Marie May

Head of Graduate Success & Communities

The PERSONAL

What’s something people would never guess about you?

I’m a true ‘garage girl’ – who still loves to rave. 

In three words, how would your friends describe you?

Loyal, caring, and Entertaining.

What did you want to be when you were younger - and how close did you get?

I wanted to be either a holiday rep or an actress. 

What’s your go-to way to switch off after a busy week?  

To go for a nice walk with my Husband and Kids or to go out for a nice meal. 

THE WORK

Forget your job title - what do you actually help clients do better? 

I help organisations do better by connecting them with the data, AI and technology talent they need to solve real business challenges and build future capability.  Through the Nurture Programme, I work with organisations to identify genuine business problems that can be explored through data and AI, then connect them with MSc Data Science & AI students who work on those challenges as live industry projects. 

This gives organisations access to fresh thinking, new technical skills and practical proofs-of-concept without the cost and commitment of a traditional consultancy project. It can help them test ideas, uncover insights, automate processes, build dashboards or models, and identify opportunities they may not otherwise have the resource to explore. But it’s not just about the project. I help organisations build relationships with emerging talent, identify potential future hires and develop their longer-term data and AI capability. 

Where do you typically make the biggest difference on a project? 

I’m often the person who takes an organisation’s challenge and helps turn it into a practical opportunity for emerging talent to work on. I bring together the client, the student and the university, making sure everyone understands what they’re trying to achieve and that the project delivers genuine value. 

On the student side, I think my biggest impact is helping them bridge the gap between academic knowledge and the real world, giving them the confidence, exposure and support to see what they’re capable of. 

Ultimately, I’m good at bringing people together, creating opportunities and making sure those opportunities lead to something meaningful for everyone involved. 

What’s the first question you ask when you’re dropped into a new client challenge? 

My first question is usually: ‘What are you trying to achieve, and what problem are you trying to solve?  I like to understand the bigger picture before jumping into solutions: what’s happening today, where the challenges are, what impact they’re having on the business and what a successful outcome would look like. 

From there, we can have a conversation about what types of projects students could work on that would genuinely add value to the business. Whether that’s exploring a new idea, analysing data, developing a proof of concept or finding efficiencies, I want to make sure the project addresses a real business need and gives the student a meaningful opportunity to apply their skills. 

For me, it’s about understanding the right problem first, and then finding the right opportunity for both the business and the student.” 

If a client described you after working together, what would you hope they’d say? 

I’d hope they’d say I’m someone who genuinely cares about their success and creating the right outcome, and that I bring energy and enthusiasm, but most importantly, that I deliver on my promises and create genuine value, whether that’s through connecting them with the right talent, helping them solve a business challenge, or simply making the whole experience easier. 

THE PEOPLE

How do you balance people, process, and technology in your approach? 

I see people, process and technology as closely connected. The best results come when you understand how they work together and make sure technology is genuinely helping people and improving the way things are done, rather than using technology simply for the sake of it. 

What role do people and culture play in making change stick? 

I think people and culture are what ultimately make change stick. 

You can have the best technology, strategy or process in the world, but if people don’t understand why the change is happening, don’t feel involved or aren’t supported through it, it’s unlikely to have a lasting impact. 

For me, it’s about bringing people into the conversation early, listening to their concerns and helping them understand what the change means for them. 

Leaders also have an important role in setting the tone and demonstrating the behaviours they want to see. 

When people feel part of the change rather than having change done to them, you’re much more likely to create something that lasts.

What’s your unpopular opinion about the world of work? 

My unpopular opinion is that we put far too much emphasis on people needing experience before we’re willing to give them an opportunity. 

We often say we want fresh thinking, potential and new talent, but then ask people at the start of their careers to already have years of experience.