WIL Europe WIL Events reports

Konstantina Travlou, Chief Operating Officer RepoClear and CaLM at LSEG

Mon, 02 Mar 2026 14:11:28 GMT

With a career spanning finance, risk and operations across London and Paris, Konstantina Travlou operates at the heart of the financial system’s post-trade infrastructure, ensuring resilience, efficiency and stability in complex clearing services. In this interview, Konstantina shares her perspective on leadership in high-responsibility environments, navigating regulatory and market change and the importance of adaptability and collaboration in a rapidly evolving global landscape.

Interviewed by Anastasiia Hresko & My-Han Trinh

You have built an impressive resume at the intersection of finance, risk, and operations, taking on roles that expanded your scope rather than following a single linear path. What brought you to the direction your career eventually took?

When I look back, my career feels less like a carefully mapped-out plan and more like a series of defining steps. I began in finance as a Finance Business Partner, but early on realised that what truly interested me was not finance in isolation, not just numbers or the P&L, but how the entire system fits together. I became curious about what happens behind the scenes: how finance, risk and operations interact and how decisions in one area ripple across the whole organisation. That curiosity naturally drew me to roles at the intersection of these functions, where you can see the real mechanics of markets and where your work can have tangible impact.

A strong motivation to keep learning has been one of the key drivers behind many of my moves, whether taking on new problems to solve or relocating across countries. Moving from Greece to London and then to Paris exposed me to new environments, perspectives and challenges. Each role taught me something different: how risk is managed, how regulation shapes markets, how operational decisions translate into real outcomes for clients, and how to collaborate effectively with people from diverse professional and cultural backgrounds.

Ultimately, what has brought me to where I am today is a constant appetite for growth and change, combined with the ability to adapt quickly and confidently to new environments and evolving circumstances.

In your current role as Chief Operating Officer RepoClear and CaLM at LSEG how do you balance between strategic oversight and the day-to-day operational demands of highly complex post-trade services?

In post-trade and clearing, you operate with a constant sense of responsibility. These are services that markets rely on every single day, often in times of stress, so “good enough” is simply not good enough. That reality keeps you firmly grounded in operational execution and day-to-day discipline.

At the same time, focusing only on today’s issues would quickly leave you behind. The environment is constantly evolving: regulations, technology, client expectations, competition, etc. - everything moves fast. A key part of my role is ensuring that we are not just reacting to change, but actively shaping where we want the business to go next.

Personally, I try to stay close to both the people and the details, without getting lost in either. I’m fortunate to work with a strong leadership team and much of my role is about creating clarity, so helping teams understand what truly matters, where the key risks lie and where we should invest our time and energy for the future. Some days that means diving deep into operational issues. Other days, it involves making longer-term decisions around resilience, growth, or transformation. The balance is not static, it’s something you manage continuously. Every day is different.

A key part of my role is ensuring that we are not just reacting to change, but actively shaping where we want the business to go next.

Repo, collateral, and liquidity management sit at the core of market stability. From your perspective, how are recent market and regulatory developments reshaping priorities in this space?

It is a technical space, but in recent years it has become very visible, especially during periods of crisis. The market has been reminded just how central repo, collateral and liquidity management are to the stability of the financial system. When volatility increases, attention naturally shifts to the “market plumbing” and to how resilient and prepared that infrastructure really is.

What I’ve observed over the past few years is a convergence of pressures and opportunities. On one side, regulators are rightly focused on resilience, transparency and robust risk management. On the other, clients and clearing members are facing increasing balance sheet constraints and capital pressures. They are looking for smarter, more efficient ways to optimise collateral and liquidity across their businesses.

These combined forces are pushing the industry toward greater automation, better use of data and more integrated solutions. But efficiency for its own sake is not the goal. The real objective is to build infrastructure that can absorb shocks, adapt to change and continue to function when it matters most. Ultimately, the priorities in our space are increasingly defined by a balance between safety, efficiency and adaptability. That balance is what shapes how our business continues to evolve.

LSEG operates across geographies and markets. How do you ensure alignment and effective collaboration across teams with different regulatory, cultural, and operational realities?

There are two key components to ensuring alignment in a global organisation like LSEG.

First, we need absolute clarity on what must be consistent everywhere, particularly in areas such as risk management, resilience, governance and standards. These are non-negotiable foundations. They create trust in the system and ensure that, regardless of geography, we operate with the same level of robustness and discipline.

At the same time, we must allow space for local context and flexibility. Trying to impose uniformity across a global organisation simply doesn’t work. Different markets operate under different regulatory environments, cultural norms and client expectations. Respecting those differences is essential.

For me personally, a big part of enabling collaboration is relationship-building. I spend a lot of time listening, staying close to teams and understanding their perspectives and constraints. Trust and open communication are critical, especially when teams operate across countries and time zones. People need to feel that they have a voice.

I strongly believe that diversity is a strength. Different viewpoints lead to better decisions and more resilient solutions. But diversity only creates value if people feel heard and included. My role is to help create an environment where people are comfortable speaking up, challenging constructively and supporting one another, both locally and across geographies.

Diversity only creates value if people feel heard and included. My role is to help create an environment where people are comfortable speaking up, challenging constructively and supporting one another.

If you could go back in time and give one piece of advice to your younger self at the start of your career, what would it be?

I’d tell her not to wait until she feels 100% ready before taking the next step. Early in my career, like many people, especially women, I felt I needed to tick every single box before applying for a role or stepping into something new. I thought I had to have all the answers, all the skills, complete certainty that I would succeed... But looking back, the moments when I learned the most were actually the moments when I didn’t feel fully ready and moved forward anyway.

I often say that we all have two voices in our heads. One is optimistic and says, “Go for it, you can do this!” The other is more cautious, sometimes even fearful, telling you that you’re not ready. Over time, I’ve learned that growth begins when you stop letting that fearful voice makes the decisions.

There’s a famous line from Franklin D. Roosevelt: “The only thing we have to fear is fear itself.” And I truly believe that. Fear is often what holds us back the most. But if we channel that energy into preparation, effort and learning, instead of hesitation, we’re capable of far more than we think. You can never be 100% prepared, that’s simply not how life works. But if you trust the work you’ve put in and take the step forward, you’ll often surprise yourself with what you’re able to achieve.

“The only thing we have to fear is fear itself.”

Karen Frehmel-Kück - Counsel at Osborne Clarke Germany

Wed, 28 Jan 2026 09:43:56 GMT

Karen Frehmel-Kück, Counsel at Osborne Clarke Germany, has extensive experience in advising investors, SMEs and listed companies on corporate and capital markets topics. In this interview, she offers inspiring perspectives into her career, her professional journey with in-house and private practices, and her advice on how to navigate the complexities of the legal world.

Interviewed by Nini Gordadze & My-Han Trinh

As Counsel at Osborne Clarke, you advise a wide range of clients on corporate and capital markets matters, often in cross-border contexts. Could you outline your key responsibilities in this role? What do you find most exciting, and most challenging, about advising companies across different jurisdictions and regulatory environments in Europe and beyond?

My key responsibilities depend on the kind of matter, as well as the type of clients we are dealing with. We usually have three different types of matters.

The first type of matter is usually very project-based, and typically involves restructuring, entering a new market, or transactions such as mergers and acquisitions. While the length of the project may vary, it is essential that these types of projects’ needs are clearly structured. This means that my role involves not only providing legal advice, but also includes project and stakeholder management, so that I can make the process as straightforward and painless as possible for the client.

We also have matters that are more problem-based, such as conflict resolutions between shareholders or compliance issues. These require a different approach, where we don’t necessarily have to structure a process. Rather, it is important to clearly identify our role, who we represent, what their and other parties’ interests are, and how to align them. In these problem-based situations, it is often also about managing emotions, trying to find common ground, and getting parties back to the table.

For the third type, we generally act as trusted advisors, providing regular legal advice and answers to groups of companies or a company. The focus here is on building and strengthening good relationships with the client. In these cases, the work is usually a mixture of project-oriented and problem-based tasks.

What is really interesting and exciting to me about this profession is that it is very versatile, both in terms of tasks and clients. Although the legal aspect forms the basis and the common thread, the more senior you become, the more strategic your advice becomes. The focus shifts towards providing clients with peace of mind and establishing trust that we will get the job done.

The more senior you become, the more strategic your advice becomes. The focus shifts towards providing clients with peace of mind and establishing trust that we will get the job done.

Your career has spanned private practice, in-house roles, and now counsel at a major international firm, Osborne Clarke. How have these different environments shaped your approach to advising clients, particularly on complex cross-border matters, and what lessons from that journey would you share with early-career lawyers?

I benefited greatly from the different perspectives I gained by moving from an international US law firm to a firm that only operated in Germany, and from my in-house experience. For me, having experienced the different views on legal work from in-house and law firm perspectives has been very beneficial. I would recommend that every lawyer spends some time working in-house, as being put on the spot by the business is a very different experience. This experience will leave you with an improved, business-enablement approach, which is also very important for lawyers in law firms to have, as our clients will have to deliver that in-house advice in turn. Also, it can really shape and transform the way you provide advice.

It is also important to observe different management styles and approaches to the client’s demand. You need to find your own way among these different approaches in dealing with client expectations, as well as your own expectations for yourself and your own work ethic and balance your approach between these aspects.

Thus, a lesson for junior lawyers would be to listen to your clients, not only for their legal questions and answers but to understand what keeps them up at night, and to try to adapt to their views and needs, which will help you deliver better advice.

Another piece of advice is to build your network early. The fellow junior lawyers that you talk to on day one will also be three years ahead when you are three years in. So, if you start building your network from day one, it will grow with you.

If you start building your network from day one, it will grow with you.

With increasing regulatory complexity in Europe and evolving EU and global market developments, how do you see the role of legal counsel evolving in capital markets transactions and stock corporation law?

The EU, and Germany specifically, are trying to reduce regulatory complexities, for example with the different Omnibus initiatives. It remains to be seen whether they will be successful or create even more complexity.

However, the entire legal profession, as with most jobs nowadays, is changing with the rise of AI. A significant proportion of our work is usually document-based and has become much quicker thanks to AI. To some extent, this work can be automated in the near future.

Therefore, the way we work and the tasks we carry out are going to change drastically for every lawyer, which will also change the way the economics of law firms. It will be interesting to see if there will be a change in the price of legal work, or at least in how it is priced, as tasks will take less time with the use of AI. Currently, most firms charge clients based on the time spent on a case. There are going to be a lot of changes ahead in the next couple of years.

In the end, one thing that will remain unchanged is our role in helping clients navigate these complexities, making things simpler for them by clearly structuring processes, identifying risks, and providing sound legal advice on the most important issues.

Corporate and capital markets transactions often involve tight timelines and significant pressure. How do you approach decision-making in these situations, and what helps you maintain clarity and perspective?

Structure and preparation are very important to me. Having a clear view of what success will look like at the end of the project helps me to structure the different steps. Anticipating and preparing for different scenarios early on also helps me to stay calm and reduce complexity in my head.

It is very important to have the right team and the right people to call on, especially when time is short. Having a trusted network of responsive colleagues and advisors within the law firm who can provide reliable and precise answers at short notice is invaluable. When running a tight process, it is also important to strike a balance between steering the ship and keeping the big picture of timelines and responsibilities in mind, while staying on top of smaller tasks that others are performing.

Another aspect that has always interested me is managing yourself in these situations. This involves maintaining your strength and well-being, minimising distractions around you, and knowing when to say no to additional projects for the moment because you cannot do everything at once with the same quality of work. When it gets very stressful, I usually take a walk, as this gives me a different perspective and helps me to stay calm, which is also very important.

In your interview on the transition from Senior Associate to Counsel, where you reflected on the role of personal branding and networking, you highlighted the importance of personal branding and networking in reaching the next stage of your career. What practical steps would you recommend to young lawyers looking to establish their professional visibility?

First, as I have mentioned, is to build your network early. A great way to start is to send a connection request with a short message on LinkedIn every time you encounter someone new. Doing so will help your network to grow over time without you having to invest too much time or effort all at once, which is usually difficult to find. I would also suggest asking senior lawyers who you admire about their work and their approach to visibility and business development. This is always valuable, as people who have succeeded can inspire us to find our own approach. Some of us need to find the courage to do it, while for others, it is about establishing a rhythm that works with our actual job and everyday life. You have to continually build on this habit, as efforts will compound over time.

Secondly, try to become as business minded as possible from the outset. Talk to clients not only about the legal questions at hand, but also about their business. This is usually a good indication of how the market works. It will also allow you to be more visible and help you understand their preferences better.

Finally, use your voice and perspective even as a junior lawyer. Hesitation is a common feeling at the beginning but don’t underestimate the value you bring to the table and your specific perspective on life and law. For example, if you find a mentor, you can also help them understand your generation and bring a “fresh pair of eyes.”

Hesitation is a common feeling at the beginning but don’t underestimate the value you bring to the table and your specific perspective on life and law.

In your view, which sectors (e.g., tech, mobility, energy transition) present the most interesting legal challenges or opportunities for corporate and capital markets counsel over the next five years?

As climate change is not going anywhere, everything related to energy transitions is very interesting at the moment. The changes to our lives and society will also bring more technological changes that will accelerate over the next 10 years.

For lawyers, opportunities lie where they do for the market, because an increasing number of companies will require legal advice in this complex landscape. This will involve not only the usual questions on corporate and employment law, but also very specific regulatory concerns relating to the energy market. This, in turn, will have an impact on reporting requirements, forecasts, and the duties of the executive board and supervisory board.

I also believe that it is a sector that will play an important role in the future of humankind. So, I would place particular emphasis on the energy sector, which is developing quite rapidly, and it’s going to be interesting legal work.

Noëlle Abdou - Legal Head of BU Alliance & Partnerships at Capgemini

Fri, 19 Dec 2025 13:06:33 GMT

Meet Noëlle Abdou, Legal Head of BU Alliance & Partnerships at Capgemini France & SCE and IP Officer France. With a background spanning legal consultancy, procurement, partnerships, alliances and intellectual property, she plays a key role in structuring and securing complex technology ecosystems. In this interview, she shares her journey, her vision of the evolving legal function, and her advice for young women building careers in fast-moving, innovation-driven environments.

Interviewed by Nini Gordadze

You’ve built a multifaceted career spanning legal consultancy, procurement, partnerships, and now alliances at Capgemini. What originally drew you to the legal field, and what motivated you to specialise in the intersection between law, technology, and business strategy?

I was drawn to the legal field because I have always enjoyed bringing clarity and innovative solutions to complex situations. I see myself very much as a problem-solver: someone who can turn theoretical ideas into concrete decisions and actions.

Early in my career, I realised that technology and business innovation can only truly scale when legal frameworks are agile and pragmatic. That realisation naturally pushed me towards the intersection of law, technology and business strategy. This is where legal advice becomes a genuine growth lever by balancing strategy and compliance with our group.

In practice, this means balancing strategic objectives with compliance, building scalable and simplified legal templates, and providing clear decision paths to business teams that need to move fast in complex and competitive markets. The challenge is always the same: enabling speed and innovation while protecting the company’s assets, interests and reputation.

Before joining Capgemini, you worked as a multidisciplinary legal consultant and were seconded to major corporations like Orange, GE, and Capgemini itself. What did these experiences teach you about operating inside large, diverse organisations, and how do they influence the way you approach your role today?

Working within very different organisations, French groups as well as large US corporations, exposed me to diverse corporate cultures, governance models and ways of working. One lesson became very clear early on: legal advice only works when it is pragmatic and aligned with business priorities.

These experiences also taught me how to navigate complex stakeholder environments and how to balance global standards with local realities. Acting as a bridge between global organisations and local teams required trust, cultural sensitivity and clear communication.

Today, this background helps me anticipate friction points at a very early stage. When legal teams are called in, it is often because there is uncertainty or a lack of clarity. My role is to create a safe space for stakeholders, help them frame their projects properly, and design legal frameworks that scale without slowing the business. Simplicity, efficiency and communication remain central to everything I do.

You’ve helped strengthen legal expertise within procurement and later broadened your work to partnerships, alliances, and intellectual property. How do these different areas of law interact, and how do they shape the way Capgemini builds and maintains its strategic collaborations?

For me, these three areas are deeply interconnected. Procurement lays the foundations for compliant sourcing and partner selection. Partnerships build on that foundation by creating joint go-to-market ambitions, based on fairness, balance and mutual value creation.

Intellectual property is a critical pillar, particularly as we work extensively with software providers and technology partners. IP protection is essential to safeguarding innovation, especially in the context of AI, while also enabling trust between partners.

Together, these legal dimensions shape how alliances are structured: clear governance, risk-sharing mechanisms, IP safeguards and trust-based collaboration. My role is to ensure these intersections work seamlessly, enabling strategic partnerships without compromising Capgemini’s competitive advantage.

I see my role very much as that of an orchestrator. This means guiding stakeholders, explaining the rules and the realities of partnership dynamics, and setting realistic expectations. A partnership always involves uncertainty: even with strong contracts and good intentions, success is never guaranteed. However, if we start with a solid foundation of trust, transparency and honest dialogue, we maximise our chances of exploring new markets and building sustainable collaborations.

I see my role as that of an orchestrator — guiding stakeholders, explaining the rules and creating the conditions for trust and confidence in complex partnerships.

Capgemini operates in a sector where innovation, digitalisation, and ecosystem partnerships evolve quickly. What trends do you see transforming the legal landscape for technology services and strategic alliances in the coming years?

I have two roles as an IP officer and also dealing with the partners contract. We are clearly entering a fully regulated era of data and artificial intelligence. The legal landscape is shifting from principles-based approaches to comprehensive regulatory frameworks. Instruments such as the EU AI Act, the Data Act and other international standards are redefining what “compliance by design” really means and the market is moving toward with much stricter expectation around governance.

Clients increasingly expect not only compliance, but demonstrable, auditable governance frameworks. At the same time, innovation no longer happens in silos. It takes place within complex, multi-party ecosystems involving hyperscalers, software providers, data specialists and hardware suppliers. This requires more modular, adaptable contracts and a fair distribution of accountability.

As a result, the legal function is evolving from a traditional risk-control role to that of a strategic enabler, orchestrating trust, governance and compliance across increasingly complex ecosystems. In this environment, for legal professionals, agility is absolutely key. They must remain humble and accept that continuous learning is part of the role. Regulation is evolving rapidly, and no one can master everything alone. Collaboration is therefore essential: working closely with colleagues, stakeholders and multidisciplinary teams to find solutions together.

In this environment, agility is absolutely key for legal professionals: they must remain humble and accept that continuous learning is part of the role, as regulation evolves rapidly and no one can master everything alone.

Your career has involved navigating different organisations, cultures, and areas of expertise. You also dedicate time to non-profit initiatives aligned with Capgemini’s values. How have these experiences shaped your perspective as a leader and as a legal professional, and what personal values guide you in your work?

Moving across organisations and cultures taught me that adaptability, empathy and communication are just as important as technical expertise. My non-profit engagement reinforces the idea that impact matters beyond profit, in line with Capgemini’s values of inclusion, sustainability and diversity.

The values that guide me most are integrity, authenticity, clarity and team spirit. I place strong emphasis on transversal collaboration and on creating safe, trust-based environments where people feel comfortable asking questions and admitting what they do not know. For me, legal leadership is about enabling others to succeed safely and confidently.

As someone who has built a successful career in a demanding and fast-evolving environment, what advice would you give to young women entering the legal profession today, especially those interested in technology, partnerships, and corporate strategy? Has your participation in networks such as WIL Europe influenced your professional journey?

My first piece of advice is to build a strong technical foundation: hard skills matter, especially at the beginning. At the same time, because careers require agility, opportunities are not always clearly defined when they appear. That is why it is important not to stay in a silo or dismiss a topic simply because it is not yet a “hot” issue: what seems secondary today can become central in a few months or years.

It is also essential to learn the business language. As legal experts, we naturally work with very technical legal concepts, but we must be able to explain them in a clear and pedagogical way in order to bring others on board and move forward together.

Seeking mentors and joining professional networks such as WIL Europe can be incredibly valuable. These networks help you gain perspective and confidence, while staying true to yourself. Authenticity is key, do not be afraid to show who you are and let the world see it. My own involvement in WIL Europe has been transformative. It has exposed me to inspiring women who share their journeys openly and generously. We often place very high expectations on ourselves, as if we need to be “wonder women”, but in reality, perseverance, focus on our objectives and confidence are what truly matter.

Above all, I would say: be curious, speak up and raise your hand. Even if a position is not formally open, raise your hand and say, “I can do it.” Put your skills forward, show that you can deliver, and position yourself as a driver of innovation, not just compliance.

Authenticity is key, do not be afraid to show who you are and let the world see it. We often place very high expectations on ourselves, as if we need to be ‘wonder women’, but perseverance, focus and confidence are what truly matter. Be curious, speak up and raise your hand.

Hana Akaike - Senior Associate at Osborne Clarke

Fri, 28 Nov 2025 13:43:00 GMT

Hana Akaike, Senior Associate at Osborne Clarke, has built a career at the intersection of employment law, cross-border advisory work, and organisational development. In this interview, she reflects on the experiences that shaped her path, the value of continuous learning and mentorship, and how practical legal guidance can support companies navigating an increasingly complex labour landscape.

Interviewed by Nini Gordadze

As a Senior Associate specialising in employment law, labour relations, and cross-border advisory at Osborne Clarke, what originally drew you to this field and what has kept it stimulating for you over the years?

