 2000, leadership felt like the natural path for me. Back then my aim and career goal was to become an IT Director - CIOs and CTOs weren’t as common. But as I progressed, I found I really enjoyed the hands-on work and being in the detail: designing systems, writing code, seeing it go live. So, I spent over a decade focused more on designing and building than progressing as a leader.
That changed in 2014 when I was made redundant. I’d been with the same group of companies for 13 years, and it knocked my confidence. In hindsight, it forced me to re-evaluate. I moved into contracting, rebuilt my confidence as a Senior Architect, and enjoyed it for a good few years.
But as I approached 20 years in the industry, I started wondering - how do I progress from here? Contracting doesn’t really offer a path into broader leadership. I wanted to use my experience to guide and support others in their careers, not just solve technical problems. I didn’t think I had all the answers, but I knew I had experiences and had learned things that I would have found useful if someone had shared them with me when I was earlier in my career.
So that’s what led you back to a permanent role?
Yes. One of my past clients was Shop Direct Group - now The Very Group. I’d enjoyed my time there as a contractor. The culture was people-focused, and it stood out.
When I began considering a permanent role again, a Head of Technology role came up in the Customer Care domain at The Very Group. Karl Wintrell, the then CTO who brought me in for that role, described it as a “mini CIO” role - with end-to-end responsibility across the tech, team leadership, and budget. It aligned perfectly with what I was looking for.
Since then, I’ve held Head of Tech roles across multiple domains within The Very Group, including Financial Services. That’s given me exposure to different pressures, responsibilities, and people dynamics - and the chance to develop others as well. I’ve grown more in the last few years at Very than at any other time in my career.
Has your leadership style changed along the way?
Massively. I used to think being a good leader meant being in every conversation, being part of every decision, knowing the detail of everything my team was working on. And when I first came back to The Very Group that meant I was spreading myself too thinly, putting more pressure on myself then I should have, and regularly working longer hours just to stay afloat. It just wasn’t sustainable and was really affecting my wellbeing.
Karl picked up on that and helped me change how I looked at things. He told me, “You’re not the finished article, and you don’t need all the answers. Your job is to lead - not to do.”
Instantly that mindset shift made a huge difference. Once I started to let go of trying to be in control of so much, my team became more empowered, and I became more effective as a leader. I also realised that future career progression for me would mean being responsible for more people and more tech. And that meant I simply couldn’t be across everything and in the detail.
Now I focus on clarity of priorities, intent of what we are trying to achieve, and enabling my teams to be as effective as possible. Some decisions I stay close to; others I let people in my team make with trust. A key part of being a leader for me is about recognising which is which.
Was there a moment or resource that helped shape that shift?
Yes – A YouTube video of David Marquet talking about “Leadership on a Submarine”, and his book Turn the Ship Around. He was a U.S. submarine commander who realised he couldn’t be the expert on everything on the ship he captained. Instead of giving orders, he gave intent - so his crew started thinking like leaders too.
I first saw the video on a team away day at Very. It landed at exactly the right time on my journey. I’ve probably watched it 50 times if not more since – and often share it with the team. It’s even become a bit of a running joke with my direct team and peers - “Has Alan shown you the submarine video, yet?”!
I think being open about the kind of leader I’m trying to be has really helped my direct team understand me and where my head is at - and helped them open up as well.
What advice would you give to someone with leadership ambitions - especially things they won’t find in a book?
First, be proactive. In tech, problems rarely go away - they usually get worse! Start things early. Chip away at them. Momentum is everything.
Second, lead with humility. Don’t pretend to be someone you’re not. If you’re weak in an area, your team probably already know. By being honest, you create a space for others to do the same.
Third, know your leadership style - and stay flexible. For example, not every CTO is the same. Some are strategic, some are technical, some are people focused. Different organisations need different things from leaders over time. You need to know and share what you bring as your strengths - and also be willing to flex to other styles when you need to.
Finally, appreciate the power of brilliant basics. These are your personal non-negotiables that can help leaders foster culture within their team. For me, it’s small and easily achievable things like accepting/rejecting meetings so people know if you will be joining a meeting, completing things you say you will when you say you will, switching your camera on in meetings so people can see you are engaged and listening when not in the same room. They sound small, but in my experience as a leader when you share your brilliant basics they help everything run more smoothly and generally make the day-to-day so much easier. And if you model them, your team will adopt them as well.
How do you approach leadership in a hybrid world?
It’s about being intentional and thinking ahead. I encourage my teams to plan their time in the office weeks ahead and ask: what work lends itself to in-person collaboration? Things like design workshops, team meetings, and 1-to-1s are better face-to-face.
Tools like Microsoft Outlook Places help coordinate who’s in when. I’ll plan my month ahead and shift my one-to-ones or catchups to days when I know people are in the office. It makes that time more meaningful and productive.
Hybrid also supports better human connection over working fully remote - if you make time for it. At Very, we’ve built strong networks around diversity and inclusion and mental health, and have regular events in our offices that people can be part of. We’ve trained mental health first aiders across our business and site, which has been a big step forward in support being available when we need it, and it’s another reason why I advocate for hybrid over fully remote. Our team of trained Mental Health First Aiders can offer in-the-moment help to anyone feeling overwhelmed or in distress. They provide non-judgmental listening and guidance, and can connect us with professional support if needed. As a manager, it is far more difficult to spot when someone in the team may need some support and help if they always work remotely.
What would you do differently if you could rewind?
I’d explore more areas of tech early on before specialising in one. Today, squiggly careers are far more common. Graduates may do six months in Software Engineering, then try QA, then move into InfoSec. That wasn’t the case when I started.
I’d also focus more on emotional intelligence. I spent years working on my technical skills but didn’t fully appreciate the value of softer skills. That’s something I’ve organically developed over time - and now I’m part of The Very Group’s Elevate programme, which is helping me go deeper into leadership and self-awareness.
I also wish I’d managed my emotions better earlier on. There were moments where I made decisions out of frustration or a desire for control of the situation I found myself in. I don’t regret how my career has gone, but I’ve learned that slowing down and reflecting for a bit can often lead to better choices.
How have tech careers and the business relationship with tech evolved?
It’s changed massively. Careers are more flexible and where you live is far less of a constraint on who you work for and what you do. Learning is more accessible than ever.
The biggest shift is that Tech teams have gone from being seen as cost centres to business enablers. That’s especially true at Very. We are a digital retailer, and so every part of our customer experience is powered and enabled by technology.
That doesn’t mean there’s no cost pressure. But the conversation has moved from being focused on “how do we spend less on our tech?” to “how do we make our tech deliver more value?”
And what about AI? Is it shifting that conversation again?
Definitely. We’ve had RPA (robotic process automation) for many years - but tools like ChatGPT have supercharged things.
I don’t see the current AI we have as replacing people. I see it as a way to increase how productive we are. It’s about giving people more time to focus on meaningful and value-added work which is typically more enjoyable.
At Very, we’re using generative AI to enhance product descriptions - making them more accurate and relevant. That improves customer experience, which drives results.
Final thoughts?
I’ve learned more from real situations than from any course. Leadership isn’t about having all the answers - it’s about creating a sustainable environment for others to thrive and enjoy being the best they can.
If you lead with honesty, curiosity and a desire to improve, you’re in a good place. And if you’re fortunate enough to work for an organisation that invests and cares for its people - make the most of it.
Interview edited for clarity and length. All views expressed are Alan’s own.