Success is often measured by the noise it makes—the “reactive heroism” of a leader saving the day or the visible grind of an executive in constant motion. But for Malvina Gooding, the most profound marker of a high-performing organization is something far rarer: silence. It is the quiet efficiency of a system so robust that it simply works, the calm of a leader who has stopped performing a role to start being a person, and the strategic foresight that absorbs disruptions before they ever become crises.
Malvina’s journey is not a traditional climb up the corporate ladder; it is an evolution of substance. After twenty-five years navigating the high-stakes environments of Telecoms, Logistics, Banking, and Higher Education, she reached a startling realization: the “cookie-cutter” model of leadership—where one maintains a sterile work persona separate from their true self—is not just exhausting; it is a liability.
Building Resilience from the Ground Up
Malvina’s perspective on leadership was forged long before she entered a boardroom. It was shaped by a relentless pursuit of excellence and a deep-seated belief in the power of education and adaptability. With a background in Computing from the University of Greenwich and a BA (Hons) in Leadership and Management from The Open University, she built a technical foundation that was always meant to serve a human purpose.
However, her true “foundation” was tested not by a project, but by a physical unravelling. A simple misstep off a curb led to back surgery and the daunting task of learning to walk again. Faced with labels of disability, Malvina chose instead to find her core substance.
“I was told to accept that the life I had planned was over. This was my first true unravelling; it forced a choice between the labels others put on me and the reality of my own substance. It proved that a leader’s wellbeing and their presence are inseparable.”
This period of recovery became a masterclass in resilience, teaching her that a leader cannot guide an organization if they neglect the person at the center of it.
From IT Infrastructure to Digital Transformation
For over two decades, Malvina has been the steady hand behind complex global IT operations. Her career is a roadmap of large-scale transformations and high-stakes decision-making. As Group Director of IT Services at London South Bank University (LSBU), she didn’t just manage budgets; she reimagined how technology serves a community.
During the pandemic, Malvina led the strategic delivery of hybrid working solutions, enabling thousands of students and staff to transition to remote work in a single weekend. Her leadership marked a shift from “command and control” to empowerment. By devolving responsibility and fostering a customer-centric culture, customer satisfaction scores rose by 35% and 50% across different roles.
Her peers recognized this unique blend of technical expertise and emotional intelligence.
Matt Hinton, Associate Director of Data and Technology, noted: “Malvina is a very supportive leader who cares passionately about her work and can bring a different way of thinking to situations… she showed me innovative ways to use AI to simplify tasks and reduce administrative effort.”
This mindset was tested during a major cyber incident just before Christmas. Exhausted and battling a severe migraine, Malvina did something many leaders struggle to do: she stepped back and trusted her team. Because she had built a culture of reciprocity—not dependency—the organization didn’t just withstand the disruption, it thrived.
Defining a New North Star
In 2025, Malvina founded NorthStar Wisdom, a community and advisory firm dedicated to helping leaders find their unique path. Her methodology is built on three pillars: Leadership, Wellbeing, and Synchronistic Technology. She challenges the modern obsession with the “grind,” advocating for technology as a partner in enabling wellbeing—not perpetuating burnout.
“Like diamonds and pearls, great leaders are formed by the friction they navigate, not the titles they hold. If you are not exhausted by a separate work persona, you can focus that energy on the ecosystem.”
Her impact extends beyond corporate strategy. As a mentor for The Girls’ Network and a former befriender for the RAF Association, she embodies her belief that leadership is a collective journey. She often reflects on how the next generation is always watching, learning what leadership looks like through how we balance work, purpose, and wellbeing.
A Legacy of Wholeness
Malvina’s vision for the future is one where resilience is not a buzzword, but a byproduct of wholeness. She seeks to break the cycle of “reactive heroism” that drives burnout and instability, replacing it with leadership grounded in authenticity and presence.
Her advice to emerging leaders is clear: “Spend more time figuring out who you are and why you want to lead. If your loyalty to your values is not stronger than your fear of losing your seat at the table, you are a liability to your own integrity.”
Malvina Gooding remains what one colleague described as a “consummate professional with a human touch.” She continues to advocate for a world where leaders can carry responsibility without losing themselves—proving that we lead best when we are, quite simply, ourselves.
Editorial Note: Malvina Gooding’s journey reminds us that true strategic foresight requires the mental space that only comes with wellbeing. Her story invites us to move away from the “fixer” model and toward a leadership style rooted in authenticity and presence. How are you showing up for your team today?