My involvement in employment law began during my legal traineeship at the tribunal, when I was assigned to a judge in the employment law section. That is where I began approaching and learning about employment-related issues.

Employment law sits right where people, business and society meet that is what makes it so meaningful and dynamic.

Compared to other fields, labour rules are not abstract, they affect people’s working lives directly, and you can see their concrete impact. The field feels familiar, and it helps you understand how organisations work. Employment law is also constantly evolving with the economy, new technologies and social expectations. It is not static, which makes it interesting, but also demanding. Over the years, labour laws have changed frequently, especially when new governments take office, as the trend is to reform the sector. This makes continuous training and updating necessary, which can be challenging.

Another aspect I appreciate is working in an international environment. I often assist foreign companies and receive cross-border mandates, which is very stimulating. I interact with foreign clients who do not share the same legal or cultural background, and I have to make them understand how the Italian legal system works. This can be challenging because the legal system is complex in itself, and explaining it to someone who is not familiar with legal frameworks can be difficult. It requires empathy on one side and clarity on the other, because at the end of the day, we are people interacting with other people, and my task is to make them understand how the system functions.

Your role places you at the crossroads of labour law, business strategy, and cross-border client support. What does your day-to-day work actually look like, and what kind of impact do you aim to have through your role?

When I think about my day-to-day activities, I would say I sit between legal risk and business execution. I provide advice on risk exposure, helping companies understand the liabilities they might face, and at the same time I offer practical guidance to support them in implementing their decisions. I need to combine both aspects.

A typical day varies a lot. I might start with a call from a client asking for advice because they have an issue with an employee who is not performing well and they do not know how to handle the situation. After that, I might be required to review a contract to check whether it is compliant with Italian law. Later in the day, I may deal with a completely different topic, such as a restructuring or redundancy.

Another important part of my work is that it cannot be limited only to employment law. Often we need input from other departments, tax, corporate, privacy, so I interact with many different professionals. This interaction makes the work even more interesting.

You advise both Italian and international companies. From your experience, what are the most common cross-border employment challenges today, especially with companies expanding or restructuring across multiple countries?

One of the first cross-border issues is the hiring of employees in Italy by foreign companies. Many do not have a legal entity in Italy and want to understand how they can hire people here. This has become increasingly common with the rise of remote and hybrid work, especially after COVID, as these models allow companies to hire across borders without relocating employees. However, many companies do not know how to manage this process. In these cases, I provide step-by-step guidance on setting things up, meeting mandatory requirements, and complying with Italian law. It is not just about providing an employment contract; it is about giving practical guidance the company can use.

Another recurring challenge is restructuring across multiple countries. Restructuring, including redundancies and workforce reductions, is part of my job. Group companies often need to align timelines across jurisdictions, but different rules and requirements make alignment difficult. Ensuring consistent messages while remaining compliant with local laws requires flexibility and careful explanation so clients understand where their approach may expose them to risk.

Drafting policies for group companies is another frequent task. Many organisations want harmonised policies, but combining group-wide rules with local legal requirements is not always straightforward. Often, we create a general policy with separate local attachments, allowing the company to maintain uniformity while complying with each jurisdiction’s rules.

Your practice spans from drafting policies to handling disputes. How do these two sides of your work influence each other, and what principles guide you when you’re navigating such high-stakes situations?

My work is divided into two parts: advisory activity - providing consultancy and support to companies - and litigation, meaning disputes before tribunals and in court. For me, these are two sides of the same coin. Litigation, although it represents around 30% of my work, significantly shapes my advisory activity because it sharpens my ability to anticipate risks and potential claims.

What I see in litigation, I can apply to my advisory work, not only in managing employment relationships but also in negotiating settlements. A part of my job is finding solutions to disputes with employees by identifying settlement terms that represent a fair compromise for both parties. To do this, it is important to understand risk exposure, points of leverage, and weaknesses on both sides, what the company can use as leverage and what the employee might rely on against the company. Litigation is a good way to train this analytical skill.

Regarding principles, I try to maintain the same values in both ordinary and difficult situations: fairness, transparency, consistency and accuracy. I aim to work with commitment, providing clients with enough information so they can make decisions consciously and with full awareness of potential risks. When situations are more complex, I offer more detailed scenarios to help companies understand all possible outcomes. Accuracy is important, but so is practicality. Advice cannot be purely theoretical; it must be actionable and tailored to the company’s business context.

With digitalisation and the rise of new forms of work, from remote and hybrid models to platform work, what major legal trends do you expect to shape the labour landscape in the coming years and which issues do companies most often underestimate when managing cross-border or distributed teams?

I think one of the major trends is the implementation of AI systems in our everyday lives, and this also has an impact on employment law and HR matters. I believe this development is inevitable, and it will change our lives not only in our field but in many others as well. In the context of labour law, AI might play a role in areas such as recruitment processes and performance monitoring systems.

AI brings significant opportunities, but it must be handled with caution. Its value is clear, yet full reliance can expose us to risks.

Another aspect is remote work and hybrid work. This has also been a significant trend over the last few years, especially after COVID. One of the difficulties companies face is managing the relationship with employees who work remotely. Sometimes companies struggle with how to interact with employees they have never met in person. Of course, remote and virtual work can be very efficient, and employees are not required to be physically present at the office or at meetings, which saves a lot of time. However, at the same time, important aspects such as building trust and developing relationships with colleagues can be jeopardised by this type of work arrangement. I think this will remain a challenge in the coming years.

Another topic that is currently very prominent in the employment law landscape is the Pay Transparency and Equal Pay Directive. This European directive sets out certain rules and general principles that each jurisdiction must implement through national legislation. Italy has not yet transposed the directive, but many organisations have already started working on it, preparing policies and governance systems that can align with the requirements of the EU directive.

As someone who has built an impressive career in a demanding field, what advice would you give to young women entering the legal profession today, especially those considering employment law?

To be precise, I am still in the middle of my career progression, so I consider myself a work in progress. Based on my experience, I would advise young professionals to stay curious and eager to learn. It may sound old-fashioned, but mastering the legal framework is essential; without this foundation, it is difficult to apply the law or offer solid support.

Another key lesson I’ve learned is the importance of finding the right mentors. In our profession, technical skills and strong competencies matter. For young people entering the field, it is crucial to work with the right team, not necessarily the biggest or highest-paying firm, but the one that helps you grow and learn. Today, studying can feel more challenging because AI provides quick and convincing answers. These tools are advanced, but they can also make it difficult to tell what is accurate. When I started working, I could already find information online, but I still needed to verify and deepen my understanding. With AI now even more sophisticated, the ability to question and check information remains essential.

My personal background has also shaped my perspective. I have Japanese origins but grew up in Italy, between two cultures, and later studied in Innsbruck. These experiences helped me understand different cultural nuances, which is especially important for anyone working on cross-border mandates. Finally, it is essential to work in an environment where your efforts are recognised. You may be an exceptional lawyer, but if no one notices your work, growth can be difficult. Having colleagues and mentors who recognise your value makes a real difference.

Given the growing role of networks such as WIL Europe, I’m interested Has being part of similar networks influenced your own career or perspective?

Yes, being part of the network is really helping me reshape my approach to networking. Before joining this training programme, I was not the kind of person who would naturally go to others, connect or try to establish new relationships. However, since I started the WIL programme, I have realised how important networking actually is, and my approach has changed over the last months.

Networking is essential, not just for meeting people, but for creating opportunities for yourself and taking an active role in shaping your professional path.

My aim is not to rely solely on what the law firm or the company provides me, but to also take initiative myself and look for opportunities independently. The WIL programme has helped me understand how important this approach is.

Anne Rissanen - Manager of PLM Chapter Development at Konecranes Global

Mon, 03 Nov 2025 14:49:53 GMT

Anne Rissanen, Manager of Chapter PLM Development at Konecranes Global with experience in product development and research in engineering. In this interview, she talks about her degree, the way it has provided her with a multitude of skills, and the future of PLM in the wake of AI and sustainability initiatives.

Interviewed by Alexia Lecerf

You currently serve as Manager, Chapter Product Lifecycle Management (PLM) Development at Konecranes Global Oy. Could you describe your main responsibilities in leading the PLM and design tools development team? What do you find most exciting and most challenging about managing product lifecycle and design systems across international teams in Finland, Sweden, Germany, and India?

The position I hold is mostly related to people management, so basic leadership, team development and supporting daily activities for what the team needs. On top of that, I'm taking care of our vendor management on PLM and CAD (Computer-Aided Design) development area, meaning the contacting part and when we get a new pool of people starting, I'm onboarding them. One big part of my time in autumn is budgeting; I help my colleagues with next year planning in people management point of view and putting costs together. During the year I am following the cost of how we're doing and how in line we are with budget.

I'm not alone in any of these topics and have very good colleagues with whom we work together the plans for the teams. As I don’t have background in IT technical topics, I rely on them in those and give my contribution and support on people perspective.

When working with international teams, from a practical point of view, different time zones need to be always taken care of. You need to have understanding of different cultures and sometimes be patient to gain also the silent knowledge, whether it is human behaviour or HR practices.

Your career path has evolved from R&D and product development to leadership roles overseeing global teams and large-scale design tool ecosystems. Looking back, what were some of the pivotal projects or transitions that most shaped your approach to leadership, collaboration, and innovation?

I had good experiences in the beginning of my career that helped me understand what working in an international company entails. These were good learning experiences, understanding cross-functional organisations, especially with multi-cultural teams. I have been lucky to have good managers who have supported when needed and given excellent examples of how good leadership is built.

A bigger project that developed my career was taking part in the development of new structural design software. It was a big learning curve, given that I didn’t have an IT background and I am specialised in civil engineering. There are similarities between them in software development and structural design, but combining those two to do structural design software was interesting. Also taking part in planning phase for product configurator was huge learning point and gave me overview how the process goes from customer request to production.

Innovations are crucial part of the successful company and innovations don’t need to be groundbreaking to be useful. I see that those come up often among the daily work. The most important for innovations is to have psychologically safe place to do them: open and supportive environment.

Innovation works best in an environment where ideas can flow freely. I’ve learned that creativity grows best when it is nurtured, not mandated.

You hold a Master of Science in Civil Engineering from Tampere University of Technology and a Master of Engineering in Technology Management. How have these two disciplines—technical depth and managerial perspective—complemented each other in your current role?

The Master of Science, overall, gave me a very good base for working in different roles from structural design, R&D throughout to environmental topics and software development. It is engineering, and it shapes your mind to be an engineer, but it also shapes your mind to think and question things around you. It also supports innovation and allows you to conduct some research for alternative ways in which things could be executed.

Master of Engineering gave me a strong base in technological leadership. It was a very intensive one-year training, but it fulfilled the need to understand better leadership topics and update myself with recent knowledge. These degrees cast a wide net for what you can do in the future. Every experience I’ve had has been a stepping stone toward the next challenge, growth comes from embracing each opportunity. I see that you need to be open to developing yourself and gain skills to be successful in today's working life.

As someone with extensive international collaboration experience, how do you leverage your multilingual skills and cross-cultural background in your daily work with globally distributed teams?

In Finland, we have great opportunities to learn different languages - it is mandatory to learn Swedish and some other language among it. This has become a mandatory survival tool, giving us a good base to understand other languages and cultures. For international work in international companies, you learn by doing but understanding the language and culture is essential. I was lucky to be working in international company already in the beginning of my career, where I got to know how it works from the inside.

The fields of PLM, design automation, and industrial engineering are rapidly evolving with the integration of AI, sustainability initiatives, and digital transformation. Which emerging technologies or industry trends do you believe will have the biggest impact on PLM and design tool development in the coming years? Are there any innovations or debates you find particularly promising or controversial?

AI is already here, and it has the power to reduce repetitive work. But using it effectively means understanding its purpose and making sure it is applied correctly. Technology works best when guided by thoughtful human judgement.

For example, I have a colleague now who has tried AI tool to write description for completed development . He got a lot of content regarding the topic when using AI, but you need to know what you are doing to be able to filter through the relevant information from this content.

Going forward, I see us using our own closed AI tools in the companies, into which we can safely input confidential or internal data, while respecting user rights and sharing across the company. Additionally, it is important to have training on how to use these AI tools: good prompting skills, understanding of data management and new features.

From a sustainability perspective, we always want to improve our systems. To understand the full lifecycle of product and its environmental footprint, you need the data first. From this perspective, the PLM system is very crucial. For example, when the designer is creating plans, they could use carbon footprint as one selection parameter among technical features. When we have the design, we can calculate of total footprint of the product. This could also include maintenance services to keep the product as usable as long as possible. The lifespan of product does not end when it is out of use, but continues as recycled and parts can be used as part of future products. These are all things we need to keep in consideration.

Finally, outside of your work in engineering and leadership, what passion or talent do you have that your colleagues might be surprised to learn about?

Someone might be surprised to know that I like to do things with my hands. This comes from the fact that most of the topics I touch on are more or less abstract. I think that projects like sewing allow me to see the progress I am making!

Maria Fedorova - Strategic Partnerships and Projects Manager at the INSEAD Hoffmann Institute

Mon, 20 Oct 2025 15:24:45 GMT

Maria Fedorova, Strategic Partnerships and Projects Manager at the INSEAD Hoffmann Institute, has built a career at the intersection of culture, academia, and sustainability. In this interview, she reflects on the nonlinear path that led her to where she is today, the importance of mentorship and collaboration, and how education and partnerships can drive long-term change in a complex world.

Interviewed by Anna Marin

You’ve built a career across culture, academia, and sustainability. How has your background led you to the work you’re doing today?

In all honesty, I never had a grand plan. I’ve always followed opportunities that allowed me to learn, grow, and stay financially stable. Much of it happened intuitively, and I still work that way. For me, that’s the most honest and sustainable approach to building a career.

I grew up during a time of political and social instability, just before the collapse of the Soviet Union. My parents always told me and my sisters that education was the one thing no one could take away from us. That idea has stayed with me — the belief that education is a human right and a force for change.

I’ve worked in arts and culture, developed public programmes, managed research projects, and now work in management education. For a long time, I struggled to explain my path because it didn’t look linear. It made me feel insecure, as though I was doing something wrong. Working with coaches helped me reframe my career, not as a ladder, but as a collection of experiences and skills that add value in different ways.

Many women I know feel the same pressure to have a “straight-line” career, and I think we need to normalise that careers are rarely linear. We pause, we change direction, and the world around us changes too. Those twists and turns can actually make us stronger and more flexible leaders.

You mentioned working with coaches and mentors. How did that support influence you?

It was transformative. I’ve been fortunate that almost all my managers were women, and they naturally became informal mentors. Their guidance shaped my confidence and helped me see my potential more clearly.

Later, I had the opportunity to work with a professional coach through my job, which was also life-changing. Coaching helped me “clean the lens” through which I saw myself; it gave me perspective and clarity.

Mentorship and coaching have such power, especially because access to formal education and networks isn’t equal for everyone. Having someone to guide you, challenge you, and help you see differently can make a huge difference.

You’ve organised panels and initiatives at major global gatherings. What, in your view, makes these kinds of events truly impactful rather than just symbolic?

I genuinely believe that global gatherings are important. I’ve attended and organised events linked to the World Economic Forum, COP26, and many others, and next week I’ll be at the IUCN World Conservation Congress.

These spaces matter because we share one planet and are all affected by overlapping crises, like climate change, conflict, inequality or health threats. None of these happen in isolation, so neither can the solutions. Multilateralism, at its core, is about bringing people together to find those shared solutions, leaving no one behind.

But for these events to be impactful rather than symbolic, two things are essential. First, there must be clear commitments and ownership, from governments, businesses, and individuals, about what happens after the event. Second, there must be measurable impact, with follow-up and accountability.

At INSEAD, for instance, we host an annual Impact Entrepreneurship Forum for our alumni. Many are social entrepreneurs, often working alone and facing huge challenges. Bringing them together to share experiences, collaborate, and build relationships helps them walk away with tools and partnerships that truly make a difference.

Partnerships are at the heart of your work. Bringing together businesses, universities, and non-profits around shared goals. What do you see as the most important ingredient in making partnerships successful and lasting?

I like to think of partnerships as connecting dots that didn’t exist before. They’re not just transactional, they’re meant to create links that can lead to new solutions.

To make a partnership truly successful, two things are critical: reflection and dialogue. First, you have to ask whether a partnership is really needed — can we achieve this goal on our own? Then, it’s about understanding your partner’s goals, being transparent about your own, and checking alignment regularly. Sometimes values continue to overlap; sometimes they don’t, and that’s okay. Being honest about that is what keeps partnerships strong and meaningful.

A good example is the Business Schools for Climate Leadership coalition, where schools that usually compete came together to tackle shared challenges. I also love our partnership with ChangeNOW, a summit founded by two INSEAD alumni. It brings together researchers, entrepreneurs, and educators to collaborate on solutions for global challenges. These initiatives work because they are grounded in shared purpose and mutual trust.

Sustainability requires both immediate action and long-term vision. How do you balance responding to urgent challenges with building solutions that last?

That’s such a complex question, and I don’t think anyone has a complete answer. But if I had to choose one key, I’d say education.

Education creates innovation, capacity, and inclusion. It helps build more just and resilient societies. But it’s also important to recognise that education must be inclusive and diverse, it’s not only about academic degrees from elite institutions. We need to value indigenous knowledge, lived experience, and practical expertise.

When we bring these forms of knowledge together through collaboration, mentorship, and continuous learning, we can act both urgently and sustainably. Education gives people the tools to make informed decisions now, while shaping systems that last.

You’ve also given time to volunteering, from orphanages to UNESCO, and chaired a cultural organisation. How have these experiences outside your formal career shaped your perspective and leadership style?

I volunteer because it brings me joy and helps me feel useful. It allows me to meet people outside my professional bubble and understand what drives them. Seeing how others lead and collaborate in different settings is always enlightening.

My views on leadership have evolved over time. A few years ago, I took a leadership course at INSEAD with Professor Declan Fitzsimons who defined leadership around three principles that really stayed with me: self-awareness, self-acceptance, and continuous learning.

Self-awareness means knowing your strengths and limits. Self-acceptance means being okay with the fact that we all make mistakes. And continuous learning is the willingness to keep growing and listening. I try to embody those values.

In practice, this means being authentic and humble, it’s okay to say “I don’t know” in a meeting. I also make a habit of asking for feedback, not just from managers but from my team. Their insights are invaluable, and it helps build trust. Leadership shouldn’t be about authority; it should be about openness and learning together.

Looking at today’s challenges, from climate change to social inequality, many people can feel overwhelmed or powerless. Based on your journey, what would you say to someone who wants to make a difference but doesn’t know where to start?

I feel that way too, quite often. Especially since becoming a mother, it’s made me think deeply about the kind of world my daughter will grow up in. It’s okay to feel scared, angry, or powerless. Those feelings are valid. But they don’t mean there’s nothing we can do.

My advice would be to start with something that gives you a sense of purpose, not external validation. We are not our titles or our LinkedIn profiles. There’s more than one version of success.

Second, start local. You might not solve global inequality on your own, but you can take action in your community — in your school, your neighbourhood, your sports club. Small, consistent actions add up.

Third, find mentors and peers. Surround yourself with people who listen, challenge, and inspire you. Networks like WIL exist exactly for that reason, to lift each other up.

And finally, just start. Don’t wait to feel ready or perfect. I believe imperfection is beautiful. What matters most is that we do something.

Begüm Türer-Stock - Team Leader at RIB Software

Wed, 24 Sep 2025 09:42:38 GMT

Begüm Türer-Stock is a project management and customer success professional with a background in engineering and consulting. She has worked across international teams and industries, bringing experience in leading complex projects and supporting organisational change. As part of our WTP Programme, she shares her perspective on leadership, collaboration, and navigating change in global environments.

Interviewed by Léna Journel

Your career has spanned technical roles, project management, and now team leadership in a multicultural setting. How has your engineering mindset evolved as you’ve taken on more people‑centred leadership responsibilities, and what still anchors you from those early technical years?

My journey began with a year in steel‑toed boots on construction sites, where precision wasn’t a bonus—it was survival. Even in that short but intense period, I learned to plan with care, make decisions under pressure, and approach problems like puzzles waiting to be solved. That experience left me with an engineer’s mindset—structured, analytical, and relentlessly curious—a way of thinking that still shapes how I lead today.

As I moved from the field into office‑based technical roles and eventually into project management, I discovered something important: logic alone wouldn’t get me where I needed to go. At RIB Software, where I’ve spent the past eight years, my focus shifted from delivering projects to leading digital transformation for major construction players across Europe, North America, and Asia. That meant more than introducing new tools. It meant helping people unlearn old habits, embrace change, and see the opportunity in it.

Leading transformation is a lot like building a bridge: you need strong materials—skills, tools, processes—but also the trust of those who will cross it. The anchor from my engineering days is still there: I want to understand the root cause, the bigger system. But now, I apply that same curiosity to people as much as to processes.

Because digital change isn’t just a shift in technology—it’s a shift in mindset. You can’t simply install software; you have to build understanding, foster buy‑in, and sometimes help teams let go of what once felt safe. That’s when leadership stops being about instructions and starts being about empathy.

Working on large‑scale projects across different continents has shown me that cross‑cultural collaboration needs more than technical fluency—it needs emotional intelligence. It’s no longer just about solving the problem; it’s about seeing the human behind it.

