In a world where accessibility often lags behind innovation, one entrepreneur is flipping the script. As a blind woman with first-hand experience of systemic barriers in the workforce, the founder of Blind Ambition turned personal advocacy into a powerful consultancy — one that now shapes policy, products, and workplace culture across sectors. From influencing AI development to redefining inclusive leadership, she and her team are making it clear: accessibility is not a bonus feature, it’s a business imperative. In this interview, she shares how Blind Ambition stays agile in a fast-moving tech landscape, why lived experience is a strategic advantage, and how her mission to transform the employment landscape for blind and partially sighted people is gaining global traction. Her story is a testament to what’s possible when innovation begins with inclusion — and never leaves it behind.
Can you describe your entrepreneurial journey and the motivation behind starting your business?
My journey began from lived experience. As a totally blind woman navigating the workforce, I encountered too many unnecessary barriers — not just physical, but attitudinal. I founded Blind Ambition to dismantle those barriers and shine a light on the incredible, untapped talent among blind and partially sighted people. What began as personal advocacy evolved into consultancy, training, and strategic support that now reaches across sectors — from street works to the boardroom.
How do you stay ahead of technological advancements in your industry, and how has this impacted your business model?
Technology is advancing rapidly, and for blind and partially sighted people, it can either be an incredible enabler or a frustrating obstacle. At Blind Ambition, we actively test emerging tools and support organisations to build accessibility in from day one. We’ve worked with tech companies, local authorities and large employers to make their platforms compatible with screen readers, apps, and accessible interfaces.
More recently, we’ve seen AI-driven note-taking tools that go far beyond transcription — they summarise meetings, identify action points, and tag speakers automatically. While this benefits everyone, it’s transformative for blind professionals, who may have previously had to record hours of audio and manually sift through it. Now, accessible summaries can be generated instantly, enabling better focus, productivity and independence.
What role does artificial intelligence play in your current operations or future plans?
AI is central to the next chapter of accessibility. Tools that once required manual work are now becoming automated and adaptive. From automatic alt-text generation to smart note-taking software, AI has the power to remove many of the “interface” barriers that blind people often face. In this sense, AI can be the great leveller — allowing people to focus on higher-level thinking and contribution, rather than spending hours on administrative workarounds.
Of course, we also remain vigilant about bias in AI, especially in recruitment tools. We are actively working with organisations to audit their systems to ensure disabled candidates aren’t being excluded unintentionally. AI must be developed and deployed with disabled people, not around them.
Can you share a significant challenge you’ve faced in your business and how you overcame it?
One of the most persistent challenges has been convincing organisations that accessibility and inclusion are not “nice to haves” but core business priorities. Early on, many companies were reluctant to invest in change.
We’ve tackled this by reframing the conversation — drawing on research, such as Accenture’s report on the bottom-line benefits of inclusion, which showed greater profitability, productivity and retention in inclusive workplaces. We back that up with lived experience and real-life case studies that show what’s possible when access is embedded from the start.
How do you approach strategic planning and decision-making in your organisation?
We always begin with purpose: does this move us closer to a more inclusive world for blind and partially sighted people? Strategic planning at Blind Ambition involves our team and our community. We stay agile, review progress quarterly, and maintain open lines of communication with clients, government bodies, and grassroots users. That ecosystem helps us to stay ahead of policy shifts, tech developments, and changing market needs.
What is your approach to leadership and fostering a positive company culture?
Inclusive leadership is the beating heart of Blind Ambition. I lead with empathy, transparency, and high expectations. We value difference, encourage experimentation, and foster a “solutions not excuses” culture. My role is to give the team space to thrive — offering recognition, autonomy, and purpose. For us, culture isn’t about office perks — it’s about belonging, impact, and shared values.
How do you ensure your business remains adaptable and responsive to market changes?
We stay close to the community. We run WhatsApp groups where blind and partially sighted people exchange tips on tech, work, and life — from how to use the latest accessible apps to how to meal prep with limited energy after a full workday. That ongoing dialogue gives us insight into emerging needs, frustrations, and solutions.
At the same time, we engage regularly with employers, councils, and government departments to understand what’s shifting in their world. That means we can anticipate needs and co-create solutions — rather than just react to change.
Can you discuss a recent innovation or project that has been particularly successful for your company?
We’ve recently been involved in testing and supporting the use of wearable AI-driven technology — like glasses that include built-in cameras which can take a photo and describe it back to the user. These developments offer real-time information in everyday situations, from reading a sign on a shopfront to recognising someone across a room.
Alongside this, we continue to consult on inclusive infrastructure, such as our Streetworks Accessibility Champions training for utility companies — ensuring roads and pavements remain accessible during maintenance. Whether it’s cutting-edge tech or practical public space design, our work spans both the digital and physical worlds.
What are your long-term goals for your business, and how are you working towards achieving them?
Our long-term goal is to halve the unemployment rate for blind and partially sighted people in the UK. To achieve that, we’re scaling up our consultancy services, growing our team of lived-experience trainers, and partnering with both corporates and national governments. We’re already in conversations with countries beyond the UK — including in the Middle East — to explore how our model can be replicated globally.
We’re also keen to embed inclusive thinking at every level — from start-ups and SMEs to major multinationals. Whether it’s accessible design, hiring practices or digital tools, we want to make inclusive business the norm, not the exception.
What advice would you give to emerging entrepreneurs in your industry?
Start with your why. Let your lived experience guide you — but also lean into collaboration, research, and resilience. Solve real problems, not just fashionable ones. Surround yourself with people who challenge and support you, and stay connected to the community you serve. Many disabled people are natural innovators — we’ve been finding creative solutions all our lives. That’s a business asset. Don’t underestimate it.