5 questions for Sara Achcar, Head of EPMO, Performance & Process at Paradigm

Originally from Lebanon, alongside her role, she is also actively involved in Women in Tech initiatives and is entrepreneurial by nature. Sara embodies a generation of leaders who combine professional ambition with social commitment.

1. What made you want to pursue roles focused on performance and strategic project management? And in practical terms, what does your role involve today and what are the main challenges?

What drew me in was my passion for turning chaos into measurable performance and constantly taking on new challenges. With over 20 years' experience, early on in my career, I led the creation of PMO departments, with each role bringing its own set of challenges and different environments. This constant renewal is both exciting and stimulating.

Today, as Head of EPP (EPMO, Process and Performance), I lead a multidisciplinary team:

• The EPMO ensures that projects are well organised, properly monitored and aligned with the organisation's strategic priorities.
• The Process department designs and improves business and IT processes to guarantee efficiency and quality.
• The Performance department measures and analyses results using key performance indicators (KPIs), to identify potential areas for improvement.

The main challenges are maintaining seamless ways of working despite change, ensuring fast and efficient delivery, and providing clear visibility to management.

2. The technology sector remains largely male-dominated, particularly in strategic roles. What has your experience been like as a woman in this environment?

It is true that the technology sector is still very male-dominated, especially in strategic roles. Personally, I've often worked in predominantly male environments, but I've felt comfortable in them. At the start of my career, I was sometimes the only woman at the table.

Of course, there were times when I was treated as if I were just the "little woman" there to take notes for the group and my voice was not always heard. With hindsight, I realise these moments taught me to assert my ideas, build credibility and let my results speak for themselves.

At Paradigm, my leadership is based on collective intelligence: bringing teams together rather than taking a confrontational approach. In complex IT environments, this approach creates buy-in and genuinely connects teams around a shared vision. My strengths also lie in authenticity and compassion, expressed through considerate communication and a desire to involve teams in decision-making.

In a leadership role, it is important to lead by example and show that women have a rightful place in technology careers and decision-making roles. My experience has shown me that, beyond gender, what truly makes the difference is competence, the ability to bring people together, and the ability to inspire.

Your career path has been particularly rich. What stages or experiences led you to your current role at Paradigm?

My career path has been rather unconventional: I studied medical biology, early childhood psychomotor development and marketing management - fields that may seem far removed from IT. Yet it was this combination of biology and marketing that opened the doors to GlaxoSmithKline over twenty years ago, in IT Risk & Compliance.

An internal, training-related project was a turning point: I was directly involved in designing and setting up the department, playing a hands-on role, building it step-by-step behind the scenes. In the end, I was offered the opportunity to work on the PMO. My first reaction was quite spontaneous: "Alright... but what exactly is that?" I dived in with curiosity and it turned out to be a real revelation: I had found my path.

This job appealed to me because of its variety and the interactions with a wide range of people - technical teams, management, business teams and partners. It means I have to adapt to personalities, translate issues and build bridges between teams. For nearly nine years, I structured project management methods and portfolio management, developing an overarching vision.

I then joined the Belgian telecommunications operator VOO, as PMO leader for five years, also taking responsibility for project management teams. This stage allowed me to combine method structuring with team development.

Just over eight years ago, I was approached by a headhunter to join the BRIC, now Paradigm, where I am Head of EPMO, Process and Performance.

Alongside this, I work as a freelancer, supporting SMEs in creating and structuring their PMO. My approach is to "teach them how to fish": I pass on methods and tools so they can become self-sufficient and successful, while delivering practical training to build their teams' skills over the long term.

3. Alongside your role at Paradigm, you are involved in Women in Tech initiatives and in supporting women into entrepreneurship. Where does this commitment come from and what impact do you hope to have through such initiatives?

This commitment comes from my own journey: I have had to "push doors open" in IT and PMO, often without female role models to inspire me. Today, I want to pass on my knowledge and empower other women to succeed in tech and entrepreneurship.

In practical terms, I mentor female-led start-ups and take part in inspiring initiatives to help women develop their skills and realise their full potential.

As a mother of two daughters aged 14 and 16, I also want to show them that perseverance, self-confidence and leadership are accessible to women, and that it is possible to balance professional ambition with your personal life.

4. You are often described as a "driving force" who moves projects and teams forward. What motivates you on a daily basis? And what is your vision for the future, both at Paradigm and within the tech ecosystem?

Being described as a driving force reflects the way I work: I'm motivated by the tangible impact on projects, teams and the organisation. Solving complex challenges and helping teams to excel in a collaborative and stimulating environment really energises me.

I also enjoy the diversity of projects and the range of people involved: adapting to different professions, personalities and organisational cultures is both a challenge and a source of motivation. I like seeing how teams with varied skills and experiences can connect and make a collective impact.

Looking ahead, at Paradigm, I aim to strengthen governance, processes and performance, while supporting talent development. Within the tech ecosystem, I want to contribute to an environment where diversity, innovation and inclusive leadership are key levers for success.

Ultimately, what motivates me is leaving a tangible mark: stronger teams, successful projects and a lasting impact on the people and organisations I work with.

Thank you to Sara for this inspiring interview. Through her leadership at Paradigm and her commitment to women in tech, she is helping to change practices, projects... and mindsets.