What still grounds me is the engineer’s instinct to look deeper, to see the full system, the real cause, the wider context. The difference now is that I bring that mindset to both processes and people. My evolution—from engineer to leader—has been about finding the balance between structure and sensitivity.

Leading customer success and digital transformation at RIB Software means navigating innovation, culture, and communication all at once. How do you apply structured, analytical thinking to human dynamics, especially when building trust across diverse teams and clients?

Digital transformation isn’t just about technology—it’s about people. And people don’t transform at the same pace as software updates. At RIB, where we work with national and international clients on complex digital implementations, I’ve seen firsthand how structured thinking can create clarity, but only empathy can create trust.

My technical background naturally pushes me towards analytical frameworks: Where is the friction? What are the repeatable patterns? How can we anticipate resistance? I use those tools daily to understand not only system bottlenecks but also interpersonal dynamics.

Especially in multicultural settings, I find it helpful to zoom out and observe: How is feedback received? Where is there hesitation? Who hasn’t spoken yet?

I’ve learned that trust is built in small moments—when you follow through, when you listen without rushing, when you ask the extra question no one else thought to ask. Those moments matter more than a polished presentation or perfect roadmap.

In cross‑cultural projects, especially those that span Europe, the US, and Asia, I’ve also learned that “clarity” looks different across borders. In one region, it might mean detailed documentation. In another, it might mean face‑to‑face reassurance. Recognising and adapting to these nuances has become part of how I lead.

Ultimately, I think of structure as the scaffolding and empathy as the human material we build with. One provides the framework; the other gives it strength and meaning.

You’ve worked across different countries and industries, from façade systems to construction tech. How has cross‑cultural fluency shaped your leadership style, especially when guiding teams through change or ambiguity?

My career has been a journey across borders—geographically, professionally, and culturally. From working on‑site in Turkey to leading digital transformation projects for clients in Europe, the US, and China, I’ve learned that cultural fluency isn’t just about understanding others, it’s about adjusting yourself with curiosity and humility.

What surprised me most is how universal human needs are—clarity, respect, belonging—but how differently those needs are expressed. In some cultures, silence might mean agreement; in others, hesitation. Early in my leadership journey, I often assumed alignment based on shared goals. But over time, I realised that alignment requires more than agreement, it requires shared understanding. That’s where language, tone, even timing become critical.

These nuances taught me to slow down and communicate more intentionally. I now see communication not just as a tool, but as a core leadership practice. It’s not enough to deliver information; I need to make sure it’s received and felt in the right way.

During moments of uncertainty or change, I don’t just outline a plan—I listen more, check in more, and ask myself: “How is this landing for them?”

Leading across cultures has also strengthened my belief that empathy is a leadership competency, not a personality trait. It’s something we can train ourselves to practice—by asking more questions, reading the room, and honouring the spaces in between words.

Ultimately, cross‑cultural leadership has made me a better listener, a more adaptive communicator, and a more intentional leader. It has taught me that true clarity is not universal, it’s local. And leadership is about bridging that gap.

Digital Twins, data‑driven tools, and platform technologies are reshaping the construction and infrastructure space. As someone who bridges technical understanding and strategic vision, how do you ensure your team not only adopts new tools but grows with them?

In my experience, the toughest part of transformation isn’t the technology, it’s aligning the people behind it. Tools don’t transform businesses on their own; people do. So before diving into adoption strategies, I always start with one question: Why does this matter to us, right now? If the “why” is clear, the “how” becomes easier.

At RIB, we operate in highly complex and multicultural project environments, where digital transformation is not a buzzword, it’s a lived reality. My role is to create a bridge between innovation and people. That means translating technical potential into tangible value for teams and clients: What pain are we solving? What friction are we removing?

But growth doesn’t come from deployment alone. It comes from creating a culture where experimentation is safe, where it’s okay to not get it right the first time. I encourage peer learning, candid feedback sessions, and shared ownership. We don’t just train people to use tools; we create space for them to evolve with the tools.

Sometimes that means slowing down to have honest conversations, acknowledging fear or fatigue, and holding space for reflection. Sometimes it’s about showing how the smallest improvement today lays the foundation for bigger change tomorrow.

Ultimately, successful transformation is not about pushing adoption—it’s about fostering belief. And that requires both clarity and care. My job is to make sure both exist.

Since joining the Women Talent Pool programme, what have you learned about yourself as a leader? Have any moments sparked new ideas or directions you’re excited to pursue?

Joining WIL Europe has been a rare and valuable pause—a chance to step back from the constant pace of delivery, performance, and planning, and truly reflect. That space has been transformative. Through the programme’s workshops, mentoring, and sponsorships, I’ve reconnected with values that have guided me all along—loyalty, empathy, and collegiality—but I now see them not only as personality traits, but as deliberate, strategic leadership tools.

In a world that often celebrates boldness and certainty, it’s easy to overlook the quiet strengths that build lasting trust. WIL has reminded me that sustainable leadership grows from creating safety—for ideas, for difference, for growth. It’s about helping people feel seen, not just managed.

One particular session on strategic influence shifted something in me. It made me realise that leadership doesn’t have to fit into predefined molds. I don’t need to walk someone else’s path; I can lead in my own way—with warmth, clarity, and conviction—while still delivering results. I’ve become more intentional about how I show up, more conscious of the tone I set, and the space I hold for others.

Perhaps most importantly, I’ve begun to own my narrative. Instead of waiting to be understood, I speak more openly about what matters to me as a leader and the kind of environment I want to build: one that is human‑centered, inclusive, and rooted in trust.

To me, leadership isn’t a title—it’s a responsibility. It’s the quiet, consistent work of creating spaces where people feel safe enough to grow into who they truly are. That is the kind of leadership I choose to pursue—intentional, values‑driven, and built to last.

Leadership doesn’t have to fit into predefined molds. I don’t need to walk someone else’s path; I can lead in my own way—with warmth, clarity, and conviction—while still delivering results.

Sara Puppis, Smart Collab Alliance Lead at Lenovo

Thu, 24 Jul 2025 07:33:48 GMT

Sara Puppis is Smart Collab Alliance Lead at Lenovo, where she drives strategic partnerships and cross-functional collaboration to support innovation and hybrid work. With a global career spanning multiple industries, she brings a people-first, purpose-led approach to transformation. In this interview, she shares how professional volleyball shaped her leadership, why trust and inclusion matter, and what it takes to align teams in fast-changing environments.

Interviewed by Layan Wahidi

As Smart Collab Alliance Lead at Lenovo, you work at the intersection of strategic partnerships, innovation, and cross-functional leadership. What does your role involve day to day, and what impact are you aiming to have through it?

It is a very dynamic role. At its core, my work involves building bridges between teams, technologies, and strategic alliances. I manage partnerships with companies like Microsoft, Google, and Zoom, where we co-develop smart, scalable go-to-market strategies that facilitate hybrid work solutions across different markets.

Internally at Lenovo, I work closely with cross-functional teams, marketing, sales, product, and business development, to ensure everyone is aligned around a shared purpose. I rely on my background in strategic marketing and demand generation to help turn vision into tangible momentum.

The impact I aim to have is centered on empowering collaboration. That might sound abstract, but for me it means creating synergies that go beyond business objectives. It is about fostering a human-centric environment where people feel connected, inspired, and motivated to make a meaningful difference.

If you asked my mother what I do, she might say, “She sells PCs and teaches people,” which is a bit off the mark. But it highlights how roles like mine, which focus on collaboration, inclusion, and leadership through influence, are not always visible from the outside. It is exciting to be in a space where emotional intelligence, strategic thinking, and servant leadership come together to support people and drive progress.

From professional volleyball to leading strategic alliances in tech: how have the mindset and values forged on the court shaped your leadership approach today? Whether it’s building alignment across global teams or fostering more inclusive environments, how do vision, resilience, and shared purpose come into play?

Sport is a fundamental part of who I am. Playing professional volleyball was my first experience of leadership in action. It taught me discipline, resilience, hard work, and strategic foresight - all of which continue to shape how I lead in tech today.

In volleyball, as in business, success is never about the individual. It’s about how well the team works together towards a common goal. That mindset guides me in aligning global teams and fostering inclusive environments. Knowing your strengths, understanding your gaps, and learning how to contribute within a team are essential to building trust and achieving results.

I also deeply believe in the power of diversity. Different perspectives lead to better outcomes. This belief is central to how I lead and collaborate across cultures and disciplines.

The environment I work in now is fast-paced and constantly evolving. Just like in sport, there’s a need to learn continuously and adapt quickly. Volleyball taught me to stay calm under pressure, think strategically, and respond with intention, skills that help me lead through ambiguity with confidence.

Volleyball gave me more than physical training. It gave me the mindset to face uncertainty, the humility to learn from failure, and the drive to keep growing. That foundation still supports me every day.

You’ve led business transformation across sectors as different as cybersecurity, healthcare, and telecommunications. How do you adapt your leadership style to such varied landscapes while staying anchored to your ‘why’?

The key for me is sticking to my ‘why,’ which is about enabling people and organisations to thrive through change. That purpose goes beyond any particular industry, whether cybersecurity, healthcare, or telecommunications. I adapt by focusing on truly listening to understand both what is happening and the people involved. Deep listening allows me to apply emotional intelligence to help individuals perform at their best, both independently and as part of a team. Living with purpose and sharing clear goals and vision are essential. Everyone needs to understand and align with the shared direction so we can move forward together.

My experience working across cultures, from the Nordics to South Africa, has taught me the importance of reading the room and anticipating shifts. This requires strategic thinking combined with agility in working with people. Building trust quickly is foundational. Trust may be invisible, but it is the base that enables transformation. When people feel safe and confident, they can act effectively and collaboratively.

Part of my role is to translate complexity into clarity so everyone knows their role and feels engaged and secure in their work. This builds confidence and empowers action. My background in volleyball also helps here. It trained me to anticipate the next move, understand how people are feeling, and make decisions under pressure. These skills are crucial in leading transformation across different industries.

Ultimately, I view transformation as a challenge that crosses sectors. Embracing diversity and the richness it brings allows me to navigate complexity and foster success wherever I lead.

You often work at the intersection of business development, digital transformation, and cross-functional leadership. What does it take to align multiple stakeholders around a shared vision—especially when innovation and speed are non-negotiable?

Working at the intersection of business development, digital transformation, and cross-functional leadership requires clarity, courage, and connection, especially in fast-paced fields like IT, cybersecurity, and AI. Aligning stakeholders starts with a clear, human-centered vision that people believe in and rally behind.

Building trust is key. I prioritise open communication and create a culture where feedback is welcomed and used to move the team forward. Managed innovation through tailored programs and partnership incentives also helps align diverse interests.

I often compare leadership to volleyball: when each person knows their role, trusts the process, and works in sync, speed becomes a strength and innovation flows naturally. Creating this culture takes time and intentional pauses to reset and realign when needed.

True alignment fuels motivation. I believe in coaching and mentoring as powerful tools for growth. My goal is to help others rise, even beyond my level, so we all keep learning. I hire for mindset over perfect skills, knowing that the right attitude embraces challenges and drives progress.

Soft skills like communication and adaptability are just as vital as technical know-how. Being one of the few women early in my career taught me to value diverse perspectives and bring a servant leadership approach into every room. That mindset helps me balance data-driven decisions with real human connection.

With over 20 years in international business, what kind of leadership are you striving to model now, and what personal strengths or challenges are still evolving for you? As a current Talent in the WTP programme, are there specific areas you’re looking to grow in at this stage of your journey?

With over 20 years in international business, I strive to model authentic and inclusive leadership by empowering others, especially women and underrepresented voices. I believe leadership is about elevating others and recognising untapped potential.

One area I’m continuing to develop is execution: helping others build independence, take ownership, and think like entrepreneurs. I want people to feel confident taking risks, knowing they are supported and that challenges are opportunities for growth. I aim to lead by example and show that women can succeed in any role or culture.

A personal growth area for me is embracing vulnerability. I’ve learned that emotional awareness is a strength, especially in high-pressure situations like public speaking. It allows me to connect more deeply and bring energy and authenticity to my message.

Language and culture also influence leadership. For example, in Italian, many professional titles are gendered masculine, which subtly reinforces bias. Raising awareness of these dynamics early, especially among young girls, can expand their sense of possibility.

As part of the Women in Tech network and the WTP programme, I value the power of mentorship and community. These networks support emotional intelligence, offer space to share experiences, and foster growth beyond traditional work environments. I also prioritise reflection. Taking moments between meetings to pause and recharge helps maintain clarity and supports both individual and team performance.

Ultimately, I am passionate about creating inclusive spaces where everyone can thrive, learn from challenges, and grow together as leaders.

Jana Traue, Senior Manager of Production at Konecranes

Mon, 30 Jun 2025 09:25:13 GMT

Meet Jana Traue, Senior Manager of Production at Konecranes, with experience in process engineering and optimisation of manufacturing processes. In this interview, she talked about asserting yourself when working in a male-dominated field, the importance of knowing the processes of operation within your company and the opportunity that AI presents in the field of engineering.

Interviewed by Alexia Lecerf

As Senior Manager Production at Konecranes, you hold a leadership role in a field that remains largely male-dominated. Could you describe your current responsibilities and reflect on how your experience as a woman has shaped the way you navigate the most exciting—and most challenging—aspects of managing production in an industrial technology company?

In my current role, I am responsible for all productive departments in our factory. We have a high level of vertical integration in our plant. In addition to traditional areas such as machining, I am also responsible for more specialised areas like motor winding or aluminium die casting. This diversity makes the job very interesting and versatile, but also challenging, as you are constantly confronted with different topics that you may not be familiar with.

As a woman in a heavily dominated field, you often face the challenge of having to prove yourself to everyone. This results in feeling as if you are expected to always be the best and better than everyone in anything that you may do. It is essential to strike a balance between perfectionism and calmness.

I have realised that you do not need to be an expert in every field; rather, it is more important to build a functioning team that can overcome challenges together.

Looking back on your professional journey, what have been some of the defining roles or experiences that influenced your leadership style and approach to operations?

I started my career at Bosch as a process engineer in the production development of electrical motors. There, I learned how important it is to follow two guiding principles: make decisions based on numbers, data and facts, and know your processes. It is also important to take a step back after improving something and evaluate whether the improvement was beneficial to the entire process. Growth cannot be generated from stagnation.

Finally, the biggest impact on my leadership style has been my current position at Konecranes. Konecranes invests a lot in leadership development. I have learned so many things, like situational leadership styles and the importance of coaching. It is always important to keep in mind, as a manager, that you are not responsible for solving your employees or your team members’ problems. Rather, strive to empower your team members to find their solutions and strategies. Once you do this, you will be able to have a team full of people who work independently and are intrinsically motivated.

Your academic background is notably international, with a Master’s in Präzisionsmaschinenbau (Precision mechanical engineering) from HAWK Hochschule and a semester abroad at Universidad de Extremadura in Spain. How has that mix of German and Spanish engineering education influenced the way you approach production management? And how do your language skills—English, German, Spanish, and even a bit of French—help you when working across cultures or on international projects?

When you spend time abroad, you quickly learn to recognise the advantages of diversity. It is, in my opinion, necessary to remain open to change and to understand other points of view, especially those who have grown up in different cultures. You often get new ideas and things that previously seemed obvious to you and see them in a completely new light because you get different input, and different ways of thinking. In production, where complex issues are often discussed, you can see the whole spectrum of problems and issues, and make sure to improve them continuously.

My time in Spain also helped me a lot with my personal development. I often try to become aware of my unconscious bias, which is not easy, of course, because it is unconscious. But I try to be aware of them and compare them with reality. I really hope that this will eventually lead me to become a fairer manager, with whom everyone can discuss every topic openly, as this is my overall goal.

I think that, especially in multicultural projects, it is indispensable to speak more than one language.

Only through communication and work can people connect. If you can’t connect to people, you are not able to grow further.

The manufacturing and industrial production sectors are rapidly evolving with the rise of AI manufacturing and sustainability pressures. What are some current debates or innovations in your field that you find particularly impactful or controversial?

Many people are afraid of AI. However, in my opinion, AI presents an opportunity to increase efficiency and competitiveness at exponential rates. We can ask it anything, and it will give us all the information we need at any given moment. However, we must include this topic in education as well. We must stop fighting all the AI technologies. We need to advance our tasks in universities and schools to get students to think about the prompts that AI provide. If we can organize these tasks in a way that gives students the ability to recognise AI, and the ability for them to discuss it, finding arguments against and for it, we will have the chance to generate a new generation of professionals.

When it comes to sustainability, I think it is only logical that we, as a large company, lead the way and try our best to use the resources at our disposal to improve, and eventually use fewer resources. We understand that we only have one world, and we need to find a way to share these resources amongst each other.

You’re currently taking part in the 10th edition of the Women’s Talent Pool (WTP) leadership programme. What does this opportunity represent for you, and what have been some of your key takeaways so far?

I am incredibly proud that Konecranes chose me to be part of this year’s Women’s Talent Pool Leadership Programme. It is a great opportunity for me to increase my visibility, like this interview, for example, and to fulfil my role as a role model as a senior manager and as a woman in leadership.

I have already taken away two key points. First, you are not alone with your insecurities and challenges. By reminding yourself that many others face similar struggles and that solutions are possible, you gain perspective. Secondly, you must consider who you are allowing to judge you and why. When I asked myself why I thought it was okay for everyone to judge me, it didn’t make any sense. With these two guiding principles, challenges become more manageable, and you can approach life with much more composure.

Fun question: What talent or passion do you have outside of work that people might be surprised to learn about?

I am an outdoorsy person, and I prefer living in the countryside rather than the city. I have two dogs, two cats and five horses at home. This is how I balance my work life. It is nice to come home to my five horses and spend time with my other animals!

Natalia Salazar, Head of Innovative Finance at International Council for Local Environmental Initiatives

Mon, 02 Jun 2025 08:59:30 GMT

Meet Natalia Salazar, Head of Innovative Finance at ICLEI – Local Governments for Sustainability. With over a decade of experience across the humanitarian, development, public, and private sectors, she has worked in some of the world’s most complex environments, from conflict zones to international financial institutions. In this interview, Natalia reflects on the defining moments of her journey, the importance of local insight in driving systems change, and her work advancing climate finance at the city and regional level. From navigating cross-cultural landscapes to mentoring future leaders, she shares a candid perspective on leadership, resilience, and the future of sustainable development.

Interviewed by Tracy Soueidy

Your career spans over a decade and covers the humanitarian, development, public, and private sectors — from the OPEC Fund to the ICRC and now ICLEI - Local Governments for Sustainability. Looking back, what have been some defining moments in your journey, and how have these experiences shaped the way you think about impact and systems change?

Being born and raised in Ecuador gave me firsthand insight into the challenges of developing countries, which sparked my interest in pursuing a career in development. That early exposure shaped my understanding of local needs and government systems. Over the past decade, I’ve worked with organisations like the OPEC Fund in Latin America and Suriname, and later with the ICRC in fragile and conflict-affected settings such as Sudan, Haiti, Myanmar, and Afghanistan. These experiences across humanitarian and development sectors have shaped the way I see impact—not as isolated actions, but as part of long-term systems change that requires deep local understanding and cross-sector collaboration.

“True leadership in development is rooted in lived experience, cultural empathy, and the courage to navigate complexity with purpose”

You were featured in Forbes Ecuador for your work in sustainability and leadership. Could you share what this recognition meant to you, and how your work in climate finance is helping shape more resilient, inclusive futures, particularly at the regional and city level?

Being featured in Forbes Ecuador was a true honour. While Forbes is globally recognised, the fact that this recognition came from my own country made it even more meaningful. It felt like a moment of representing Ecuador and being acknowledged among others making a difference. It also gave me a chance to share my story, the challenges, sacrifices, and the less-visible side of the journey, especially with fellow Ecuadorians. Beyond the professional recognition, it was also personal: a moment of pride I hope serves as an example for my daughter and future generations, showing what’s possible through dedication and purpose.

“Hard work, resilience, and sacrifice can inspire others, especially the next generation, to create meaningful change and shape a better future.”

Your professional journey has taken you across borders, from Latin America to Europe. How has navigating these diverse cultural and professional landscapes shaped you personally and professionally? How do you adapt your strategies when working across such varied industries and contexts? And what advice would you give to women seeking to build a career internationally?

Moving across continents has taught me resilience, adaptability, and strength—especially in the early stages of my journey. Over time, I became more experienced at navigating change and embracing the challenges that come with relocating and working in new environments.

Studying and living in Germany had a major impact on me. It shaped my work ethic, taught me structure and punctuality, and helped balance my Latin American openness with a strong professional discipline. Adapting to different cultures and learning new languages also helped me connect more deeply with people from all backgrounds.

One of the most important lessons I’ve learned is to stay open and honest—especially about what I don’t know. That openness has allowed me to find mentors, learn from experts in fields outside my own, and grow in areas like energy and infrastructure, even without being an engineer myself. Building genuine relationships has also been key—not just with senior leaders, but with everyone, regardless of title. You never know how those connections will evolve or what kind of support and collaboration can come from them.

For women pursuing international careers, I’d say: keep pushing, stay open to learning, and be confident. Confidence is essential, and unfortunately, it’s something many women are still working to build. Believe in your path—opportunities will come, often when you least expect them.

