"We need to look at new ways of doing things and get teams with the right people to address new challenges… If we can’t reach the top minds because the industry hasn’t welcomed them in or made a space for them or given them a voice, we can’t get to the best answer."
Current Position
- CEO, PT&I
- Fellow, Engineers Australia
Previous Positions
- Executive Manager Specialty Engineering, Executive Manager Transport, Chief Client Officer, Systra ANZ
- Director Transport Integrated Systems Capabilities, Associate Director Engineering & Telecommunications, Transport for NSW
- Systems Assurance Manager, Sydney Trains
- Rail Corp – Senior Safety Change Adviser, Transport for NSW
- Engineering Manager, Royal Air Force
Career snapshot
Helen Wilkinson, FIE Aust, has led engineering teams for decades in the Defence, Rail and Transport sectors and is now Chief Executive Officer at PT&I, helping organisations to tackle the challenges of large, multi-contract transport, water and renewables projects.
Driven by a passion for aviation, Helen began her career as an RAF officer where her roles included designing and conducting practical trials for fast-jet aircraft. After relocating to Australia, she transitioned this expertise to the rail sector, holding leadership roles with Sydney Trains, Transport for New South Wales (TfNSW) and Systra.
She led the safety and assurance strategies that supported the transition of Rail Corp to Sydney Trains and the accreditation of two newly separated rail entities. As TfNSW’s Director of Transport Integrated Systems and Capabilities, Helen grew an expanded engineering capability taking a concept on paper and building it into a team of around 150 specialists. This function has supported dozens of transport projects to integrate technology, people and operational change into active networks.
As CEO at PT&I, Helen works with senior leaders across government and industry to provide independent advice on operational integration, systems engineering and assurance and organisational readiness for major transport initiatives.
In her own words
I’m very proud to be an engineer and a strong advocate for the opportunities the profession creates, as well as the problem-solving mindset needed to address emerging challenges.
The defining moments in my career have come when I’ve been given the opportunity to do things differently. When I took on the role of Director of Transport International Systems to grow Transport for NSW’s engineering capability, I was given a concept on paper and asked to bring it to life. I had a fabulous boss who gave me the freedom to try new approaches, and together we built an exceptional team that quickly grew from 18 to 150 people.
We soon discovered that delivering modern transport systems today requires a very different skills mix than a decade ago. For example, as we developed digital train control capabilities, we realised that what was once the domain of signalling engineers, now also needs architects, operational technology specialists, and cyber security experts, so we brought all those complementary capabilities into the team.
Bringing a different mix of people together and seeing how things click as the team meshes really excites me. When you work by yourself and talk to people you can get an answer, but when you get an opportunity to work with a combination of people who do things differently, you can get a solution that’s twice as good. The most effective teams embrace this by valuing diverse perspectives, experiences and ways of working.
I’m committed to improving diversity and inclusion within the transport sector, particularly for women in engineering and technical leadership roles. Apart from the fact that it’s the right thing to do, if we don’t have that diversity, we lose access to some of the best brains. And, if we can’t reach the top minds because the industry hasn’t welcomed them in or made a space for them or given them a voice, we can’t get to the best answer.
Mentoring and visible role models
Improving diversity needs visual role-models. I’m always disappointed that people, particularly females, don’t know about the range of opportunities open to them in the transport industry. You only have to look at the National Women in Transport Speakers Bureau to see what a powerhouse of amazing and very diverse people we have.
Mentoring helps to raise visibility of these different roles and opportunities. It also provides a safe space where people can explore and ask questions they may not feel comfortable bringing up in the workplace. It’s definitely a two-way learning experience.
When I first started mentoring, I realised that just because I’m a woman, it doesn’t mean I automatically understand what someone 30 years younger is going through. The world for a 25-year-old now is not what it was like when I was 25. It’s a whole different setting. Being a mentor is like having a second set of eyes out there. It taught me not to make assumptions about what’s happening in the workplace or what other women want for their life and their careers.
Removing obstacles to promotion
My experience in large rail organisations has been that women can face limits in how far they progress. While statistics may show improved gender balance in leadership and the success of targeted recruitment, many of those women have joined from other industries or organisations rather than progressing through internal pathways.
Women often need to take less direct or predictable career paths to reach leadership roles. I think this is something that needs to be addressed – to look at the reality behind the data.
A defining moment in my career came when I challenged this type of inequality. Prior to my career in rail and after returning from maternity leave, I was told I was no longer considered competitive. I pursued and won a case of indirect discrimination against a major organisation, which led to high-level organisational change.
I really believe careers should not dictate personal life choices. It remains concerning that women who wish to start a family can still feel compelled to delay that decision due to perceived impacts on career progression. Sustainable, high-performing organisations should enable individuals to pursue both professional ambition and personal priorities without penalty
Flexibility
One of the great things I’m seeing in transport is that, since COVID, there’s been greater flexibility in transport jobs. I don’t just mean hybrid working, it’s about having a level of trust in your organisation.
At PT&I, we focus on outcomes. If our clients are well supported, the work is delivered to a high standard, and we remain connected as a team, then people should be able to work in a way that suits their lives. I encourage my team to be open about their commitments whether that’s a school run or another priority. There’s no need to sneak off or make excuses. Flexibility works both ways, but it starts with trust, transparency and accountability.”
My vision for the next five years is…
...that we stop kicking complex problems down the road. Instead, we bring the right minds to the table early, challenge assumptions, and solve them decisively with safety, integrity and long-term value at the centre.