Welcome to our ‘Unlocking Leadership’ series, where we delve into the minds of visionary founders, leaders, and innovators. Through our Q&A interviews, we uncover the core principles that shape leadership in today’s dynamic business world.
This week, we speak to entrepreneur and innovator Howard Wilmot.
Howard began his career in digital 25 years ago, bringing his journalistic and content expertise to a variety of clients — initially in the music industry, but then across sectors as wide-ranging as entertainment to financial services. Subsequently, he set up and helmed two successful content and community agencies, establishing himself as a creative force in the digital landscape.
Today, as a lecturer, consultant, and creative, Howard‘s work centres on change-making ideas rooted in the digital world, with a passion for projects that drive meaningful impact. One such initiative is Project Evelyn, an agetech concept inspired by his own experiences caring for his parents.
Here, he shares what his new and past ventures have taught him about leadership, innovation, and building the right team to bring a vision to life.
What are the core principles that guide your approach to leadership?
You need to have a clear vision of what you want to achieve. To do so, you have to be knowledgeable about how everything works but know where your work stops and others’ roles start.
Obviously, it’s super important to enjoy being with your team: it’s about appreciating that we’re all in this together – everyone has to feel valued and have a stake in what you’re doing from the consumers or clients, to the team, to the investors.
What advice would you give to someone considering launching their own business?
Today, whatever business you’re involved in, it requires an understanding of digital and social and how they can support your offering. And inevitably, with pure digital businesses – unless you are a techie – you’ll generally need some kind of technical support to make your vision a reality, so finding partners who can collaborate is more important than it used to be. Same with using data. Make sure these are cornerstones of your business, but don’t forget about the ‘human’ side of things. Combining the real and digital worlds are more important than ever. The internet and AI should just be tools, not the be-all-and-end-all.
What inspired you to create Project Evelyn?
My mum has lived with Parkinson’s Disease for over 20 years, with my dad as her primary carer. However, when he needed surgery on his foot last year, my partner and I moved back home to care for them both. This made me realise that while there’s support out there – it’s easy to find a carer, for example – the challenge is navigating so many different aspects of care: health, financial, legal and social services-related — which are complex and unique to each person.
I came out of the experience wondering how could things be improved: could there be some kind of digital tool that would help us manage the latter stages of life and simplify the complexity? That’s how Evelyn was born – Evelyn is my mum’s name.
What lessons have you learned about leadership and innovation from your journey with Project Evelyn?
While I’ve worked in digital for over 20 years, Evelyn is requiring a different level of application which means it’s more important than ever to surround yourself with the best team who can manage the elevated financial and technical approaches necessary. Still as pertinent, though, is the need to focus and push on through.
In your opinion, what are the most pressing issues facing the care system today, and how can digital solutions help address them?
The care system is challenged for sure, but I’m hopeful. Positive change rarely comes out of the good times. I believe there are enough people out there looking to make a difference.
The care system is challenging to navigate for children of the elderly, let alone the elderly themselves; it’s weighed down by cost of care, uses outdated systems where nothing is synchronised, and yet is staffed by some amazing people who really care but aren’t rewarded appropriately. Processes and procedures need simplifying but software creation is a lengthy and costly job.
Businesses and existing players like Google and Meta is where innovation happens. They need to be at the table. But not necessarily with their hand out – Google and Meta, in particular, are in a position to give back.
What aspects of agetech do you find most promising?
I think the future is bright – this is a subject that is going to touch us all in some way. There’s an increasing number of eldertech businesses out there making a difference; from support with finding a carer to helping the elderly function in their communities or live healthier lifestyles.
We’re yet to see what a new era of ‘old age’ looks like, but I think in the next 10 years or so we’ll be able to re-evaluate how we feel about getting older, as well as how we connect with the elderly in a more meaningful way.
Who has been your biggest inspiration as a leader?
My parents have been a big influence: My dad’s ethos is ‘You can if you think you can’, while my mum is a trouper; how she’s managed the long-term challenge of Parkinson’s is inspirational.
I’ve also picked up inspiration along the way from various colleagues, friends and memes on the internet. But in general, I’m more inspired by people like Oprah Winfrey than Elon Musk.
What’s a favourite motto or quote that you often draw on?
I try to rely on my intuition but for those moments where I need some clarity I find tarot cards really useful.
What’s the best piece of career advice that you’ve received?
‘It’s about the long game.’