“Stay resilient, adaptable, and confident; success comes from learning and staying focused."

As someone working at the intersection of innovation and entrepreneurship, what do you see as the biggest challenges or opportunities for startups today, especially in Latin America and Europe? In your experience, what key skills or mindsets are most essential for entrepreneurs and leaders to thrive?

Startups in Latin America and Europe face challenges like limited access to networks, resources, and language barriers. Entrepreneurs must focus on improving communication skills and building diverse networks to overcome these obstacles. Adaptability and global connections are key to thriving.

From my experience, leadership is not something you're born with; it's a skill you build over time. Confidence is essential, but what truly sustains you is being deeply committed and passionate about your work. Knowledge can be gained along the way, but without those core values, it's hard to thrive as a leader or entrepreneur.

“Overcoming language barriers and building networks are key to startup success."

Mentorship and community clearly play a big role in your work. Looking back, how have mentors supported you in moments of uncertainty or transition?

Mentorship and community have played a crucial role throughout my journey—not only by providing knowledge and guidance but also by offering life lessons and building my confidence. I’ve benefited from both women and men as mentors: women often shared deep technical expertise, while men helped instil confidence and supported me during key transitions.

These relationships have not only shaped my professional path but also created a strong network I continue to rely on—whether for collaboration, support, or friendship. Mentorship has truly been foundational to my growth and resilience.

"Mentorship provides the guidance, skills, and confidence needed to grow and navigate change."

And just to wrap things up on a lighter note — if you could take a week off from your career to fully unplug and recharge, what would you love to do just for fun or creativity?

If I could take time off to fully unplug, I’d love to visit my close friend in Australia and New Zealand with my daughter, of course. It would be a chance to explore both countries, enjoy new experiences, and simply have fun together. It’s far, so I’d probably need more than a week; but it would be the perfect way to recharge.

"Unplugging, exploring new places, and sharing moments with loved ones is the best way to recharge.”

Anna Abela, Director in the Policy & Political Analysis Practice at Flint Global

Thu, 20 Mar 2025 11:57:38 GMT

Meet Anna Abela, a Director in the Policy & Political Analysis Practice at Flint Global. With a background in diplomacy and a passion for policy, she has built a career helping businesses navigate complex political and regulatory landscapes. In this interview, Anna shares her insights on the shifting political climate in Europe, the lessons she’s learned from her diplomatic career, and her work as a local councillor in London. From shaping high-level policy to advocating for her community, she offers a unique perspective on leadership, public service, and the evolving world of European politics.

Interviewed by Amra Zvizdić

Reflecting on your journey from the beginning to now, what experiences would you say have had the most profound impact on shaping the person you are today?

I have been very privileged to work in four different countries—Malta, the United Kingdom, Belgium, and Jamaica. Each of these experiences has been character-building. Arriving in a new country with few connections requires rebuilding friendships, a network, and sometimes even a professional reputation almost from scratch. This process has tested my resilience, making me more resourceful and confident in my ability to navigate unfamiliar situations.

Working in international environments throughout my career has also allowed me to form friendships with people from all over the world. This has not only given me a global outlook but has also made me more culturally sensitive. After growing up in Malta, a small group of islands covering around 300km², I do not take any of this international exposure for granted.

You started your career in diplomacy, a demanding and rewarding field. What are some of the most significant lessons you learned while working in that field?

I worked within the EU institutions and later at a UN agency. While I am no longer on that career path, my experiences as a diplomat equipped me with skills that continue to serve me well in the private sector. Diplomacy, particularly within the EU institutions, is about bringing as many people as possible together around a mutually acceptable compromise.

In these roles, I learned a great deal about the art of negotiation—understanding my interlocutor’s interests and recognising the aspects of their position they could not concede in order to move towards an agreement. I also developed the ability to present my own positions in a way that would resonate with others and build a coalition of support. In diplomacy, strength lies in numbers. I also learned the importance of building rapport—people are far more likely to meet you halfway in a negotiation if they genuinely like you.

Beyond this, I gained valuable experience in engaging effectively with stakeholders who are not formally part of the policymaking process. Taking the time to connect with NGOs, businesses, think tanks, and academics exposed me to a wealth of expertise and perspectives I would not have otherwise encountered. Even those I disagreed with provided an important challenge to my thinking.

People are far more likely to meet you halfway in a negotiation if they genuinely like you.

Currently, in your role at Flint Global as a Director in the Policy & Political Analysis Practice, you help multinational companies navigate Europe’s complex political and regulatory landscape. What’s one recent shift in European politics that you believe businesses are underestimating, and how should they adapt?

At the EU level, a major political shift is underway, with much of EU policy now viewed through the lens of European competitiveness. European leaders have been concerned for some time that the EU economy is falling behind the US and China. In response, European Commission President Ursula von der Leyen tasked former Italian Prime Minister Mario Draghi with drafting a report on revitalising European competitiveness, which has significantly influenced current policymaking.

This shift has also been shaped by last year’s European Parliament elections, where right-wing parties—both centrist and populist—campaigned for reduced red tape to support businesses and performed strongly, while the Greens, advocating for stricter environmental regulations, fared poorly.

As a result, there is now a stronger focus on European competitiveness, with several implications for businesses.

First, there may be a slowdown in new legislation from Brussels. Draghi highlighted that during von der Leyen’s first term, the EU passed 13,000 laws, compared to 3,500 federal laws and 2,000 resolutions in the same timeframe in the US. In response, von der Leyen has appointed a Commissioner to simplify EU regulations, tasked Commissioners with reducing reporting obligations by 25%, and prioritised implementing existing laws over introducing new ones. This means businesses will need to focus more on implementing acts, codes of conduct, and standards rather than just new directives and regulations.

Second, while green policies will remain central to the EU agenda, they are being reframed as a means to promote Europe’s clean industries rather than purely as climate regulations. Businesses should position their sustainability efforts not only as environmentally responsible but also as contributors to European economic growth.

Finally, the focus on competitiveness will drive efforts to reduce the EU’s reliance on so-called third countries in strategic sectors, particularly given uncertainty around the policy direction of the new Trump administration. Policies such as "Buy European" clauses in public procurement contracts may emerge, potentially making it more challenging for non-EU businesses to operate in Europe. Some companies may need to consider expanding their presence in the EU to mitigate these impacts.

Nearly a year has passed since you joined the European Network for Women in Leadership (WIL) network and its talent programme. What are some of the highlights from this experience, so far?

There have been many highlights over the past year, but what I have appreciated the most is the opportunity to be mentored by leading women in various sectors. Throughout my time in the talent programme, I was matched with two mentors who are members of the network—one, a partner in a global law firm, and the other, a senior leader in a consumer goods company.

I have really enjoyed sharing my career dilemmas with them and benefiting from their wisdom, which comes from years of experience. Some of our conversations completely changed my perspective on career challenges I had been reflecting on for some time.

It is also worth noting that I am based in London, while one of my mentors is in Poland and the other in Germany. I do not think I would have met them were it not for the network.

Throughout my time in the talent programme, I was matched with two mentors who are members of the network—one, a partner in a global law firm, and the other, a senior leader in a consumer goods company. I have really enjoyed sharing my career dilemmas with them and benefiting from their wisdom, which comes from years of experience.

Your professional journey has been unique and fortunate, as you’ve been inspired and guided by women in leadership roles, witnessing women in senior positions firsthand. Considering that this isn’t the reality for many professional women, how do you reflect on this positive experience?

I've been very fortunate to work for several organisations led by women or with women in senior positions, particularly at the start of my career as a diplomat. I had the rare opportunity to work for three female ambassadors in a row. With hindsight, I now realise just how lucky I was as only 20% of ambassadors worldwide are women. Observing these women leading an embassy helped me understand that I should not put a cap on my ambition.

This experience also showed me the impact female leaders can have on an organisation’s priorities. In diplomacy, for example, research suggests that female ambassadors influence international relations by highlighting policy issues that were not considered priorities decades ago. I witnessed this firsthand. One of the ambassadors I worked for made a campaign to end violence against women a top priority for our embassy, an issue that might not have received the same attention under different leadership.

I had the rare opportunity to work for three female ambassadors in a row. With hindsight, I now realise just how lucky I was as only 20% of ambassadors worldwide are women. Observing these women leading an embassy helped me understand that I should not put a cap on my ambition.

Finally, as a councillor in Haringey, you work closely with the local community, tackling local challenges and advocating for the community’s needs whenever possible. In this role, how would you describe your impact as a changemaker and how you are driving meaningful change in society?

Three years ago, I was privileged to be elected to represent my local community in London on our council. In the UK, local councils have significant responsibilities, delivering over 800 public services. Advocating for residents and making tangible improvements in our area is incredibly rewarding, especially when I succeed in ensuring someone receives the support they’re entitled to—whether it's social housing or special educational needs assistance for a child.

Beyond individual cases, I work to ensure residents’ voices shape major policy decisions. I prioritize accessibility, holding monthly one-on-one meetings with residents, responding to their emails on weekends, and submitting consultation responses on policy changes that affect our community. I also draft objections to planning developments or commercial licenses that might negatively impact our area. In the evenings, I attend committee meetings to scrutinize council decisions.

It’s a demanding role, especially alongside my career, but seeing real improvements in my community keeps me motivated.

Raouia Hamza, Senior Data Scientist at Rexel

Fri, 13 Dec 2024 11:00:00 GMT

Meet Raouia Hamza, Senior Data Scientist at Rexel. In this interview, Raouia shares her journey into data science, from her early passion for math, statistics and computer science to her current role leading AI-driven innovations at Rexel. Raouia discusses her experience in applying data science to impactful projects, including her work at SNCF, where she revolutionised business processes with Artificial Intelligence (AI). Raouia discusses her leadership journey, focusing on building and mentoring her team at Rexel, and the challenges of navigating gender bias in male-dominated sectors.

Interviewed by Meike Schneiders

You've already had a rich career in data science. Please give us a short summary. What has been the most defining moment in your professional life so far?

I began my data science journey unexpectedly during my studies at École Polytechnique in Tunisia, driven by my passion for math, statistics and computer science. Captivated by both the theory and real-world applications, like price prediction and demand forecasting, I pursued a double degree with Télécom Paris and a master’s at École de Technique in Paris. During my internships at Proxym and SNCF, I worked on impactful projects, earning recognition for innovation. Since 2020, I’ve been at Rexel, where I now lead a team as a senior data scientist. Building and mentoring my team has been the most defining and rewarding moment of my career, inspiring me to pursue further leadership roles.

Building and mentoring my team has been the most defining and rewarding moment of my career, inspiring me to pursue further leadership roles.

What are the biggest challenges and future puzzles you are currently facing in your job and how are you tackling them?

In my current role, I face two main challenges. The first is keeping up with the rapid evolution of data science as new models and technologies from companies like OpenAI and Google emerge constantly. To tackle this, I stay informed through AI newsletters, LinkedIn, and industry events where I learn from others’ experiences with new innovations. While this requires constant learning, I find it exciting. The second challenge is more personal—defining my own professional identity. Early on, I emulated others, but I soon realised the importance of developing my own approach. This has given me confidence and fulfilment, and I advise others to create their own path as well.

Early on, I emulated others, but I soon realised the importance of developing my own approach.

What are some of the key lessons you've learned about leadership and its impact on driving innovation and growth?

Clear vision: A leader must provide clear direction and purpose to avoid confusion and disengagement.

Strategic flexibility: Having a roadmap is crucial, but leaders must remain adaptable to changing circumstances.

Engagement over commanding: Involving team members in the mission leads to better motivation and shared success.

Listening: Listening to others’ ideas and feedback opens up new perspectives and fosters learning.

Recognition: Acknowledging team efforts boosts morale and commitment.

Career Development: Helping team members grow professionally strengthens both individual and team success.

These principles, combined with regular team feedback, have been key to my leadership approach. 

Now as a senior data scientist, what challenges have you faced and how have you navigated gender bias in traditionally male-dominated sectors?

Growing up, I was exposed to traditional beliefs that a woman’s fallback was to marry and take care of the household if she didn’t succeed. Despite this, I chose challenging paths, attended top schools, and pushed myself to excel. I left my home country to pursue my studies in Paris, determined to build my career on my terms. Today, I’m proud I didn’t let gender biases stop me. To handle gender bias, I focus on seeing everyone as individuals with equal capacity to contribute. This mindset helps me navigate male-dominated sectors without allowing bias to affect my work or self-view. 

To handle gender bias, I focus on seeing everyone as individuals with equal capacity to contribute.

You joined the WIL Women Talent Pool Leadership Programme this year. How do you like it so far and what has been your most memorable experience or learning?

Joining the WIL Women Talent Pool Leadership Programme has been one of the most rewarding and transformative experiences of my career. It’s given me the space to reflect on my accomplishments, evaluate my current path, and align my future goals with my true desires—something we often neglect in our fast-paced lives. The sessions and networking opportunities have been outstanding, allowing me to meet inspiring women. The most memorable part has been the mentoring sessions, especially with Marielle de Spa, where I learned valuable insights about the "zone of genius" and shaping my professional identity. I would absolutely join the programme again without hesitation!

The WTP Programme has given me the space to reflect on my accomplishments, evaluate my current path, and align my future goals with my true desires—something we often neglect in our fast-paced lives.[…] I would absolutely join the programme again without hesitation!

What is your greatest ambition or dream for the future of women in the sciences?

My greatest ambition is to see more women not only entering, but thriving in scientific fields, with the outdated notion that science is "for men" disappearing entirely. I want more women leading companies, making key decisions, and sitting on boards. A key dream is to witness women founding major tech companies and driving the next wave of innovation, like Zuckerberg or Bezos. My advice to young women is: pursue the sciences, don't underestimate your potential. The opportunities are vast, and you can be a leader—remember, the sky is the limit.

A key dream is to witness women founding major tech companies and driving the next wave of innovation, like Zuckerberg or Bezos.

Video Edited by Morgan Rachel Geyer

Lucia Zampetti, Financial Controller at Innpact

Fri, 22 Nov 2024 15:00:00 GMT

Meet Lucia Zampetti, a dedicated financial professional with a strong background in impact finance and strategic financial management. Currently serving as Financial Controller at Innpact, she navigates the complexities of financial strategies that align with social and environmental goals. With a passion for integrated reporting, Lucia is committed to creating social value and advancing female leadership in her field. Discover more about her insights and aspirations in this exclusive interview.

Interviewed by Greta Aurora Zottoli

Can you tell us about your current role as Financial Controller at Innpact? What aspects of your job do you find most rewarding, especially given the company’s focus on impact finance?

I am currently the Financial Controller at Innpact. I studied Economics and Management in Milan, where I began my career before moving to Luxembourg and joining Innpact. In my role, I act as the financial compass for the business, navigating the complexities of impact finance. My primary goal is to align our financial strategies with Innpact's mission to generate positive social and environmental outcomes.

Innpact is a sustainability-focused company that creates and manages funds within a green framework, supporting social impact initiatives. I provide clear financial insights and analyses that equip our decision-makers with the information they need to steer us toward our objectives. This is particularly important in impact finance, where projects often come with unique challenges. By identifying potential risks and opportunities, I help the team adapt and ensure that our initiatives remain impactful and financially sustainable.

In addition, I focus on fostering transparency and accountability within our organisation by implementing financial controls that build trust among stakeholders. Transparency reassures investors and strengthens our credibility regarding the projects we support.

It’s incredibly rewarding to see our financial strategy contribute to projects that make a real difference.

You transitioned from working in the pharmaceutical industry to financial controlling at Innpact. What motivated this change, and how has your previous experience shaped your approach to financial management in the impact finance sector?

I moved from the pharmaceutical sector to Innpact because I wanted to align my career with my passion for social impact. In my previous job, I gained valuable experience in financial analysis and project management, which developed my analytical skills and gave me a solid foundation in financial management. However, I found myself increasingly drawn to using finance as a tool for positive change. This shift was motivated by a desire to contribute to meaningful projects with a tangible impact on communities and the environment.

In impact finance, I leverage my skills in support of initiatives aimed at social good. My previous experience significantly shaped my approach to financial management, focusing not only on the numbers but also on how they translate into real-world outcomes. I emphasise sustainability and social responsibility in our financial strategies, ensuring that our work at Innpact reflects these values.

Did you always envision a career in impact finance, or was it an idea that developed gradually?

It developed gradually. After my studies, my primary interest was in finance, so I initially focused on finding a role that deepened my expertise in that field. Over time, I realised there was a unique opportunity to combine finance with positive social and environmental goals. That realisation inspired me to pursue a role at a company like Innpact, which is dedicated to making an impact in the world.

You have expressed a desire to make an impact through your work. Outside of your professional life, what personal experiences or passions have inspired you to pursue a career in the impact finance industry?

I’ve always loved travelling and experiencing different cultures, which made me aware of the challenges people face globally. Witnessing struggles with issues like climate change and poverty made me realise that I could contribute meaningfully through my work.

Connecting with people facing these challenges shifted my perspective. This sparked the idea that I could apply my skills in finance to support meaningful causes, with the hope of working directly with NGOs in the future.

It’s one thing to read about these issues, but witnessing them makes it all feel much more urgent and tangible.

The field of impact finance is rapidly evolving. What do you see as the biggest challenges in creating financial strategies that align with social impact goals?

One of the main challenges is that we’re still in a development phase, especially in Europe, where it’s difficult to measure our impact. Traditional financial metrics don’t easily translate into social outcomes, complicating the quantification of progress. Developing standard metrics that effectively measure social impact while remaining adaptable across different countries is essential yet complex. To this end, sustainability reporting is crucial for helping organisations assess whether their efforts are creating real impact. This strengthens relationships with stakeholders through transparency and provides a framework for evaluating progress. Reliable, clear reports significantly influence decision-making processes, but developing them is complicated, especially since companies often lack standard metrics or KPIs.

Another challenge is balancing financial returns with social outcomes. Investors often focus primarily on financial performance, making it difficult to maintain both financial sustainability and commitment to social impact in our strategies.

Given that the financial sector has traditionally been male-dominated, what specific challenges do women face in leadership roles, and how can we create a more inclusive environment that supports and advances female talent?

I have faced these challenges in my daily life. For instance, when I started my current job, I found myself in a male-dominated environment, which made the experience challenging. I often feel the need to constantly evaluate my skills and contributions, proving my competence more than my male colleagues do. In meetings, I must be assertive to ensure my voice is heard. While this pressure can lead to personal growth, it can also create stress.

To support women in male-dominated environments, I recommend mentoring programmes. Formal mentorship and sponsorship initiatives can connect women with leaders who provide guidance, support, and advocacy. This fosters a sense of community and helps women reach leadership roles.

In addition, promoting work-life balance is also crucial. Companies should adopt policies supporting flexible work arrangements, parental leave, and childcare support to alleviate pressures on women. Organisations should set mixed goals for gender diversity in leadership positions, ensuring women have fair opportunities to advance.

Furthermore, diverse teams can challenge the status quo and create role models for female leadership.

This imbalance can also be related to geographic metrics. Is there a difference in your experience between Milan and Luxembourg?

Yes, the environment can impact experiences, but Europe is generally not sensitive to geographic differences in this regard. So, my answer is no; I did not notice a significant difference between Milan and Luxembourg.

In Milan, I was less exposed to a male-dominated environment because I worked as an accountant, and my team was relatively mixed. Additionally, I had limited interactions with upper management, which meant I didn’t feel the gender imbalance as acutely. However, this reflects a broader trend across Europe rather than a stark difference between the two cities.

Looking ahead, how would you like to see your career evolve in the next few years? Are there any specific goals or areas of expertise you are passionate about developing as you move forward in the impact finance space?

Looking ahead, I envision my career evolving as I expand my expertise in impact finance. In the next five years, I would like to take on more leadership responsibilities and transition from Financial Controller to a head position. I want to focus on strategic financial management that aligns with our organisation’s mission of creating social value.

One key area of interest is integrated reporting and integrated thinking, particularly regarding International Financial Reporting Standards and Accounting Standards. I believe that an integrated approach can provide a more holistic view of an organisation’s performance by considering both financial and non-financial factors. This can enhance transparency and accountability, ensuring our financial strategies reflect our commitment to social and environmental impact.

Additionally, I am passionate about technology and its integration with finance. Leveraging data analysis and fintech solutions can significantly enhance our ability to measure our impact and track KPIs in innovative ways.

Video Edited by Morgan Rachel Geyer

Ewelina Woldan, Communications Manager at Lenovo Poland

Tue, 29 Oct 2024 14:55:35 GMT

Meet Ewelina Woldan, who has nearly 18 years of experience in IT marketing and public relations. In this interview, Ewelina shares her career journey and insights on brand reputation and offers valuable advice for those starting their careers in communications.

Interviewed by Anna Marin

What initially drew you to the field of Public Relations and brand marketing? Can you share some pivotal moments in your career that led you to your current role at Lenovo?

My entire professional career is related to marketing and communication in the IT industry. I've been doing this for almost 18 years, and I actually got into the industry by accident. But from the very first day, I really enjoyed the dynamics of the technology market. My first job gave me an insight into many areas of marketing, and I had different responsibilities. One of them was communication, and I must admit that this is what interested me the most straight away. I like to interact with people, and I love to use my creativity, and PR allows me to do that. I really feel that I can develop in this area.

