In this alumni profile we speak to Kirsty Gaudet, an accomplished senior executive with extensive experience in global operations, strategic planning and sales enablement based in Switzerland. Lanarkshire born Kirsty graduated in 2000 with a BA (Hons) in Business Economics.
Could you tell us a bit about your current role with Nexthink?
I am the Revenue Operations strategic business partner for EMEA at Nexthink, a high growth SaaS company. In practical terms, my role is about driving growth through strategic planning for sales and other go to market teams, and continuous improvement through data, process and technology. It’s a role that spans teams and combines strategy and execution, which keeps things interesting – no two days look the same.
Can you share your experience studying at the University and how it shaped your career path?
I had a wonderful experience at the University, and developed a broad grounding across finance, economics, business strategy and organisational behaviour – and at the time I wasn’t entirely sure which direction that would take me. What I didn’t realise then was that breadth would turn out to be one of the most valuable things I could have. Most of my career has been spent in operational roles where you need to understand financial metrics, strategy and organisational structures. I didn’t graduate with a clear plan, and looking back that was absolutely fine!
Looking back, what inspired you to pursue Business Economics, and how has that foundation supported your professional growth?
I had no background in business and did not have a great understanding of the types of roles that were available. I intentionally chose a degree that would give me enough variety to consider my options. I also did a one-year placement in an HR department at a computer manufacturer. It was such a fantastic opportunity to put the theory into practice and really see how different parts of an organization work. The company went through a major reorganisation while I was there which was dramatic but such an amazing learning experience. I did not pursue a career in HR, but I still really enjoy organizational design and transformation work, which I experienced for the first time in that placement.
What key skills do you believe are essential for success in operations and strategic leadership roles?
People often assume operations is primarily about process and data, and while those things are important, interpersonal and leadership skills can make a significant difference. The ability to communicate clearly across different levels of seniority, to listen well, and to build trust with people who have very different agendas and priorities are all skills that help get the job done. Structured thinking is also key. The ability to take something complex and ambiguous and break it down into something clear and actionable is a hugely valuable skillset. Curiosity is an often underrated skill. Some of the best leaders I’ve worked with are endlessly interested in how things work and why, and that naturally drives continuous improvement. Finally, resilience and flexibility are important in most business careers. Things will not always go as planned and you need to develop the skills to navigate and thrive in those changing environments.
You’ve worked in the UK, Australia, USA and Switzerland – how do you approach leading teams across different cultures and regions?
The international dimension has been one of the most consistently rewarding parts of my career, and I have been fortunate enough to not just work across different countries but to actually live in them – UK, USA, Australia and Switzerland – while also managing projects and teams across Brazil, Mexico, Argentina and various European countries. There’s a real difference between working remotely with an international team and being truly immersed in different cultures yourself. That lived experience changes how you approach things. You become much more attuned to the fact that the same process, the same message, or the same leadership style doesn’t land the same way everywhere, and learning to read those nuances and adapt accordingly makes you a genuinely better leader and operator. Some of my most valuable professional lessons have come not from formal training but from working alongside talented people from very different backgrounds and ways of thinking. I wouldn’t trade that for anything.
If you could go back and give your younger self one piece of advice during your time at UWS, what would it be?
Don’t worry too much about having a defined career path. Opportunities will arise, and keeping a flexible open mind will let you see and take these opportunities when they present themselves. Early in my career at AIG, I took a gamble on a short-term project which then led to an entirely different trajectory including a move to New York which would have been much more difficult on my initial path.
What motivates you in your work, and how do you stay inspired in a fast-changing business landscape?
I still love learning and love meeting people that can challenge and teach new things. Of course, we are all going through a massive shift in almost all professions with the rise of AI and this offers us new and exciting challenges. I see my current role in Revenue Operations significantly changing over the next few years. Those who can bridge the gap between AI’s potential and its practical operational implementation will be among the most valuable people in any organisation. That feels like an exciting place to be!