_{Hannah Whitby}

Hannah, tell us about your career history and expertise

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I actually started out with a degree in Art, so the world of corporate marketing wasn’t the most obvious path. But somewhere along the way I was bitten by the bug and ended up carving out a career across a mix of sectors including employment law, workplace wellbeing and now tech-for-good. That slightly unconventional route has been a strength - it’s given me a balance of creative thinking and commercial awareness that I lean on a lot. What I enjoy most though, is working in environments that don’t stand still. Scale-ups in particular suit me because everything is always evolving - the market, the product, the messaging, and the business itself. It keeps you sharp and there’s always something new to get your teeth into.

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What first attracted you to Culture Shift?

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It was very much the people. I was already aware of Gemma and Culture Shift from my time in the employee wellbeing space, and reputation counts for a lot in this industry. What stood out was the combination of ambition and trust. There was a real sense of being able to come in, take ownership and help shape something meaningful. At the time, the business had a strong foundation in Higher Education and a clear direction to expand into the corporate space, especially as new employment regulations were starting to shape the landscape. From a marketing perspective, that kind of clarity of vision is incredibly compelling. You could see the opportunity to build something with real substance behind it. But just as importantly, the culture felt right from day one. Open conversations, shared ambition, and a genuine enjoyment of working together made it an easy decision.

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What does it mean to be the Head of Marketing at Culture Shift?

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A lot of hats. That’s probably the simplest way to put it. In a scale-up environment, marketing is rarely just one thing. It spans strategy, positioning, demand generation, storytelling, customer insight, and often a fair bit of operational problem-solving along the way. It’s hands-on, collaborative, and constantly shifting depending on what the business needs most at any given time.

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Looking ahead, my focus is on ensuring we cut through in an increasingly crowded space. That means clear, confident messaging, strong storytelling, and bringing real customer experiences to the forefront. Ultimately, it’s about making sure people understand not just what Culture Shift does, but the value and impact behind it.

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What do you find most interesting about the tech-for-good space?

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It’s the balance between purpose and performance. You’re not just building or marketing a product for commercial success alone - you’re working on something that has a direct impact on people’s working lives. That comes with a real sense of responsibility, particularly when you’re dealing with sensitive areas like workplace misconduct, culture and employee wellbeing. Trust becomes absolutely central. It’s not enough for the solution to work; it has to be credible, thoughtful, and reflective of the real challenges organisations are facing.

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It’s also a space that doesn’t stand still. Expectations are evolving, regulations are tightening, and organisations are being held to higher standards than ever before. Being part of that shift, and helping shape how businesses respond in a meaningful way, makes it all the more compelling.

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What does the future look like at Culture Shift, and what are you most excited about?

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We’re seeing a real shift in how organisations think about misconduct and workplace culture. It’s moving away from something that’s managed informally or reactively, towards something that requires structure, visibility and long-term accountability. As awareness grows, I’m excited about the role Culture Shift can play in helping organisations take that step properly. There’s a real opportunity to support businesses in building better systems and embedding more proactive approaches that genuinely last.

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More broadly, I think we’re heading towards a point where culture and compliance are no longer seen as separate conversations. They’re becoming deeply connected. Being part of a business that is helping to shape that thinking, and translate it into real, practical change for organisations, is what makes this work so meaningful.