I think the opportunity to learn about many areas of marketing was something that shaped me and allowed me to take my current position at Lenovo. PR best suits my personality, as well as the goals I want to pursue in the future. I believe everyone should explore different options to determine their best career path. This will help us find a fulfilling profession.

PR best suits my personality, as well as the goals I want to pursue in the future. I believe everyone should explore different options to determine their best career path.

Can you elaborate on your day-to-day responsibilities as a Communication Manager at Lenovo Poland? How do you approach building and maintaining Lenovo's brand reputation through PR?

Over the years, I have developed a certain professional routine that I follow. Every PR specialist's day should start with media monitoring. That's what I do too. I check information concerning not only Lenovo, but also the market. I read about world events, and I don't skip social media. For those concerning the Polish market, I focus primarily on Facebook, Instagram and LinkedIn. This knowledge allows me to determine the activities that will be performed that day.

Of course, a big part of my job is preparing presentations and statements, managing the day-to-day work of strategy development and implementation, and interacting with people who support us in the agencies. Each day brings new findings, new material for acceptance, and new challenges. To sum up, I start the day with an analysis, and then there is time to accept ideas and implement various actions.

Building Lenovo's brand image through PR activities is a long-term project that we plan on a quarterly basis. Every day, we add new elements to the various activities that take place throughout the year. It is very important to us to stay close to our customers, consumers or counterparties. We spend a lot of time on analysis to understand their needs. And it is through communication and PR tools that we strive to meet them. The activities that make us stand out in the market are certainly the organisation of many events, conferences or webinars, the aim of which is to pass on knowledge of new technologies or innovations in an accessible form. We adapt the message to the right audience so we can reach them with the information they are looking for.

Each day brings new findings, new material for acceptance, and new challenges

As Lenovo is operating on the technology market, which is highly competitive, how does Lenovo differentiate itself from other tech giants? What role does PR play in maintaining that competitive edge?

Lenovo has succeeded as the world's largest PC company, with a full portfolio of AI-enabled devices and those capable of applying AI solutions. The vision of Lenovo is encapsulated in the slogan Smarter Technology for All, now expanded to: Smarter AI for All. It means that every day Lenovo delivers technology that enables users around the world to work better, faster and more efficiently. These are smart solutions that make our lives better and have a positive impact on the world.

We also take a comprehensive approach to communicating with our audience, using a mix of marketing activities. The role of PR is very important. We work very closely with the media, and our activities cover many areas. Lenovo's products are aimed at different audiences – end customers and business customers. This is why we strive to deliver effective marketing and PR campaigns tailored to each audience. Our goal is to be close to these people, close to the market. We organise events where knowledge is shared by our experts showing customers the solutions that are currently available. The technology market is extremely dynamic – there are new innovations presented every month, and it is also our role to show our customers what will be ideal for them.

Our goal is to be close to these people, close to the market.

In your opinion, what are the most critical skills and strategies needed to succeed in the PR industry today? How do you stay ahead in such a dynamic field?

I think the main qualities of people who want to work in PR should be great flexibility and openness to other people. It is also very important to be able to manage appropriately – both one's own work and the crisis situations that also occur in this industry. At such times, the ability to solve problems quickly comes in extremely handy.

There is no time for boredom, and every day can bring new challenges. A person working in PR and marketing should constantly keep an eye on trends and events. This offers many new opportunities, sometimes not obvious, which can have a really positive effect. An important part of working in PR is networking, which often leads to various interesting collaborations. As an example, Lenovo events have been a huge success and other Polish companies are following suit. These are events that we create in cooperation with brands outside the IT market, such as the automotive and beauty industries. We create formats that are out of the box and innovative. We invite experts, media and creators to participate. It turns out that this formula, which we introduced two years ago as the first in the market, is very attractive to visitors and, above all, generates interest – both among traditional and social media representatives. As a result, we achieve a very large reach – we connect brands, people, as well as budgets.

Personally, I am constantly trying to develop my skills. I attend industry events and conferences and spend a lot of time meeting new people. People are the greatest value – we can not only learn a lot from each other but also create new formats together that will bring business success.

I think the main qualities of people who want to work in PR should be great flexibility and openness to other people. There is no time for boredom, and every day can bring new challenges.

Given the rapid changes in digital media and consumer behaviour, how do you envision the PR industry evolving in the next few years? What opportunities and challenges do you foresee?

Today, PR plays a huge role in brand communication, especially with experts representing the company. It is very important that materials are factual so that audiences can access proven content and avoid misinformation. A lot of material nowadays is produced automatically, and the audience cannot tell which message is actually true. Our role is to carry out communication that will make knowledge widely available and in an accessible form. I believe that building an expert brand image and creating content tailored to the target audience will bring the desired result.

I think the PR industry will continue to exploit the potential of collaborations with other brands in the future. By combining our resources and the values represented by Lenovo with other strong brands, we can achieve spectacular results.

What do you enjoy doing in your free time to relax and unwind from the pressures of work? Are there any hobbies or activities that help you recharge?

What I enjoy most is travelling, exploring new places and their culture and history. Most of my free time is spent with my family and playing sports. Time for myself is equally important to me. I enjoy solitary walks in the woods, it makes me incredibly calm.

For people at the start of their career in PR, marketing, or branding – do you have any advice you want to share or any words of wisdom?

Having worked in the industry for almost 18 years, I can say that I strongly agree with the statement that if work is your passion, you won't overwork a single day. I think it's important to look for your speciality, which will not only allow you to develop and fulfil yourself but, above all, will bring you a lot of joy.

Video Edited by Morgan Rachel Geyer

Anna Jabłońska, Country Head at Lingaro Poland

Thu, 10 Oct 2024 14:19:50 GMT

Anna Jablonska is a dynamic leader with extensive experience in IT, team management, and strategic business leadership. Currently, as Country Head at Lingaro in Poland, she leads large teams and oversees strategic areas like BI reporting, reflecting her expertise in both technology and business leadership. Learn more about her in this exclusive interview.

Interviewed by Tracy Soueidy

You have over 18 years of experience working with diverse technologies focused on business intelligence, data management and automation solutions. In this constantly evolving sector, how do you stay ahead of industry trends in data and analytics (D&A) to ensure that Lingaro continues to deliver innovative solutions to clients?

Staying ahead of rapidly evolving technologies is challenging, but we focus on continuous learning, ensuring proper certifications, and investing in the right technologies. Understanding customer needs through data is key for thought leadership and providing tailored recommendations.

We stay informed by attending conferences, connecting with industry leaders, and sharing knowledge via platforms like LinkedIn. Internally, we adopt agile methodologies to adapt quickly to changes in technology and market needs. While staying ahead isn't always easy, we are focused on quickly catching up and continuously improving.

While staying ahead isn't always easy, we are focused on quickly catching up and continuously improving.

As Artificial Intelligence (AI) and automation continue to advance, how do you see the role of human expertise evolving in data analytics and business intelligence? How should professionals in the field adapt to these changes?

Professionals like me and my team at Lingaro understand and reflect on the need to embrace changes in technology, particularly AI, and we know that some people were, and still are, apprehensive about robotic process automation. While AI may raise concerns about job displacement, it is crucial to view AI as a tool that can enhance productivity. Regardless of age, professionals can and should learn to collaborate with AI to make better decisions and resolve complex problems.

Although AI excels in repetitive tasks and data analysis, human input is essential for creative, context-driven decisions, especially in addressing ethical considerations like data privacy. The user emphasises that AI won't replace human decision-making, but will complement it, to speed up work while still requiring humans to make critical choices.

Regardless of age, professionals can and should learn to collaborate with AI to make better decisions and resolve complex problems.

Your career has spanned various roles, from Technical Consultant to Country Head. How has your leadership style evolved to meet the diverse challenges of these roles?

Effective leadership today requires adaptability and an appreciation for diversity. Unlike leading a team 15 years ago, current leadership must navigate evolving communication styles and diverse perspectives. Embracing these differences allows for a holistic view of problem solving, which is crucial in making informed decisions. As a leader, I believe it’s important to act more as a coach than as a demanding figure, giving team members the space to make conscious choices about their development and tasks.

My leadership style has always emphasised trust, transparency, and partnership. In a company’s culture, it’s vital to ensure every voice is heard and considered, as diverse input enriches the company’s strategy and decision-making. Despite the changes in team dynamics and responsibilities, maintaining an open, supportive environment and fostering clear communication have remained central to my approach.

In a company’s culture, it’s vital to ensure every voice is heard and considered, as diverse input enriches the company’s strategy and decision-making.

What advice would you offer to aspiring leaders, particularly women, looking to advance in the technology sector?

Don’tbe afraid to embrace your power and potential. Often, people hesitate to act due to fear or self-doubt, worrying their skills might not match the challenge. However, taking risks is part of growth, and making mistakes is a chance to learn. Women, in particular, have the tendency to take smaller steps or even a step back, but it's important to dream big and set ambitious goals.

Invest in yourself if you feel unprepared—seek mentorship, training, or other resources to build your skills. Don’t be discouraged by being in predominantly male environments; you have the same level of capability and leadership potential. Overcome the internal voices that hold you back, be vocal and visible. Remember, there are no foolish questions or topics, and through open dialogue, we can learn and receive valuable feedback.

Don’t be afraid to embrace your power and potential.

In a demanding role like yours, how do you manage work-life integration? What practices or habits have you developed to maintain balance and well-being?

Balancing leadership and well-being can be tough, but daily exercise helps me clear my mind and plan my day. I value my morning gym time because it helps me reflect and relieve stress. Taking short walks during work breaks also helps me manage stress after hard meetings and refocus.

Though I have limited personal time due to family responsibilities, I make time in the evening to read and listen to podcasts, which relax and educate me. Support from loved ones and delegating tasks both at home and work are key to keeping a good balance and staying focused on what’s important. This allows me to handle both work and family life more easily.

Here’s a fun question to wrap up! If you could swap jobs with anyone in the world for a week, who would it be and why? And how do you think your team at Lingaro would handle things while you were off on this adventure?

I always wanted to work at NASA, perhaps as a scientist or part of a space crew. I have always found astronomy fascinating, especially looking at the stars, and when I was younger, I hoped to become a scientist someday. It would be amazing to be part of NASA’s team, knowing they have access to cutting-edge technologies, likely years ahead of others.

Video Edited by Morgan Rachel Geyer

Stéphanie Pinson, Head of Legal for the Americas and Canada at Axens

Wed, 25 Sep 2024 09:52:14 GMT

Meet Stéphanie Pinson, Head of Legal for the Americas and Canada at Axens. In this interview, she discusses her journey and experiences in the legal field, the challenges she faced as a young legal counsel in the US, the importance of building a strong team, and her insights on navigating the political landscape within an organisation. Stéphanie also shares valuable advice for young professionals on how to develop soft skills and succeed in their careers.

Interviewed by Irene Reyes Suero

What motivated you to move from France to the United States to pursue your education and career?

I think it's a personal taste that you develop as you grow up. I always wanted to come to the US for some reason. I grew up watching MTV music videos as a teenager, and the US seemed like a world of possibilities to me. At the same time, I was a law student, studying business law in France, and I knew it wouldn't be easy to move to the US because law is very specific to your jurisdiction.

So, I continued my studies and started working. Eventually, because I was with an international company, they offered me an assignment in the US, and I was very, very happy about it.

How has being licensed to practice law in both Texas and France influenced your approach to international contracts and disputes within the energy sector?

It's been a work in progress. I started working in the US and knew I needed a license here, so I decided to go back to school. I attended law school here, took the bar, and passed it in 2022, which was more than 10 years after my qualification in France. Things happen in the long run in your career. It was absolutely a must because here in Texas, it is a legal requirement to have a state license to practice law. So, it was not just a nice-to-have for me; it was mandatory.

Working for a French group in the US, having dual licenses is a tremendous plus because I understand both legal systems: civil law and common law. I wouldn't do it any other way.

The bar exam seemed unapproachable to me. I was competing with US students at their level, so I had to work even harder. But during the preparation, I just got on with it without overthinking. Determination and trusting the process are key. Things will work out if you stay committed and work hard.

Determination and trusting the process are key. Things will work out if you stay committed and work hard.

Can you describe a typical day in your role as Head of Legal for the Americas and Canada at Axens?

This is a new role for me. It's not even been a year since I was promoted to this role, which now includes managing a small legal team. My goal is to organise the work of the team in the most efficient way for the company and ensure the most enriching environment for the people I work with, so they can get a grasp on many different aspects.

We cover the commercial zones of Canada, USA, and all Central and Latin America. Our main role is to support the sales team in getting business, obtaining contracts, and generating revenue. We work with different businesses, so we need to understand them to support them legally in the best ways. Practices and risks differ across companies, so understanding the core business is extremely important when you work in-house as a legal counsel.

Unlike working in a law firm, where you always stay on the legal side and advise different clients, as an in-house legal counsel, you don't just advise—you also make decisions based on the company's governance. Personally, I feel more part of a team effort to grow the company. There are many conversations about markets, business improvements, and how legal can be part of that by simplifying processes and creating solutions. Legal is often seen as an impediment, but business must go on, so finding a balance between risk and business needs is crucial.

Even though I've been with this group for over 10 years, the changing business environment in the energy sector, especially the shift towards renewables and decarbonisation, keeps me engaged and on my toes. I'm never bored in my role, and I enjoy helping and mentoring younger lawyers, sharing the knowledge I've acquired over the past decade. I hope this helps them grow their knowledge and careers. Keeping people motivated and interested is important to me because it's what keeps me motivated and interested in my own role.

Keeping people motivated and interested is important to me because it's what keeps me motivated and interested in my own role.

With extensive experience as corporate counsel in various energy sectors, what are some of the most significant legal challenges you’ve faced, and how have you successfully navigated them?

The first challenge I encountered was when I first came to the US as a young legal counsel. I had to work for an affiliate in the oil and gas industry that had never worked with a legal counsel. They were concerned that having a legal counsel might slow down their business. I was a solo counsel, reporting to the general counsel in France, and faced significant challenges as a young, female lawyer trying to gain the trust of experienced Texas businessmen.

Consistency in my work, showing that I was prepared and knowledgeable, and including them in the decision-making process helped me gain their trust. After two years, they offered me a permanent position, which validated my efforts.

Another challenge was returning from maternity leave and being promoted to Head of Legal. Organising a legal department, recruiting the right people, and building a team that best represented the legal department within the group were new challenges for me. Being in the group for so long gave me a clear understanding of what was needed, but it was still on a learning curve.

Consistency in my work, showing that I was prepared and knowledgeable, and including them in the decision-making process helped me gain trust.

In your current role as Head of Legal for the Americas & Canada at Axens, what have been some of the key initiatives or projects you have led on, and what impact have they had on the company's operations?

Being quite new in my role , I would say that I have really focused so far on building a team that will sustain us for the next few years. It's very important to have a team you can trust, because when you support other functions in the company, there are different forces at play, especially between legal and commercial. We all want to achieve the same goal—to get business done—but sometimes the commercial department may want to move forward quickly and overlook red flags, whereas legal needs to ensure due diligence.

It's crucial to have team members who understand these dynamics and possess soft skills, not just hard legal skills. Law school and passing the bar ensure the minimum requirements for the job, but what makes a difference is how one thinks, perceives company tendencies, and explains viewpoints to those who disagree. These skills help smooth the process when working with different perspectives.

I've focused on choosing a team that has these qualities and can continue to improve and grow them. This has been my biggest achievement so far.

As a member of the WIL Talent Pool Programme, what are your expectations and goals for this initiative? How do you envision your involvement contributing to the development of future legal talent?

I am extremely pleased to be part of this programme. I was amazed by all the incredible female leaders I met in London back in March. It was very inspiring. I love that it wasn't just legal; it was open to any type of profession, which was really enriching for me. Often, you only get to network within your own profession, so I really appreciated the diversity.

Having the opportunity to exchange with female executives and renowned leaders is extremely motivating. You just want to hear their experiences and ask questions. That's what I'm hoping to gain from this programme.

What I've learned so far is the importance of understanding who can be your ally within your organisation and how to navigate the political landscape. As a young manager, you don't often think about the politics of a group, identifying allies and those who might oppose you. This awareness has been eye-opening for me over the past six months.

I'm looking forward to continuing the small group discussions with mentors after the summer. These discussions help with very concrete issues you're facing in your career and sharing them with one or two other talents is incredibly helpful. This programme is truly amazing.

I hope that, in my small way, I can help any young attorney or young professional by giving advice on navigating expatriation or career challenges. I'd be happy to share my experiences and insights with anyone interested.

You mentioned before that hard skills are crucial and can be a differentiator in the selection process. While acquiring hard skills is relatively straightforward, what advice would you give to those entering the job market on how to develop soft skills?

Firstly, I would say, make decisions based on what you can control right now. I wanted to come to the US, but I also enjoyed studying law, so I focused on what I enjoyed. When you enjoy the process, doors open. Focus on the process, not just the results.

Secondly, be the person who gets things done. In internships or first jobs, bosses and managers want doers, not complainers. Show initiative, find resources, ask questions, and come prepared when seeking help. Even if you need extra help, demonstrate that you've done your homework and made an effort. This approach is valuable for both young and experienced professionals.

For soft skills, practice active listening. Listen to people, even if they seem antagonistic or defensive. Understand their needs before responding. When people feel heard, they calm down, creating space for mutual understanding. In negotiations or internal discussions, acknowledge others' concerns and propose solutions that balance their needs with yours.

Many people don't listen; they just think about their next response. This is counterproductive. By truly listening, you build trust with your counterpart, whether internal or external. Validating their needs, even if you can't meet them, helps build trust and fosters productive relationships.

By truly listening, you build trust with your counterpart, whether internal or external. Validating their needs, even if you can't meet them, helps build trust and fosters productive relationships.

Video Edited by Tara Arnott

Tiziana Di Clemente, Process Excellence and M&A Integration Manager at Ingersoll Rand

Fri, 13 Sep 2024 13:02:14 GMT

Meet Tiziana, a seasoned professional at Ingersoll Rand who successfully navigates the complexities of Mergers and Acquisitions (M&A) integration and champions DE&I initiatives. Tiziana shares insights into her career journey and her international experiences, and elaborates on how participation in the Women Talent Pool programme at WIL is contributing to her leadership development.

Interviewed by Anastasiia Hresko

Having worked at Ingersoll Rand for the past 18 years, starting in Product Management and later moving to Engineering, what motivated you to transition to work in the Mergers and Acquisitions (M&A) department?

Product Management (PM) plays a key role in determining a company’s strategy. Many corporates have a PM-centric vision thus helping the product manager to interact and develop connections with all the main functions. After 15 years covering a range of regional and global roles, it was the merger of two large American companies, Ingersoll Rand and Gardner Denver, that helped me see a perfect opportunity for a career shift. In an industrial company like Ingersoll Rand, my technical background in engineering, in addition to my financial background have been critical to help me in targets selection and to find the right approach to strategy alignment, and led me to decide to move to the M&A department.

Can you elaborate on your current role as Process Excellence and M&A Integration Manager at Ingersoll Rand? How do you leverage process excellence principles to ensure smooth M&A integrations?

Our competitive differentiator at Ingersoll Rand is called IRX or “Ingersoll Rand Execution Excellence”, and this helps the integrations (parts of the business that have been integrated) to establish a plan that is reviewed weekly. It is also very efficient in helping to fix new priorities. This tool provides the structure and the guidelines to ensure a smooth process where every single function involved, from HR to finance, knows exactly what to do when welcoming a new company “in the family”, whatever the size and location. Of course, cultural differences need to be adjusted for, but the main principle stays there as a backbone. I have done seven integrations so far, which is a lot and is due to the company’s huge pipeline, and having a well-defined structure behind it has been of great help.

M&A transactions have become increasingly complex due to factors such as global economic uncertainty and rapid technological advancements. What are the most significant challenges you've encountered during a M&A integration processes, and how do you overcome them to achieve successful outcomes?

Economic slowdowns actually serve as a very good opportunity for M&As to show up since it is when many companies realise that it is time to find an ally to continue the growth of the company. I would say that cultural differences, technology integration and talent retention are the most significant challenges during integrations. Having done a wide portfolio of acquisitions, from small to big companies, from Spain to Slovakia to Italy, I see that the only way to have a successful integration is to have a solid playbook to work with, a committed and skilled team to rely on and a post-mortem meeting to collect all missing activities, best practices and the lessons learned.

When it comes to technology, not only AI but also tools like Teams and SharePoint greatly facilitate our work, and I am constantly improving my skills in this area by taking up additional certification and courses.

Cultural differences, technology integration and talent retention are the most significant challenges during integrations.

Having worked in both Venezuela and Italy, how has your global perspective influenced your approach to business and problem-solving at Ingersoll Rand?

“Being a local” while working on M&A is crucial to make people feel comfortable, and my skills in Italian, Spanish and English have been of great help, as well as the fact that I grew up in Venezuela which is a very multicultural country. I built an international network at university and have worked with people from various backgrounds which has helped me develop problem solving skills. But to be honest, the best problem-solving school is being a mum! Having a 10-year-old with my husband and living with no family in Milan while having to travel more than half of my working time, I would say it’s a great example of how a woman can be a great addition to business as an excellent problem solver and planner!

The best problem-solving tool is being a mum!

Aside from your current management role we’ve discussed, you were also a chair and ally of DE&I EMEIA. What role did you play in developing and implementing DE&I strategies for Ingersoll Rand in these regions?

