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In part one of our introduction to Caylin, we've got an exclusive interview between Caylin and our CEO and founder, Phil Stock.
At Invision360, we are a fast-growing team that is always working hard to deliver the technical solutions that you are searching for.
We're happy to announce the appointment of Caylin Joski-Jethi to the newly created role of Chief Product Officer.
Caylin will soon become a familiar face for all of our clients, as she will be responsible for developing new modules from initial concept to launch. In her new role, she'll be working closely with public sector services to identify the specific challenges they face. From there, we can figure out what solutions they might need to deliver best practices and efficiency, ensuring the unique needs of vulnerable individuals are met.
With a strong background in Local Authority Education and SEND data services, we think there's no one better to join our team.
In part one of our introduction to Caylin, we've got an exclusive interview between Caylin and our CEO and founder, Phil Stock.
Talking about her experience and what she brings to the role, this is an exciting look at how we can leverage data to transform the lives of vulnerable individuals.
My background is in data management and analysis, and I began my career as a data manager in a secondary school before moving into Local Authority Education and SEND data services.
What's always been important to me, isn't the data itself, but the reasons behind why we need to bother managing this data in the first place. I've always worked closely with service leads, leadership teams, schools and governing bodies, making sure that I'm not just stuck behind a computer screen.
"I want to talk directly to people about what information we have and how we can use that to improve outcomes."
This inquisitive personality is a crucial part of the job role because it gives real meaning to the products we build – it's about identifying what information (data) our customers need to affect the outcomes and services they deliver, and, from there, being focused on helping them actually use this information to have a positive impact.
When I transitioned away from Local Authority services into healthcare, I was the Head of Research and Intelligence at the national regulator of IVF treatment and embryo research. I wanted to hear much more from the patients themselves and felt it was critical to place patient voices at the centre of HFEA decision-making. This led to the first and largest known national patient experience survey, which is now in its third iteration and is informing policy and practice, leading to better patient experiences.
This belief - that listening to the users of services leads to better services – will be crucial to how Invision360 works with LAs to improve EHCP quality, and that of other key services. Only by listening to the voices of C/YP and their parents / carers can we design technology that truly improves the services and support they are able to access.
There are so many complex systems that public services must deal with, especially across multi-agency settings. Driving improvement requires finding better ways for SEND teams, children's services, education teams, parents/carers and children, and young people to share their experiences and knit that information together cohesively.
During the pandemic, I worked in the Chief Data andAnalytics Office supporting pivotal technology and innovation projects, such as the vaccine reporting infrastructure and machine-learning based COVID-19patient forecasts. Seeing how the technology was built, information needed to be gathered at pace, and the understanding how it could be used to drive better decision-making was hugely exciting. And when we brought in artificial intelligence and machine learning to that mix, it became a real game changer at improving patient safety and managing COVID transmission. I think this type of technology has huge potential to improve the ways LAs commission and deliver services to children and young people with SEND.
I get excited thinking about how public sector services can be transformed by technology, and I’ve been lucky enough to get a lot of experience that puts me in a good position to lead this transformation. But I have also seen that some technology is being created for the wrong reasons, or in the wrong way.
"I believe that technology needs to be designed with the public, not for the public."
Technology offers tremendous opportunity to replace subjective human processes with something transparent, more consistent, faster and more scalable. But it also has the potential to entrench bias, codify inequity – or just flat out focus on the wrong solution to the problem, one in which benefits are viewed only in terms of money saved, rather than the public benefits. These two are not mutually exclusive, although the right balance does need to be struck.
There are so many ways that we can create public good through technology, and the best technology companies need to hold themselves accountable to delivering a fairer and more equitable society with their work. A lot of that is about championing vulnerable individual's voices in the design and delivery of products and a relentless focus on engaging with all communities either being users of, or being affected by the technology.
Ultimately, my priorities will always be driven by our customer’s feedback, the experiences of C/YP and their parents/carers, and the policy direction set by the DfE. It is a creative challenge to find the right set of priorities within these!
My understanding of the sector and the specific challenges that LA’s face means that we already know we can't solve every single person's every need. But what we can do is collaborate to create an overarching product vision, that alleviates some of these challenges, shows C/YP and their parents/carers that their voices can make a difference, and is supportive of national policy changes.
There will be a lot of learning and testing involved, and much of the work will be based on the collaboration and close relationships we have with our customers. During every conversation I have in my role, there's always something new to learn or an idea for potential future development, and that's so exciting.
I’ve got a diagnosis of autism, and the work I did with education and SEND services in schools and LAs in the immediate years after I left university shaped me into who I am today. I love how inclusive the sector is (as you might hope it is!). Without falling into that specific culture, where I was continuously challenged to raise my aspirations and surrounded by supportive and understanding individuals when I had (countless!) bad days, I would never have had the confidence or experience to be in the role I am today.
"I feel fortunate that I’ve been able to get the support I need to thrive, and I want every C/YP with SEND to have that opportunity."
So, what I am most excited about is working hard with a wonderful team at Invision360 to have a positive impact on C/YP’s outcomes.
We're incredibly excited to welcome Caylin on board, and her experience will directly contribute towards new technical solutions that will be designed with children and young people at the centre.
Coming soon, part two of our interview, we'll look at how we can continue to develop our modules, how local authorities can implement AI into their everyday and the challenges involved in encouraging teams to try new systems.
If you'd like to talk directly with Caylin or Phil about how Invision360 provides innovative, person-centred solutions for public sector teams, please get in touch to book a call.
Alternatively, why not follow us on LinkedIn to stay updated with our latest news and insights?
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