Meet Sarah Lawton, CEO KCI at kloeckner.i GmbH, the digital arm of Kloeckner & Co. In this interview, Sarah shares her insights on effective team management, the challenges and opportunities of digital transformation in the steel industry, and the crucial role of women in leadership, emphasising the importance of practicality, stakeholder collaboration, and adaptability in today's rapidly evolving business landscape.

Interviewed by Julie Goldie

Can you tell us about your general experience working as CEO for Kloeckner.i? For example, do your day-to-day tasks and industry requirements relate more to digital and automation processes, steel distribution, or both?

As CEO, my primary focus is always on my team; I prioritise their needs in our daily operations. I maintain a structured approach, emphasising the technical and digital aspects of steel rather than the distribution side, which we support but do not directly manage. Much of my work revolves around the digital environment. Currently, we are repurposing our operational framework, managing a recently approved budget to ensure we meet our commitments to cut costs and enhance efficiency. Accountability is key, so I ensure all PowerPoint presentations include specific deliverables, which I check in on regularly. My daily tasks involve leading steering committees and providing programme updates.

I work closely with a hands-on board, maintaining transparency in our operations. Regular meetings keep them informed about our progress. While I manage the technical side, my role also includes typical CEO responsibilities like budgeting and team management. A significant portion of my time is dedicated to people management, supporting my leadership team to ensure they have what they need to succeed.

Right now, we are navigating the sale of four businesses and the acquisition of six, requiring careful oversight of project management, budgeting, and extensive stakeholder management. My days are busy and varied, but I thrive in this dynamic environment and enjoy collaborating with my patient and supportive team, even as I maintain high expectations.

We also engage in initiatives like the "Women in Transformation" group, led by Barbara Lutz, which highlights the vital role women play in driving change and transformation. I see the positive impact of this initiative daily. Working alongside mostly men, I take pride in the unique perspective and problem-solving skills I bring as a woman in leadership.

A significant portion of my time is dedicated to people management, supporting my leadership team to ensure they have what they need to succeed.

Prior to your current role with Kloeckner.i, you worked with Portfolio Management and PMOs for more than 14 years. What are some key industry insights you made from that expansive experience and how did you apply them to your position as CEO for Kloeckner.i?

One of the key insights I gained from my experience in project management is the importance of being results-oriented. In this field, the end result is what truly matters. This analytical and structured approach helped me take responsibility for projects and budgets seriously. I learned to plan backward, assess risks, and develop mitigation strategies.

Working on diverse projects across different countries and cultures taught me the significance of finding common ground. I became skilled in stakeholder management, understanding how to communicate effectively with various groups within an organisation. I was often seen as someone who could solve problems, which aligned with my results-oriented mindset. My goal was to remove roadblocks and focus on solutions, ensuring that I maintained strong relationships with stakeholders for sustainable collaboration.

I believe in being transparent about both successes and challenges, reporting issues early to allow for better problem-solving. This pragmatic approach has been vital in managing complex programmes and the diverse people involved. My background as a programme manager differentiates me from many CEOs, as I bring structure and a unique perspective to my role. Ultimately, I see life itself as a project to be managed in manageable steps, which makes challenges feel less daunting.

I believe in being transparent about both successes and challenges, reporting issues early to allow for better problem-solving.

You have worked in many different countries, including Denmark, Dubai, Qatar, South Africa, Philippines, Czech Republic, and Germany today. How would you say your international experience has influenced both your leadership style and current areas of expertise?

My international experience has significantly shaped my leadership style and expertise. I never really chose my career; it chose me, and I've always approached it fluidly, driven by a love for adventure and travel. Opportunities often came through headhunting, and I embraced them because my project management skills are transferable across various situations. I approach challenges with a clear, analytical mindset, balancing compassion and directness in my interactions.

Adaptability is crucial in different cultural environments, and I focus on listening and treating people with respect. I understand that results-driven approaches require investing time in team members to foster engagement and collaboration. For instance, when my family moved to the Czech Republic, it took us 18 months to feel settled, highlighting that each move presents unique challenges.

I believe in giving clear structure around deliverables while standing alongside my team to help them achieve their goals. Building rapport through humour and open communication has also been key, especially in diverse settings like Germany. Overall, my aim is to leave a place better than when I arrived, focusing on developing people and creating sustainable approaches that ensure everyone enjoys their work.

I approach challenges with a clear, analytical mindset, balancing compassion and directness in my interactions.

With AI becoming smarter at an exponential pace, fostering digital culture quickly has undeniably become a must for the survival of any enterprise. You were invited to talk about this phenomenon in April on the podcast Bots & People. What are some opportunities, challenges, and strategies about the process of digitalisation that you could share with us?

The digitalisation process presents both opportunities and challenges. Fostering a digital culture is essential for survival in today's AI-driven environment. Adaptability is crucial in this context. We're redesigning our architecture to be leaner and lighter, moving away from over-investment in self-developed tools. We began our technical journey in 2015 and realised, while we are digital, our agility is lacking due to the sheer volume of tools we own, which is no longer sensible in today’s environment.

Internally, we are challenging ourselves to become leaner and lighter without discarding our previous investments. We are exploring low-code and no-code solutions and developing power applications. Admittedly, it has been difficult to assess our systems critically, especially since we built many of them ourselves. However, we recently started working on two proofs of concept with Microsoft Fabric, reinforcing our belief that data is king.

Our roadmap for the next 12 to 18 months focuses on making operations more effective and cost-efficient, with a commitment to transparency and stakeholder management. We have created a roadmap and secured budget for these initiatives because we demonstrated to our board that achieving cost-effectiveness requires investment. We've gained board support for this core part of our strategy, which includes ensuring that all employees have access to the data they need and building customer portals to further democratise our applications.

Success hinges on being aligned with the board. It’s crucial to have their support, as they should be your biggest advocates. To maintain this relationship, I provide regular updates every two weeks and share financial information monthly to build trust in our decision-making. Effective stakeholder management ensures the board feels included in our processes. A supportive board is vital for implementing innovative ideas, and I am fortunate to have a pragmatic board that is open to listening and providing guidance. While it requires significant effort, their backing is invaluable for driving our initiatives forward.

Success hinges on being aligned with the board. It’s crucial to have their support, as they should be your biggest advocates.

The tech and digital worlds tend to be heavily male dominated. What advice(s) would you give a young woman striving to catch up and transform digitally, but feeling out of her depth and not knowing where to start?

For young women striving to catch up and transform digitally, my advice is to start with practicality and pragmatism. It’s crucial to create an environment where you can hang on to something solid amid the overwhelming information. You don’t have to have all the answers; instead, focus on setting pragmatic goals and giving people choices, that aren't truly choices but rather guide them toward the right decision.

Each time you set clear expectations and deliver against them, you begin to build your credibility and confidence. Remember, if you challenge others, you must be ready to deliver on your promises. Over time, this consistent delivery will reduce the questions others have about your abilities, allowing you to move in the right direction with a solid foundation.

What are some of your interests and passions, and how would you say they relate to your professional journey?

My interests and passions revolve around collaboration and recognising the value each individual brings to a team. I’ve learned that I may not be the smartest person in the room, but my ability to work with others is a vital skill. I have no formal qualifications in technology or business, yet I've found success by holding my own with diverse teams, including at major companies like Microsoft.

It’s essential for women to recognise that bringing people together and facilitating connections is just as important as technical skills. Often, we undervalue our ability to connect and ease communication among team members. This skill is critical; without it, many projects would struggle to come together. So, know your value, understand that you bring something important to the table, and don’t hesitate to celebrate your role in making collaborations happen.

Video edited by Morgan Geyer