Helping women and learning from them has always been a must for me! A focus on DE&I in Europe has been important Ingersoll Rand since the company operates in a very male-oriented industrial environment where some women believe that they do not have the right to occupy senior positions or don’t make the organisational leap internally due to imposter syndrome.

We try to empower women and improve their experience both in the workplace and in their personal life. . The two are mutual: if you are happy in life, you are happy in the workplace and vice versa. Sponsoring and mentoring are also crucial since they allow for external and internal “visibility” of women as professionals. Thus, our more than 10 chapters in DE&I involve strategies around these topics.

Helping women and learning from them has always been a must for me!

As a participant in the Women Talent Pool (WTP) programme at WIL Europe, how do you believe this experience will contribute to your leadership development and aspirations for senior leadership roles?

I found the WTP leadership programme when surfing the internet in desperate need of some “female networking” and, having seen the WIL page on LinkedIn, I immediately realised that this was something for me. We met at the WIL Annual Gathering in London earlier this year with all the WTP Talents and partners and I returned home with a wealth of new knowledge and culture-related insights.

The monthly workshops help to refresh my knowledge of topics and reflect on how to lead with purpose, how to build my personal brand and how to make my voice heard by top management. I appreciate receiving feedback from other women and having dedicated time during sessions where we can exchange ideas in small groups. These things are having a huge impact on my development.

Having joined this community of female leaders, have you noticed a certain quality present in most of them that you admire the most?

This year’s cohort of the WTP leadership programme is amazing, with women who have backgrounds in Finance, IT, Legal, Universities, NGOs and the European Commission, amongst others. We have such a diverse team, very full of energy and eager to learn and share knowledge! It is great to exchange real cases with them and I always feel very comfortable talking to others and exchanging valuable feedback. This is gold for me! Everyone is very talented, and we are growing together. I cannot wait for the second round of Career Development sessions to start soon.

This year’s cohort of the WTP leadership programme is very diverse, full of energy and eager to learn and share the knowledge!

Video edited by Tara Arnott

Eveline Tsui, Category and Sampling Manager at Tarkett

Tue, 16 Jul 2024 12:00:00 GMT

Meet Eveline Tsui, Category and Sampling Manager at Tarkett. In this interview, Eveline discusses her career path, insights on sustainability, and offers valuable advice for those beginning their career journey.

Interviewed by Anna Marin

Could you share a bit about your background and describe your journey to becoming the EMEA Category & Sampling Manager Carpet at Tarkett?

After graduating, I did not know what I wanted to do or in what direction I wanted to go. Instead of focusing on university or college, I decided to go abroad for a year. I spent a year in Argentina, studying and living with a host family, which led me to being immersed in the Spanish language. Upon returning home, I decided to study translation and interpretation in Spanish and English. I did that for four years and had a great time, but as soon as I got into the actual work, I realised that it was not really for me. I had really enjoyed the studies, but the jobs within translation and interpretation did not feel the same. I switched and did a pre-master’s programme in international business and then a master’s programme in international business. This master’s degree helped me make a switch, to a more commercial field.

After my master’s I was accepted in a graduate programme in Barcelona, and that is when I moved there. That was a great opportunity for me to work in an international environment, meeting people from different cultures, but also a great way for me to start a commercial career. I did the graduate programme for one and a half years and then I got offered a business position back in the Netherlands, where I really got into my commercial career and business management.

I worked for about 9 years in the same company but then Covid hit. I did not know what the next steps of my career would be. That is also when a recruiter contacted me about this interesting position at Tarkett and here I am today!

How have your previous roles influenced your current position?

For me, it all adds up. Being in Argentina and learning Spanish, and deciding to continue with that, made me confident enough to move to Spain. In the end, knowing Spanish was not a necessity for the graduate position in Barcelona, but I think it made me more comfortable, to make connections with local people both outside of work but also inside the company. Knowing languages has helped me during my entire career.

Alongside learning languages and working in another country, I also learned a lot from the management position I got after my graduate programme. In that position I had to take care of almost every aspect of managing, and I was thrown into the deep end a little bit, but I did learn how to swim and that got me connected to every aspect of that business. I realised which aspects I do like, and which aspects I do not like as much. Based on that experience, I started to figure out in which direction I wanted my career to go in, which lead me into category management.

Tarkett is committed to overcoming sustainability challenges within a circular economy. How do you contribute to these goals in your role?

Within the Carpet Unit we are extremely passionate about sustainability and the road towards circularity. We have been on this road for about 8-10 years and within that decade we made huge steps to become circular. Today, we can confidently say that we are.

We have our own recycling here on location and collect carpeting tiles from all over the world, and that makes it possible for us to create a circular product here on site. But it is also important to think about the steps in between, to create a product that lasts for a really long time.

And if we only look at what you do at Tarkett, how do you contribute to the sustainability goals?

I am part of the marketing team here, so I am heavily involved when it comes to communicating on sustainability. We need understand what the market wants, what the world needs, and we deliver that knowledge and feedback to the teams that create the product. In that sense, everybody is responsible for how we work towards a more sustainable product and company. It is my job to make sure that everybody is briefed correctly on what is needed to make the correct steps on our sustainability journey.

I also oversee our sampling administration department, where we send numerous samples daily, because without samples, sales are unlikely. I am working on improving the return of samples since many are simply thrown away. My goal is to have as many samples returned as possible for recycling purposes.

Everybody is responsible for how we work towards a more sustainable product and company. It is my job to make sure that everybody is briefed correctly on what is needed to make the correct steps on our sustainability journey.

Looking ahead, what vision do you have for advancing sustainability within Tarkett’s carpet category? What long-term goals are you working towards, and how do you plan to achieve them?

When it comes to sustainability, the journey is never ending. We can always make more progress. That is our goal as a company, and we want to make sure that our carbon footprint impact is as low as it possibly can be. I take this with me in my personal life as well, and I think everybody can really make a difference and contribute. It might feel like small steps reducing your plastic waste or taking your bike instead of your car, but if we don’t start with ourselves no one is ever going to follow through. We are all in this together.

It might feel like small steps reducing your plastic waste or taking your bike instead of your car, but if we don’t start with ourselves no one is ever going to follow through. We are all in this together.

How has your role at Tarkett affected your personal views on sustainability? Have you learned a lot that you did not know before?

I've always been passionate about sustainability, and when I sought a new career challenge, I was particularly focused on this area. I knew I wanted to work at a company that was contributing to a more sustainable society, one and that put sustainability as a primary goal.

When I started working at Tarkett, I started to learn more about the technical details, how the production works and all the calculations behind it. This got me more and more interested and did affect some of the decisions in how I live my own life, making sure that I make decisions with sustainability in mind.

Having worked in various locations, including the Netherlands and Spain, how have these diverse cultural and regional experiences shaped your professional approach and outlook?

I think that, for everybody, getting in touch with different norms, standards and culture is enriching within itself. It allows you to view the world in a much broader sense. Up until I was 18 years old, I had only lived in the Netherlands. When I moved to Argentina and became immersed in the culture and that world, I noticed that there was a lot of differences. These differences were not better, they were not worse – they were simply different. Learning this helped me understand myself, where I lived and where I come from.

Seeing how people are living in different areas of the world, and working with people from across the globe, has made me realise that we have an incredible standard of life in Europe and the Netherlands. We have safety and security up to a certain level which is not the norm. I experienced a situation in a country in which you cannot always rely on the police if something happens, which was unusual to me. But understanding that there are differences, that is important.

I think that, for everybody, getting in touch with different norms, standards and culture is enriching within itself. It allows you to view the world in a much broader sense.

How do you manage a demanding career while maintaining personal well-being? How do you achieve this balance, and what practices help you stay grounded?

This was one of the things I struggled with in the beginning, when I moved back to the Netherlands. What helped me at that point was volunteer work: I ended up working for the animal ambulance in Amsterdam. I did that for three years and that gave me this wonderful balance, it helped me focus on something that was so completely different to my day job. It provided me with a lot of positive feelings, contributing to something that was not profit-oriented. When I moved away from Amsterdam, I started to look for something else I could do and that is when I joined the voluntary firefighters. I have been doing that for about 5 years now and it allows me to support society in another form, and I do like the action!

So, in case of a fire would you be one of the firefighters helping out?

In the Netherlands, the only places that have professional firefighters are the cities, but all the villages outside of the cities rely on volunteering firefighters. So yes, I have a pager and if the alarm goes off in case of a fire and I am in the area I would go to my station, get ready and do whatever I needed to do.

Reflecting on your diverse roles and career journey, what advice would you give to young professionals just starting out? What key lessons have you learned that are crucial for long-term success and fulfilment in any industry?

Make sure to ask dumb questions. If something is unclear, do not be afraid to appear stupid - just ask the question. Otherwise, you are just going to stay dumb. Make sure to ask, make sure to speak up, make sure to lean in. You need to take the learning opportunities even if you feel insecure. Asking a “stupid” question does not matter so long as you learn from the fact that you asked that question.

If something is unclear, do not be afraid to appear stupid - just ask the question.

Esther Villa, Counsel (Tax) at Osborne and Clarke

Mon, 24 Jun 2024 13:03:57 GMT

Meet Esther Villa, Counsel (Tax) at Osborne Clarke Spain. In this interview, she shares insights on the rewarding intellectual challenges of tax law, the importance of continuous learning, balancing professional development with family life, and the challenges faced by young women entering the workforce. Esther also reflects on overcoming career breaks and emphasises the importance of boldness, humility, and recognising one's worth in the professional arena.

Interviewed by Irene Reyes Suero

You have an impressive 20-year trajectory in tax law. Can you share some of the key milestones in your career that led you to your current role at Osborne Clarke?

That's a great question, though not an easy one to answer because so many things come to mind. There are professional milestones that stand out, as well as inspirational moments that have had a more personal impact.

From a professional standpoint, one significant milestone was working on a major litigation case concerning a big pharma group’s establishment issues in Spain. The audit and assessment were significant, and the litigation was both time-consuming and technically challenging. Another standout moment was when a French company exited its Spanish investments, which raised complex issues. Additionally, I remember the spin-off of a banking private client business and, more recently, debt structuring deals and a major tax audit with international components and a competent authority procedure resulting from the audit. These procedures between two countries seek to alleviate the double taxation resulting from the tax audit. These professional milestones were very formative, requiring extensive hours, teamwork, and leadership to bring out the best in everyone. Such complex cases often necessitate collaboration with lawyers from other jurisdictions to understand their perspectives and approaches.

On a more personal level, having a supportive family. Especially as a woman, if you don't have a partner who understands the demands of your career, it can be very challenging. Having that support is crucial.

Another important personal milestone was when I first got hired by a big law firm. It was a moment of pride and determination – I had got my feet in the door and was determined to stay. The people I met along the way became role models. One partner from my second law firm, who recently retired, had an amazing mind. His reasoning and humanity inspired me to always bring my best.. More recently, some of the partners I currently work with are also towering figures and also working with juniors has been incredibly rewarding. They challenge me and push me to be better, both professionally and personally.

No one is invisible, but as a woman, it's easy to feel overlooked. When you're young and inexperienced, it feels like everyone is doing the same thing. But as you gain experience and evolve, you realise you need to assert yourself more. For men, this seems to come naturally, but as a woman, you have to actively occupy the space and not be afraid to raise your voice. It's important to show younger people, especially women, that it's okay to take up space and that their contributions are valued. You learn so much from everyone, and working with juniors can be both challenging and rewarding. They often bring fresh perspectives that make you think differently.

When you're young and inexperienced, it feels like everyone is doing the same thing. But as you gain experience and evolve, you realise you need to assert yourself more. For men, this seems to come naturally, but as a woman, you have to actively occupy the space and not be afraid to raise your voice.

What are your primary responsibilities and focus areas in your position today?

I am currently a Counsel in the Osborne Clarke tax team. While our team is relatively small compared to other Spanish firms, we have a significant reputation and are known for our strong tax expertise.

In my role, I specialise in international taxation and work extensively with international clients. This involves structuring investments into and out of Spain, liaising with other jurisdictions, and ensuring tax efficiency. Additionally, I handle specific tax litigation and international tax audits, which constitute a significant portion of my work. For example, we recently completed a major tax audit and filed a competent authority procedure, where we request two countries to agree on which one should tax a specific pool of profits after an audit. Initiating these procedures is quite challenging and requires a lot of work.

On the client side, my focus is primarily on international taxation and tax litigation. Regarding team responsibilities, I am heavily involved in training and knowledge management for our tax team. I ensure that we have knowledge management days and training sessions at least three times a year. We gather the team, including new members, to discuss recent court rulings or other relevant topics. These sessions are often led by both experienced lawyers and juniors, providing a comprehensive learning experience for everyone involved.

Your educational journey spans some of the most prestigious institutions, including Oxford University and IE Business School. How has your diverse educational background shaped your approach to tax law and influenced your professional path?

I believe it provides significant opportunities. When you have a diverse background and can leverage it in the workplace, it’s a win for both you and your organisation. Having moved between countries like Switzerland, the UK, Spain, and Belgium, I've learned there's no such thing as a comfort zone. You need to be genuine, do your best, and approach situations with honesty, even when you lack prior knowledge. It's important to understand that the focus isn't always on you but on others.

Curiosity and the willingness to admit when you don’t know something are crucial. Asking questions, seeking help, and being open to learning from others is enriching. It's essential to be humble, keep your ego in check, and also own your space. Sometimes, you need to speak with authority and assert your expertise. For younger women, I’d say don’t wait for permission – go for it. Men often have no problem doing this. Making mistakes is part of the learning process.

It’s important to make yourself seen and heard. Ask questions and don’t wait for opportunities to come to you because others are busy trying to occupy their own space. Be kind to yourself and don’t overthink. People often say absurd things without a second thought, and you are allowed to do the same. Trust your instincts; even if they’re wrong, they will help you learn and grow.

Trust your instincts; even if they’re wrong, they will help you learn and grow.

Having worked in multiple countries and dealt with international transactions, how has your global perspective influenced your approach to tax law?

It has been a significant learning experience, allowing me to see perspectives from different jurisdictions. While we often think that legal systems are unique to each country, there's actually a certain consistency and continuity across them. This is particularly true in the field of taxation, where the economics create a global consistency. Understanding the flow of profits and the objectives behind tax rules helps you approach how other jurisdictions handle these issues, even if the specific regulations differ.

Being in contact with lawyers and clients from various countries is particularly interesting and highly motivating for me. Living abroad has given me insight into different cultural perspectives. It has taught me that my viewpoint is not the only one, and that elements like language and tone can vary widely. This awareness is incredibly enriching and motivates me greatly. Engaging in discussions that incorporate these diverse perspectives is something I find truly inspiring.

Can you share an example of a particularly impactful cross-border project you have worked on?

Choosing just one is difficult, but I can think of two particularly challenging and formative recent experiences.

First, the competent authority proceedings I mentioned earlier were quite complex. We had a tax audit involving a Spanish group with an international structure, and the audit raised significant questions about the group’s organisation in the US and Ireland. This led to a substantial assessment. We had to involve other tax authorities and initiate competent authority proceedings. This involved submitting detailed explanations in both Spanish and English, arguing why we believed the Spanish tax authorities' approach was incorrect. While these proceedings were mainly written, we had the opportunity to present our case directly to the Irish tax authorities, addressing their questions and concerns and discussing how they would negotiate with the Spanish authorities. This case was incredibly interesting and challenging, requiring close collaboration with lawyers from other jurisdictions, each contributing to the pleadings.

Another formative experience has been dealing with the new international global minimum tax. The OECD has introduced initiatives to ensure all jurisdictions impose a minimum 15% tax on companies operating within them. The EU has incorporated these rules into a directive that member countries must enact. These rules are highly technical and attempt to adapt different systems to a common template, which doesn’t always fit perfectly. This requires extensive study, staying in touch with tax practitioners in other jurisdictions, and ongoing technical discussions. While it's currently more theoretical, as we need to see how these rules will impact our clients, the primary focus is on compliance. Ensuring that companies can demonstrate adherence to the global minimum tax in all jurisdictions they operate in is both challenging and fascinating.

These two experiences have been (and are being) particularly significant in my career.

Tax law can be a complex and challenging field. What are some of the most rewarding aspects of your work, and what challenges have you faced and overcome throughout your career?

The most rewarding aspect is definitely the intellectual challenge. It’s imperative to improve every single day, which means constantly studying and training on the job. When I started my career, I thought my studying days were over, but I quickly realised that continuous learning is essential. Tax law is constantly changing, with significant updates from one year to the next. Initially, I found this quite tough, but now I’m grateful for it because it keeps my brain active and engaged. The intellectual challenge remains a fulfilling part of my job every day.

One significant challenge I had to overcome was taking a career break when I became a mother. I had my two kids close together, and my husband was offered a position abroad, so we expatriated. With a young family in a new country, I took a five-year break from my career. When we returned from Belgium, my husband changed his field of work, and I had to restart my career as a lawyer. It was very challenging, almost like being a junior again, despite having years of experience.

The first five years back were particularly tough, but the intellectual challenge and putting in the necessary hours made it worthwhile. You need to want to put in those hours, not just because it’s expected, but because they help you grow. It’s not just about working for your employer; it’s about earning and learning. If you only see it as an obligation to your employer, it won’t work. You need to feel that those hours are contributing to your personal and professional growth.

You need to want to put in those hours, not just because it’s expected, but because they help you grow. It’s not just about working for your employer; it’s about earning and learning.

In addition to your role at Osborne Clarke, you are active as a lecturer, a jury member, and a contributor to various publications. How do you manage to balance these multiple roles, and what drives you to maintain such an active presence in both professional and educational spheres?

I don’t engage in as much professional development as I think I should. While I do conduct internal training sessions and contribute to publications, I’m not as active as many others in my field. To be honest, you can set tasks for yourself like writing more articles or being more active on social media, but I’ve found it necessary to strike a balance with family life. Spending time with my kids is a priority for me.

That being said, I have spent numerous hours, including weekends, early mornings, and late nights, working in the office, so finding this balance is what motivates me. There are certain professional goals I aim to achieve and actively pursue, and I will try to focus on those. This is advice I would give to younger lawyers as well – invest the time in your career development but choose your battles wisely. Being strategic and bold in your choices can make a significant difference.

Invest the time in your career development but choose your battles wisely.

You have recently joined WIL’s Talent Pool Programme. What are your expectations and goals for this initiative?

I'm eager to learn and develop more tools, to supplement my "functional expertise" with those additional skills which are usually referred to as "soft skills". What I especially value from WIL is that it puts me in contact with people from "outside": outside of my "tax group", outside of my company, outside of my industry, and can allow to build bridges from which I hope I can grow and those around me, my organisation, can also grow. It's a great opportunity because there's such a diverse pool of people to connect with.

Currently, I don’t have much time or a clear strategy for these activities. I realise that I have been working very hard at becoming an "expert" in my field, and that is undoubtedly necessary: you have to earn your credibility and you can only do that through competence and experience. But there are additional aspects or skills you also need to concentrate on if you want to make an impact in your organization and if you want to show "leadership". Leading through expertise is not, I believe, where you can make the most impact. You need horizontal knowledge and bridge-building which will allow you to connect with others, within and outside, and grow your business.

I also want to move more beyond the "tactical" to be able to concentrate on the "strategical". So that it comes more naturally. It's important not to allow oneself to be "bogged down" by the daily flow of immediate activities (making those decisions, pushing projects forward etc.) and to focus on the bigger picture.

I believe participating in the WTP programme will really help me in this respect by providing those strategies and those bridges.

Own your space and make your voice heard without letting ego get in the way. Approach questions honestly and genuinely; if you have doubts, articulate them openly instead of waiting for permission to speak up.

With your extensive experience and success in the field, what advice would you offer to young women aspiring to enter the law profession, particularly in the area of tax law?

Be strategic and invest in yourself through continuous learning and training. Dare to be bold and proactive—don’t wait for permission and don’t fear mistakes. Own your space and make your voice heard without letting ego get in the way. Approach questions honestly and genuinely; if you have doubts, articulate them openly instead of waiting for permission to speak up.

There’s a saying often attributed to Margot Fonteyn, the ballet dancer, which goes something like this (paraphrased): "I've learned the difference between taking my work seriously and taking myself seriously. Taking my work seriously is crucial, but taking myself seriously is catastrophic." Approach your work with dedication and professionalism, but approach yourself with humor and humility, acknowledging your human imperfections. Don’t allow yourself to fade into the background; recognise your inherent worth and place at the table. You don’t need external validation to prove your value: you're already there because you deserve to be. Embrace it and seize every opportunity with confidence.

Natasza Frąckowiak, Senior Contract Manager at Capgemini Financial Services

Thu, 06 Jun 2024 10:24:51 GMT

Meet Natasza Frąckowiak, Senior Contract Manager at Capgemini Financial Services with experience in strategic vendor and legal contract management. In this interview, she talks about new professional acquisitions and her cultural adaptations throughout global transitions.

Interviewed by Alexia Lecerf

Can you describe your current role as Senior Contract Manager at Capgemini?

As a Senior Contract Manager at Capgemini, I am responsible for contract management activities related to contracts with Capgemini clients. Those activities can be divided into two phases: everything that is happening before the contract is signed, and activities related to the phase after the contract signature. During the pre-signature phase, I'm working very closely with internal stakeholders to shape and sign the deal that is manageable during delivery and meets the approved parameters. I am also responsible for identifying risks and working with the various risk owners to create mitigation plans. Once the contract is signed, there are certain contract management processes that need to be performed during the post signature phase. One of them is change management, where any changes to the contract need to be drafted or reviewed by me. I am also responsible for raising contract awareness within the delivery teams to ensure contractual compliance. The scope of activities heavily depends on the complexity of the contract.

You have pursued a Master in Law and maintained a career in various forms of contract management with AIB, Hewlett-Packard, Credit Suisse and now Capgemini. Why did you then decide to pursue additional training in psychological education and integral development at a school of professional coaching?

I've always been interested in Psychology and had been thinking about doing coaching for a very long time. In one of the previous companies I worked for, I was part of a coaching programme and I thought it was a very effective way of identifying and achieving goals. Although I knew I wanted to do it, I was waiting for the right moment to commit because it requires a lot of time and dedication. When my eldest son turned 14, the way we communicated changed and I felt that I was missing certain tools to communicate with him more effectively. At that point, I thought coaching would help. With regards to my personal development, I noticed that I was not always achieving my goals and something prevented me from succeeding. In theory, I was motivated, but somehow I still procrastinated, and didn’t always end up where I wanted to be. All of these factors contributed to the final decision to do Coaching School. I think that was one of the best decisions I have made!

Having recently completed a coaching programme at the Professional School of Coaching, what is your view on coaching, how has this influenced your professional relationships and leadership style?

I think I could talk for hours about how coaching influenced every aspect of my life, but I will focus on elements that have had the biggest impact on my professional relationships and leadership style.

When I think about coaching, I often use this analogy: if you look at the lake from a distance, you see its flat surface, but you don't know what is underneath the lake. Coaching is a lot about bringing what is underneath the surface and looking at it and then deciding what you're going to do about it.

In my view, the biggest benefit of coaching is increased self-awareness which is also a key factor of an effective leadership. Self-awareness is better realising what you feel, and understanding how to regulate these emotions. It's also about understanding which beliefs are supporting me and which ones are actually limiting me to achieve my goals. Understanding how I can better manage my emotions, thoughts and beliefs has a direct impact on building and maintaining relationships, because it helps me to be more empathic, open and non-judgmental towards others.

The second key element of coaching is effective communication. Active listening is a fundament of effective communication and something I was not aware before I started coaching to the extent I am now. I can observe the power of right questions every day: as part of my role, I often need to ask questions and depending on how I ask questions, I will find out what I need from the other persons or I may miss something.

I use what I learned while coaching, training and mentoring more junior colleagues and I see the difference in my approach. It is easier for me to recognise strengths and talents in others, which helps me to provide the required support for their growth.

The fact that we're having this conversation today is the outcome of my own personal coaching process where I have identified goals that I want to achieve while certain beliefs were blocking me from achieving them. I think it is the testament to how strongly coaching influenced me.

Self-awareness is better realising what you feel, and understanding how to regulate these emotions. It's also about understanding which beliefs are supporting me and which ones are actually limiting me to achieve my goals.

You are a fluent speaker in Polish, English, and occasionally use French and German in the workplace. Additionally, you have transitioned from working in Ireland to Poland. How was this transition? How have you used these cross-cultural experiences in your work?

I left Poland shortly after my graduation. It was my first work, my first adult experience, and my first time being completely on my own in a different cultural environment. When I started to work in Ireland, for a while, I was the only foreigner in the office. I met fantastic people there who thought me a lot about different values, priorities, approach to life. It was invaluable experience which shaped and influenced me a lot. I observed that the way of communicating was an important cultural difference. I perceived it as more ‘reading between the lines’ type of communication rather than going straight to the point -I was a very direct person at the time. I remember a curious situation when someone asked me, “Would you mind doing ..something?”. I remember thinking, “Oh, that’s so nice, they asked me if I would mind”, because this question translated in Polish meant that I was given an option :I can, but I don't have to do it. This was the polite way of saying, “Okay, please do it” which I understood later. There were plenty of situations like this and this was all part of the learning process. When I decided to go back to Poland, I had to transition from something that became part of me back into a culture where we communicate in a more direct way. This transition was not as easy as I thought it would be. However, because I was working for a global corporation the process went better at work than in my personal life! I think working abroad and experiencing different cultures definitely helped me to be more open, adjustable and sensitive to cultural differences.

Culture is always somewhere, it's an element that influences us and the way we behave, we communicate and we collaborate.

Culture is always somewhere, it's an element that kind of influences us and the way we behave, we communicate and we collaborate.

In your professional journey, how have you navigated and overcome gender-related challenges to foster an inclusive and empowering environment for leadership?

I don’t think , at least I'm not aware of, that I experienced any gender related challenges, understood as an objectively different treatment due to the fact that I am a women. My management has always been very supportive and access to opportunities was the same for men and women. I don’t differentiate between men and women in my interactions, what matters to me is the person (as a human being), his/her personality. However, when I look at the gender related challenges from a more subjective perspective, I feel that having children impedes my work/life balance. There was a time when I was part of a very interesting project and I loved what I was doing. I was trying to give 100% at work, and 100% as a mother as well, but forgot about myself in the process. This experience thought me a few important lessons: it is impossible to be 100% at everything at the same time; understanding priorities in life is key as they help to live in peace with the choices, priorities change and that’s ok. In this specific situation, I am not sure I overcame this challenge, but I did find a solution that was the best for me at the time, allowing me to meet my professional development and private life needs: less demanding role, but still with opportunities to grow, and more time for my family.

How do you value being part of a network where you can cultivate partnerships and collaborations with other female leaders, as done in WIL?

I haven't been part of an women’s network earlier in my career. I see a huge benefit of being part of this network. If I think about the gender related challenge example above, being part of a women network at that time would have allowed me to discuss my challenges with other women who had gone through similar experiences and get advice and support from them.

For me, the women's network is a great space to meet other women to get inspired, to learn from each other and be in a space where we can express ourselves without really being judged.

For me, the women's network is a great space to meet other women to get the inspiration to, learn from each other and be in a space where we can express ourselves without really being judged.

Sarah Dulyere, Legal Counsel at Rexel

Thu, 23 May 2024 09:24:23 GMT

Sarah Dulyere is a Legal Counsel at Rexel, she discusses her journey into law, influenced by childhood curiosity and admiration for singer. She highlights the diverse challenges of her role, emphasizes resilience and well-being, and advises aspiring professionals to embrace learning and self-belief.

Interviewed by Juliette Travaillé

Have you always wanted to work in a law-related field? If yes, what specific experiences or inspirations influenced this career of choice?

As a kid, I had a strong sense of justice and fairness; this was always very important to me. I often found myself asking questions and challenging certain rules or orders to understand not only their significance but also their relevance. The adults I met usually said that I was going to be a perfect lawyer because I was a born challenger. I was a huge fan of an artist at that time, singer and lawyer, Axelle Red. I must admit that I quickly knew that I was more likely to become a lawyer than a singer! That was my first inspiration towards law. When I began my law-degree, I realised that I really appreciated the fact of defending people and challenging the rules that are in place. But then I did one experience at Alcogroup, and it was amazing being there as a trainee with a corporate lawyer. With her, I was able to really immerse myself in the company. I saw all different levels and jobs and everything where you as a lawyer could help your colleagues. It was quite a challenging internship, and I really loved it. That's why I am now a corporate legal counsel and not a lawyer.

What does a typical day as a legal counsel at Rexel entail? Can you provide some insights about the specific responsibilities and challenges you are facing?

My days are never the same at Rexel, which is why I love this job! I always have new surprises, new questions that are emerging. As a legal counsel, I have various tasks, it's very cross-functional. I'm working with various colleagues and departments. I have questions regarding sales or direct or indirect procurement, IT questions but also about privacy, like personal data. I handle litigation that can be with partners or clients, but also with the procurement teams. And then at another level, I am also working a lot with a group because Rexel Belgium is a subsidiary of Rexel Development in France. So, we also have a lot of interaction with Rexel Development and the other companies of the group, of course. I also have a lot of corporate housekeeping related questions like General Assembly. As we speak, we are doing the approval of the annual accounts. It's always different. And the challenge, I would say, is the fact of staying focused and organised, even if we don't really know what the day will look like when I arrive here.

You've worked in Singapore. What motivated you to move there? And how did this experience impact you both, personally and professionally? And do you have a vision of working abroad again in the future?

My main motivation was the challenge and stepping out of my comfort zone. I was 25 when I left Belgium. It was easier than we might believe. At the end of the day, you're just bringing your car back and announcing to your parents that you're leaving, and then you’re gone! Unfortunately, it was COVID time, so it changed quite a lot the experience that I was supposed to live there. But it was interesting to see how different cultures, different political and economic cultures, were facing those difficult times. Living in Singapore, during COVID and living in Belgium during COVID was very different. I was sharing the experience with friends and family in Belgium while I was there. And it helped me to be more open and to have more resilience because it’s harder to challenge rules in Singapore than in Belgium. It was a great lesson to be there as a European.

I would love to have another experience abroad. But now I must admit that I'm very happy with my job at Rexel Belgium.

As you’ve recently started the Women Talent Pool Programme, what specific goals or outcomes do you hope to achieve through this initiative?

Most importantly, sharing and learning. There is nothing more important than being surrounded by the right people at the right time. Honestly, I truly think I wouldn't be here if I hadn't met the right person at the right time. I've been lucky enough to be surrounded by fantastic women in my personal life and in my career. The best way of evolving in your professional and personal lives is by listening to people. That’s one of my biggest motivations for joining this programme. Moreover, I really want to be able to be that kind of person for other people one day.

I’m convinced that I’m going to learn a lot, not only from the mentors, but also from the members and our peers.

On the way back from our first WTP Event in London, I realised how much all the inspiring women I had met were also just humans. I recently understood that it’s okay for me to be tired, sad, angry after a long day. And everybody has those days. It’s important to be able to identify these moments and seize them right.

I realised how much all the inspiring women I had met were also just humans.

What advice would you offer to young girls and women interested in pursuing a career in your field or working abroad but may feel uncertain about their capabilities?

The first thing to do is to surround yourself with knowledgeable people. You don’t know everything and it’s okay, so learn from others. For instance, I'm a lawyer but I'm bad with numbers, so I ask people who are good with them to help me. Likewise, if you're good with numbers, but you don't know anything about law, surround yourself with people that know the law. And just learn from each other. Very much linked, but secondly, know your strengths and weaknesses. Thirdly, believe in yourself. It’s easier said than done but always remember that if there is a worst-case scenario, there’s also a best-case scenario. Just try, the worst that can happen is for you to fail and learn. I failed a lot myself. I didn’t know at the time what those failures meant but now I know that each one of these mistakes led me to where I am today.

Just try, the worst that can happen is for you to fail and learn. I failed a lot myself. I didn’t know at the time what those failures meant but now I know that each one of these mistakes led me to where I am today.

Apart from your professional pursuits, what are your passions outside of work, and how do they contribute to your personal and professional growth?

It's always activities that help me disconnect from my work and my usual day. When you're working a lot in a very challenging environment and have many responsibilities, you need to learn to take breaks and escape from time to time. Personally, I find this disconnection in sports. Just going out for a walk after a long day really helps me take my mind off things. I also enjoy cooking because it helps me focus on simple tasks and forget about the rest. The most important thing is to find things that you enjoy doing and that help you feel better about yourself and your life!

Yvonne Mitschka, Investment Manager at DEG - German Investment Corporation

Tue, 30 Apr 2024 14:08:30 GMT

In this interview Yvonne shares her insightful journey into the world of development finance, a sector where the pursuit of sustainability and social impact is as important as economic gain. Furthermore, she also shares advice for those looking to pursuit a career within financial development, as well as how she finds balance between an intense job and a private life.

Interviewed by Anna Marin

Please note that the views expressed in this interview are those of Yvonne Viktoria Mitschka and do not necessarily reflect the views of her employer, German Investment Corporation (DEG).

Your current role is, from what I understand, focused on promoting sustainable and inclusive financial systems in several countries in Africa by issuing loans to local financial institutions. Can you tell us how you became interested in finance that helps both people and the planet? And could you point out the big steps or turning points that got you to this point in your work?

I think I am characterized by two things: firstly, I am very mission driven. Whatever I am doing, there must be a mission. On the other hand, I am very pragmatic, and I am a doer. So, by reflecting on my passion of undertaking missions and executing tasks, I came to the conclusion that development finance could be something I could really thrive in. I got this mission I can run after, and I can achieve results.

However, given that development finance is a very “niche” thing, I bumped into a particular steppingstone that made me aware of this industry and that was a fellowship. After my studies in finance and economics I was granted a fellowship, founded by two foundations and supported by the German foreign ministry, which enabled me to work with sustainable cities in transition countries. Through this fellowship I got the opportunity to work with different international organisations, and one of these organisations was the European Bank for Reconstruction Development (EBRD). Via this organisation and fellowship, I found out about the world of development finance and ever since I have been working in this world.

By reflecting on my passion of undertaking missions and executing tasks, I came to the conclusion that development finance could be something I could really thrive in. I got this mission I can run after, and I can achieve results.

When looking at a new investments, you're involved from the start to the end. Can you describe in simple steps what you do from initiation to completion?

Every project has different steps, but in summary there are two milestones we are always working towards. First, we need to seek internal approval at DEG. This means that we need to assess the risks and convince several people that an investment into a particular financial institution is worth it. Second, we need to make sure that we, as an investment institution giving out this loan, and our client, the financial institution we are investing in, agree on the terms of the loan.

To make sure that the investment is a good investment, we always visit the client. Our clients are often banks and we usually visit them for several days, having intense discussions and conversations about everything the bank does and how our loan can help them. We need to understand their strategies, governance and different types of risks that the bank might encounter. I really like this part of my job a lot, I get to meet people and I learn so much more from talking to people compared to only reading about the bank in its financial statements.

After visiting the client, we write a report, present that internally and in the end get an approval that allows us to do business with the client. So, this is the first milestone, the second milestone is to negotiate and sign a loan agreement with the bank we are investing in. After that, we are able to disburse, and this is when tangible impact happens.

These two milestones might sound like they don’t take that long, but it usually takes between six months and one year from the first initial contact with a client to disburse the money to the client.

I get to meet people and I learn so much more from talking to people compared to only reading about the bank in its financial statements.

But if we just circle back to the actual client a little bit, what makes a good client? How do you know that a bank is a good client and in what way does the initial contact commonly take place?

There are two ways that this often happens: the client might approach us, or we approach the client. With many clients we have longstanding relationships, and we help the client to expand their business over decades. This means that more often than not we have several deals with one client over time.

What all of our clients have in common is that they are very professional. A client is usually a large bank in the country and that is good because that often means that we can have a big impact and achieve scale.

To have such long-lasting relationships with clients must be exciting, being able to follow them over a long period of time. Do you have any story about a client or an investment that has been particularly fulfilling?

Absolutely! So last year in December we signed a loan agreement with a client in Togo. That loan was a so-called sustainability linked loan which is a hot product nowadays in the development finance world and which constituted the first sustainability-linked loan with a banking group in West Africa. In the loan agreement, the client committed to achieving some sustainability-related targets that we previously had agreed upon. The agreement covered a climate action plan, including targets related to establishing a climate strategy and climate reporting.

In this specific project we also worked together with other development banks in Europe, and that is something we often do – working together. In this case, the French development bank was leading the deal, with the Dutch, Norwegian and German development banks participating in the loan among others. It is great that we do collaborate like this, not only to increase impact, but also for the team spirit and for learning how other development banks work. Therefore, this project with the bank in Togo was a successful project.

As a woman working as an Investment Manager at one of the world's largest private-sector development financiers, could you tell us about your experiences and perspectives on working within the finance industry? How do you see diversity and inclusivity playing a role in the financial sector's evolution, particularly in the regions you focus on?

As I said before, development finance is a niche within the finance world and what everyone in this business has in common is that we are all highly motivated and curious, and perhaps a bit adventurous. With this being said, diversity and inclusivity have been a part of the DNA for many development banks from the very beginning. But many development banks also promote diversity and inclusivity among their clients.

More often than not, when I travel to visit my clients, I do see women in senior management positions. Sometimes even more in Western Africa than in the middle of Europe, which is very cool to see.

Absolutely, and thinking about what you said before about your requirements when DEG invests in a new client – is diversity one of these requirements and something that a bank has to have some policy or similar around in order to become a client?

We are definitely looking at this, and we ask every client about information such as how many male and female board directors there are. Sometimes, when it comes to how the loan we issue is going to be utilised, we do ask our clients to utilise the loan proceeds to grow their lending activities with small or medium business managed or owned by women. So, we do not only look at our client, but also and especially at their lending activities.

More often than not, when I travel to visit my clients, I do see women in senior management positions. Sometimes even more in West Africa than in the middle of Europe, which is very cool to see.

For many being interested in sustainable development finance, the journey to becoming an investment manager can seem daunting. What advice would you offer those aspiring to make a significant impact in this sector?

I think this is a very good question, because when I mention to people that I work in development finance, many people focus on the mission aspect of it. Indeed, it is important to look at what you do, but I think it is also important how you do it and with whom. For me it is important that my daily tasks also fit my strengths, I mean of course it is great to work with a mission that you believe in, but I think enjoying your daily tasks matters as much.

I also believe that having a great team is important and, as a piece of advice, I would suggest networking. Be interested in the people around you and the people you are working with. I also suggest to everyone who is interested in development finance to explore the different players and jobs within the industry. Look around and see what works for you.

Also, two things that have helped me in the finance industry are the combination of radical curiosity and social fitness. The combination of these has helped me to gain and maintain respect. Radical curiosity means that I ask a lot, and I found that asking a lot of questions really helps you to lead. And when I talk about social fitness, I mean being interested in the people around you. Across all technical backgrounds and all hierarchies. I think it is important to listen to people and what they know, but also what drives them outside of work.

Be interested in the people around you and the people you are working with. I think this is as important as having a clear mission and enjoying the daily tasks.

Lastly, some say that life is a marathon and not a sprint. How do you keep up your energy level?

Indeed, the job is quite intense at times, but I do really enjoy it. But of course, it is important to be able to maintain a good energy level and re-energize from time to time.

What I do for my mind has to do with my interest in data visualisation. I am currently teaching myself a programming language on the side of my job and I do like it a lot. It requires a very different kind of thinking than my work does. So, my daily morning routine right now is a bit of coding as brain gymnastics, maybe similar to others’ yoga routine.

But as I said in the beginning, I am also a very hands-on person and a doer. I like to do practical things in my free time, as well as exercise. As an example, I really enjoy cooking and I work in a soup kitchen. In the soup kitchen, I can see results of what I do quickly and I work with a team of people whose composition might vary from time to time.

Lastly, I am a Christian and I do practice my faith which is also a good opportunity to get in touch with people who have a different background from mine. This leads to some inspiration and when I get back to my job, I feel like I am better at thinking outside the box.

So, my daily morning routine right now is a bit of coding as a brain gymnastics, maybe similar to others’ yoga routine.

Paola Lo Bue Oddo, Legal Officer at the European Commission

Thu, 25 Apr 2024 09:57:25 GMT

Meet Paola Lo Bue Oddo, Legal Officer at the European Commission. In this interview, she sheds light on her current and previous roles within international organisations and offers valuable insights into the way they function and address complex global issues. Paola also talks about her voluntary engagement and research interests highlighting her positive contributions also beyond these organisations.

Interviewed by Anastasiia Hresko

Throughout your career, you have held positions related to international law. Despite your education in national law (Italy), what initially drew you to this focus on international law?

My pathway is indeed a bit unusual. I spent around 10 years in my country's university systems, obtaining degrees in political science and jurisprudence. However, I was always oriented towards wider regional and cultural coverage, especially because of my passions related to foreign languages and new cultures.

The international nature of my jobs has led me to step out of my comfort zone and learn about different legislative frameworks, especially due to the increasing influence of EU law on national laws. I always saw EU law as a bit of a wider type of puzzle and enjoy making connections between different legal frameworks.

I always saw EU law as a wider type of puzzle and enjoy making connections between different legal frameworks.

What do you think are the key differences in how international organisations you have been a part of like EU and NATO approach international legal issues? What are your experiences in these domains?

Both organisations vary greatly in the setup and purpose. While the EU's legal machinery mostly relies on creating and implementing laws to solve common problems across EU Member States, NATO focuses more on rapidly responding to crises and strengthening members’ cooperation.

In the EU, I have worked on legislations: assessing how old legislations are functioning and creating amendments, in order to solve problems that are common to most EU Member States. For instance, I have worked on cybercrime topics where an existing legislation was too old to respond adequately to the current challenges. I gathered extensive research work, case law and statistics for an analysis, known as an impact assessment in EU jargon, which would justify the proposed amendments. Afterwards, the impact assessment had to be approved by different departments at the European Commission and then the Commission moved forward with proposing the actual amendments to Parliament and Council. Once the full legislative proposal was negotiated and adopted, the new EU law became up to date, and the amendments had to be transposed at the national level by the EU Member States.

Meanwhile, at NATO, I focused on coordination work and public diplomacy. Their work culture was quite different, with a stronger focus on immediately finding solutions and increasing members’ cooperation. This is also related to the nature of the NATO setup.

I’m glad I experienced different work cultures and different ways of addressing international issues. In any case, both legislation and coordination activities complement each other very well and I believe that more staff exchanges between international organisations need to be promoted.

Apart from your professional career, you are also very active when it comes to voluntary engagement. How do you choose the projects to work on in this regard?

My objectives usually follow two main themes: supporting people affected by global crises and raising awareness about the EU.

As a first example, when the COVID-19 pandemic struck Italy in 2020, I had been working at NATO and I decided to join NATO's Euro-Atlantic Disaster Response Coordination Centre after working hours, to ensure critical supplies and medicines were delivered on time.

As a second example, I coordinated local deliveries of supplies to Ukrainian refugees when the conflict started in 2022. That experience wasn’t fully rationalised: I volunteered immediately because I felt a strong responsibility to do so.

On a lighter note, concerning the EU, I frequently participate as a speaker on EU affairs for university students. I also welcome visiting student groups in Brussels at our European Commission's Visitor Centre.

My objectives usually follow two main themes: supporting people affected by global crises and raising awareness about the EU.

Let’s switch to another field you are passionate about: research. Do you follow a similar “selection process” when choosing topics to explore? For example, in the law book that you co-authored (Expériences juridiques sur les droits humains), what initially sparked your curiosity and led you to delve deeper into counter-terrorism?

I don’t have a fixed selection process and my research interests are diverse, including both professional and personal ones.

Indeed, one notable work includes co-authoring a French law book, which is a collection of human rights analyses. My chapter is on violations of human rights law throughout the war on terror which is a sensitive topic that many colleagues didn’t want to explore. Yet, I was interested in finding out the intricacies of this domain, which included researching state secrets and intelligence services activities. I also interviewed lawyers who had participated in some of the international trials first-hand.

Concerning non-work-related research topics, it may be a particular event that sparks my interest. As a recent example, I frequently travel back to Milan, and I'm always surprised by the advertisements in the airport or train stations depicting women in seductive poses with little clothing on, not even being related to fashion. This led me to explore the topic of sexist advertisements: I researched national laws regulating it, how countries define the topic of sexism and whether sexist billboards can be regulated at a higher level. I ended up writing the full research paper on this and many of my colleagues reading were shocked at how widespread and unsolved this issue is.

You work at the European Commission as a legal officer in the Directorate General for Defence Industry and Space (DG DEFIS). Does your DG have any peculiarities? Can you explain the newfound attention to the defence sector?

DG DEFIS was created in January 2021 and has four directorates. I work in the Defence Directorate, where half of the middle managers are women. One peculiarity are many seconded national experts working within the DG. These colleagues have usually worked in national defence ministries or armed forces and are seconded by their country to the European Commission to work temporarily at the EU. This ensures that national expertise is well-integrated at the EU level.

Despite geopolitical and security challenges before 2022, there hadn’t been a high level of international attention to defence topics. Even after the Russian occupation of Crimea, there had been attempts to have working relationships with Russia.

In your opinion, how can international legal frameworks be strengthened in administrations, to better address complex global issues?

There is a complex tradeoff between addressing long-term issues and risking becoming too bureaucratic and focusing on short-term issues and risking producing one-off instruments which lack attention to detail, thus making it hard to make recommendations.

What is crucial for administrations is to encourage innovation and a healthy turnover. I’ve personally been involved in situations where there was a collective reluctance to adjust an approach despite clear evidence to do so. These so-called echo chambers can be overcome by encouraging more staff exchanges within national and international administrations and more discussions between the public and private sectors. More simplicity when explaining laws to the public is another improvement point since legislations normally have a very delicate balance of needs and priorities and involve various actors, thus making it hard for non-experts to conduct their comprehensive assessment. I think that the way forward on this is for EU staff to push themselves more out there and become more approachable to the wider public. This is also something I intend to do thanks to this international leadership programme.

The way forward is for EU staff to push themselves more out there and become more approachable to the wider public. This is also something I intend to do thanks to this international leadership programme.

Lucile Collin - Economic Analyst (G7/20) at the European Commission

Tue, 27 Feb 2024 10:10:06 GMT

Meet our Talent Lucile Collin, Economic Analyst (G7/20) at the European Commission. She unpacks how she is working at the Commission to tackle issues that trangress national borders, why female empowerment is still needed in the finance sector, and shares her experience of the Women Talent Pool programme.

Interviewed by Claudia Heard

You are currently an Economic Analyst with a focus on the G7/20 at the European Commission and were previously a Press and Media Officer in the Financial Services Department. What inspired this transition from a PR-based role to a more analytical position? How has your experience and the skills you’ve acquired in different areas shaped your understanding of EU workings and your approach to your current role?

My background is more analytical, as I studied public policy, including law and economics, with a focus on EU affairs. My work experience has also largely been in EU economic policymaking in different places – the French civil service, the French Senate, a brief stint in the private sector as an EU affairs consultant, and then in the Commission, focusing on economic, financial and competition issues. All these different experiences have helped me to understand the points of views of various stakeholders involved in EU policymaking, and to see the bigger picture, including how one policy area can impact another.

My experience in communications was very valuable for my path because I had to translate complex technical issues on financial services regulation into key messages for journalists and build narratives, being aware of the wider political context, while reacting quickly to political developments and anticipating what could come next. These skills will be useful throughout my career.

In my current role, I combine technical aspects (e.g. working on the international financial architecture) with political and communication aspects, preparing the participation of my Commissioner and the European Commission President in the G20. All this while being able to see first-hand the wider geopolitical context, which makes my job really interesting.

Your work focuses on sovereign debt restructuring among other issues. Could you elaborate on the main challenges facing countries with sovereign debt and what informs the EU’s strategy on alleviating this debt?

At the Commission, we’re concerned about raising debt vulnerabilities in developing countries, especially the poorest ones. These vulnerabilities were exacerbated during the COVID-19 pandemic, and as a result of Russia’s war against Ukraine and its impact on food and energy prices. The situation now is not as bad as it was in the 1990s, but we can still see that 60% of low-income countries are either in debt distress or at high risk of it. When that debt burden is no longer sustainable, this is when debt restructuring come in. For this to happen, you need all the creditors to agree on fair burden-sharing in providing that relief. This poses a problem because the creditor landscape is much more complex than it used to be – China is now a much more important creditor and private creditors are more prevalent too, so the coordination between all these stakeholders is much more difficult nowadays.

In November, the G20 adopted a Common Framework for debt treatment. Now, the focus is on improving its implementation to reduce delays, make the process clearer and more transparent for borrowing countries. So, I’m part of the working group that collaborates with G20 partners, the IMF and the World Bank, to improve this process. The EU is a permanent member of the G20, so we have a significant voice at the table, and we need to make it count.

How, in your view, can co-operative relationships be fostered between economies of the G7 and those of the Global South?

I am expressing my own views here which may not necessarily reflect those of the Commission and I am not speaking in the name of the Commission. First, I think it's important to protect multilateralism. Internationally, there have been rising tensions, starting with Russia’s war in Ukraine, which has seen the violation of basic principles of the UN Charter. Therefore, it's more important than ever to defend these principles, which were put in place to protect smaller countries and economies from bigger ones. More generally, I think that if we want to address common challenges, there needs to be some common rules.

The world order has seen big shifts since the end of World War II, with decolonisation for example. We see a lot of requests from different countries in the “Global South” to make global governance more representative, a lot of which I think are very legitimate. So, in the G20 we also work on reforming international financial institutions such as the IMF and World Bank. But with a bigger voice also come bigger responsibilities.

A very important issue to consider in cooperation between the G7 countries and the “Global South” is climate; an area where there is a huge need for international cooperation. We all have common yet differentiated responsibilities to address climate change. The EU is responsible for less than 10% of global emissions, so we can’t do it alone, but we do have a responsibility to help poor countries, for example with climate finance, of which we are the largest provider worldwide.

We all have common yet differentiated responsibilities to address climate change

Having represented France at the 2016 Girls20 Summit at the margins of the G20 Summit in China, why is female empowerment important to you particularly in the finance sector?

At G20 summits, you have a lot of mobilisations from civil society, youth organisations and businesses making recommendations. So, we gathered as young women aged 18-23 from different G20 countries to make recommendations to the G20 leaders on reducing the gender gap in labour force participation. This is important because when you increase female participation in the labour force, you improve outcomes for girls and women, relating to health and reduced domestic violence, for example, but you also see better outcomes for the economy and society as a whole.

This is still a relevant issue today. A few months ago, the Nobel Prize in Economics was awarded to Claudia Goldin, an American historian and economist, who found that the progress in closing the gender gap has been slowing, and that the birth of a woman’s first child is still a major factor, explaining the gender pay gap within the same job. I firmly believe that a woman should not have to choose between her career or having a family. Men don’t ask themselves the question, so why should we?

This matters especially in the finance sector, where you see there are still fewer women at the top. According to a recent EY survey, a third of financial firms still report below 40% female board representation, falling short of the quotas established by the EU which will become binding from 2026, so there’s still work to be done.

I firmly believe that a woman should not have to choose between her career or having a family. Men don’t ask themselves the question, so why should we?

While studying at UCL in London and SciencesPo in Paris you were an EU Careers Ambassador. What attracted you to a career in EU institutions and what advice would you give to young people trying to pursue a similar path by breaking into a competitive organisation?

The main reason for wanting to work in the EU was to make a positive contribution in the world, but this desire arose from a personal story. My grandfather, now 97 years old, is from Alsace, a region in France which was at the centre of several wars between France and Germany. He lost his own relatives and friends from the region in the Second World War with Germany, and yet, he sent his own children, including my father, to learn German in Germany. I think it's incredible that in just one generation, we were able to establish long-lasting peace. So, to me, peace in Europe really means something. And now that many decisions are taken at the EU level, working for the EU means you can have an impact on 450 million Europeans. It allows us to tackle common issues like climate change, which can only be addressed beyond national borders.

Working in the EU allows you to be in a multicultural environment, speaking several languages a day, as well as offering job mobility and the opportunity to work in different policy areas. My advice for young people interested in this path would be to start with a traineeship at the European Commission, which allows you to experience working for an EU institution for 5 months. From there, you can progress to the Junior Professionals programme. There are also external competitions to recruit permanent officials, if you are an EU citizen and have completed a degree, which is how I signed up. It’s important to master at least 2 EU official languages, and we look for all kinds of profiles, so I would encourage anyone to apply.

Now that many decisions are taken at the EU level, working for the EU means you can have an impact on 450 million Europeans. It allows us to tackle common issues like climate change, which can only be addressed beyond national borders.

With the Women Talent Pool 8^th edition now ending, could you share an important lesson you have learnt or a skill you have developed as a participant?

As women, we often don’t take the time to network, saying we have too much work and no time for such things. What I learnt on the programme is that networking is work, and that it is like an investment into your career. While I was on the programme, my network allowed me to be the first one to hear of a new vacancy, which is now my job, and I gathered intelligence from contacts which was directly useful for my role.

Another lesson I’ve learnt is that there is a real need for solidarity between women at the office and to encourage other women around us, to speak up, be visible, and make our voices heard. That’s something I’ll keep with me for the rest of my career.

Ceyla Simeu - Lead Data Scientist at Rexel

Tue, 13 Feb 2024 12:33:34 GMT

Ceyla Simeu is Lead Data Scientist at Rexel. In this interview, she tells us about how she grew the confidence to take on public speaking engagements, the challenges she has overcome throughout her career as a black woman in Data Science, and how increased diversity in the field is essential to make Artificial Intelligence (AI) a force for good.

Interviewed by Anna Marin

Since 2018 you have been working at Rexel, where you started as an intern and are now the Lead Data Scientist. Can you describe what initially sparked your interest in Data Science and tell us about your career journey to your current position?

My interest in data science first started with mathematics. I was born into a family of mathematicians – my parents are both PhD in Computer Science and Automation, so it was very present in my everyday life. When I was a child, my father would often ask me mathematical questions when I was just 5 years old. My parents have really inspired me on my career path, and in many ways, I follow their path.

I went to the University of Grenoble Alpes, where I studied Applied Mathematics and later a Master’s in Data Science. I joined Rexel, my first company, as an intern five years ago. When I started, I had a lot of fresh ideas, as well as good organisation and communication skills, and I think that is why I succeeded in climbing up within the company. I am really grateful that the management team trusted me and believed in me, as I am now the Lead Data Scientist. These communication skills are still integral to my approach to work – as data scientists, we often think we must stay behind our screens but that is not my way of thinking. For me, a data scientist also needs to be a good communicator and be visible.

How have your experiences as a young black woman in STEM shaped your career and personal journey, what challenges have you encountered along the way and how have you overcome them?

It was a long journey to become a lead data scientist. During my Masters, when I was looking for an internship, I came to the difficult realisation that if I removed my picture from my CV, I received more positive responses from different companies. This was tough for me, but I eventually found my internship and got to where I wanted to be, at Rexel.

I am really integrated at my company, and I think that now, being who I am is a strength. I have a mantra and it is: “Everyone knows me, but no one knows my name”. Because it’s true that when you are black at a big company and in a leadership position - people remember you easily. But I also want people to know my name, and that is what I am working towards.

There is still a long, long way to go for us to be recognised as we are and for the industry to look at skills, rather than looking at skin colour. Of course, there are also stereotypes connected to being a woman, but I think that the tide is thankfully starting to turn in this regard. The battle lies now in bringing about this positive change for black people, particularly black women.

AI is described as the heart of Rexel’s data-driven strategy. Could you give us an insight how you work with AI in your role as a Lead Data Scientist?

Rexel has a data-driven strategy, which means that we have a strategy oriented on data. We have a lot of different types of data on the products we sell, such as transactional data, environmental data and so on, which makes the AI team an integral part of Rexel.

I work with a multi-profile team; we are around 20 people with different types of knowledge. We have data scientists that will build the algorithm and construct the code, but we also have people like software and data engineers because it is important that we can industrialise the code, and business-oriented colleagues who show how our projects bring value to the company and the final user. Thanks to this team our solutions at Rexel are fully automatised, which means that we can use them over and over, saving ourselves work and time in the future. I coordinate the technical implementation of the algorithm and manage the evolution possibilities, and AI is at the centre of this, at the base of the model we use.

As a professional in AI, you're likely aware of the varying public opinions on its use and future applications. Why do you think feelings of fear towards it exist and how do you think it can be mobilised in a positive way?

AI has been around for a long time, but many people think it is a new trend. We have always used this kind of tool, the difference is that AI is easier for everyone to consume now than it was before. As people, we are often scared about the unknown and I think scepticism is normal. I have been confronted with this within my work, some might be worried that our tool will replace their jobs, and therefore adoption is very important. Adoption enables us to show the user that the tool will be useful to them. That is also why we need people on the team with different profiles, who can explain the tool to diverse business users to reassure them that AI can actually help them become more efficient in their job rather than replace it.

We have also seen an incredible expansion in the use of generative AI in everyday life. I think it will lead to increased productivity, and we need to see this as a tool that will improve the way we work and as an opportunity to develop our jobs. However, we should keep in mind the environmental impact of Generative AI and seek to minimise this – it needs a lot of data, and the number of computations is enormous, which is bad for the environment. Another thing we need to keep in mind is that AI is often biased. Because AI is often based on historical data, it fits the stereotypes of that data. An example of this is the word “nurse” in English. In French the word “nurse” is translated to the word “infirmière” by AI, making the word automatically feminine in French. When AI translates the word “Prime Minister” to French it translates to “premier ministre”, a masculine translation, therefore reinforcing gender stereotypes when it comes to job roles. All of this shows that we will always need humans to validate AI and ensure it is developing in the right direction.

Continuing with the topic of AI, you recently spoke on the ‘AI for Logistics’ panel at the AI for Industry panel 2023. Can you share insights into the importance of diversity of voices in discussions on AI and technology?

It is true that AI is biased, and sometimes, these kinds of events can be biased too. We often see more men around those round table discussions. So it was great for me to participate in the ‘AI for Logistics’ panel to add my perspective.

I think we need to act early to improve representation; we need to go out to schools and show kids what we do in AI and that we need women in this industry. If we can demystify tech to young girls then this will pave the way for them to become interested in it as a career, and eventually contribute to more representative datasets.

I think we need to act early to improve representation; we need to go out to schools and show kids what we do in AI and that we need women in this industry.

This taps into what you talked about before – the importance of being visible as a data scientist. So, could you share a little bit about what you have learned from these public speaking engagements? How has your experience on the Women Talent Pool Programme contributed to enhancing your confidence in taking on these opportunities?

It has always been my dream to talk about tech in public settings, and the WTP programme has helped me achieve this. In my Career Development sessions, my mentor, Viktorija Smatko-Abaza really encouraged to take on public speaking engagements and because of her and the programme, I accepted to be on the ‘AI for Logistics’ panel and it only made me hungry for more. It made me feel comfortable in my role, in myself and that I deserve to do this. The workshops also helped me to learn about the importance of body language, the importance of networking and effective communication.

It has always been my dream to talk about tech in public settings, and the WTP programme has helped me achieve this.

Finally, do you have any advice for others in data science, just starting their career?

Don’t be afraid to gain visibility within your company. As a data scientist, you don’t always have to be behind your screen. But it is important to know how to structure your code and comment your code. Be aware of the next person who will read your code and help them understand. You also need to learn how to build an algorithm.

Finally, I recommend being full of ideas and try to boost your communication skills. I think this is what will really make the difference on your journey.

Don’t be afraid to gain visibility within your company. As a data scientist, you don’t always have to be behind your screen

Video edited by Claudia Heard

Federica Fischetti - Senior Associate at Osborne Clarke

Wed, 24 Jan 2024 13:01:38 GMT

Meet Federica Fischetti, Senior Associate at Osborne Clarke. In this interview, Federica delves into the world of public law, how she tackles sustainability topics in her work, and how inspiring women and a PhD helped her along the way.

Interviewed by Meike Schneiders

To get started, could you please give us a little background on how you came to your current position as Senior Associate at Osborne Clarke?

It’s a story of daring and courage; the start of my experience at Osborne Clarke was dictated by the desire and curiosity to embark on a new adventure in terms of professional experience. Until then I had been working with a national law firm, which are traditionally the types of firms exercising Public Law in Italy. However, I had always looked at the work of non-corporate lawyers in international law firms from a distance. In 2019 I was offered the opportunity to create a Public Law team within an international firm: Osborne Clarke. Back then, we started with just two people, the Partner and I, but were shortly joined by another colleague, and within a few years, we became a team of nine people. It’s a role that continues to spark my curiosity and challenge me on a daily basis.

It’s a story of daring and courage; the start of my experience at Osborne Clarke was dictated by the desire and curiosity to embark on a new adventure in terms of professional experience.

You specialise in Public Law, with a particular focus on Public Procurement and Public Services Law, both judicial and non-judicial. What excites you most about your work in this area?

I know so many people find this field uninteresting, and it is not a very well-known one. However, I love my work because it allows me to come into contact with various categories of people: CEOs, managers, and technicians, from public and private companies. Therefore, I have to deal with an endless variety of legal and technical issues. In my field, when you advise a client in a court case you need to deal not only with legal and procedural issues, but you also need to be able to understand the issues from a technical point of view. Cases on tariff matters in the water sector, or issues about the business plan in public-private partnerships need very deep background knowledge.

At Osborne Clarke you are also a member of the Infrastructure Services & Public Law Team Italy. What are the most pressing issues in this area at the moment and how important is the consideration of sustainability factors in this work?

Cases regarding sustainability issues are the ones that have recently engaged the entire team. A big part of this has been working on the National Recovery and Resilience Plan which is part of the Next Generation EU program that the European Union negotiated in response to the pandemic. My team was involved both in the establishing as well as the realisation process. Sustainability has certainly been a common thread in our recent work, ranging from legally accompanying reform packages and working on strategic access to digitalisation and innovation, as well as promoting ecological transition and social inclusion.

In addition, sustainability is also the heart of several projects and operations we have supervised from a legal standpoint on behalf of utility clients. For example, we are advising on the realisation of a green platform with zero fossil emissions. This is an innovative project focused on the recovery of waste rather than disposal in landfills.

Do you have any female role models or female figures that have stood out to you throughout your career?

It’s difficult to answer this question as the field of public law has traditionally been very male-dominated. Although in recent years the situation has changed to some degree, my day-to-day work environment is still predominantly composed of male figures. That being said, I think I was profoundly shaped by the challenging period I spent in Rome before joining Osborne Clarke. I worked for a national firm composed almost exclusively of women and while I do not think I can consider any of them a role model, I am still convinced that working with them has benefited me greatly. They were leading by example, they showed me that unity is a strength, and that we women can succeed through mutual support. These issues re-emerged in recent years on the Women Talent Pool leadership programme and other events organised by Osborne Clarke.

The women I worked with were leading by example, they showed me that unity is a strength, and that we women can succeed through mutual support.

A few years ago, you completed your doctorate in European Union law. Doctoral studies can be quite an exhausting and lonely time. Were there any particular challenges you faced and do you have any tips for others who are thinking of following a similar path?

The three years of the doctorate were certainly challenging both because of the context, the University of Bologna is prestigious and professors understandably demanding, and the fact that alongside to my Ph.D, I was also gaining my first experience as a lawyer. I cannot deny that it was an exhausting and chaotic time, keeping multiple balls rolling. But it helped me face the bar exam, and the challenges of the legal profession, more calmly and with greater confidence. Therefore, it is a path I recommend. It opens your mind and teaches you not to stop at the surface but to examine the issues in more depth.

The PhD is a path I recommend. It opens your mind and teaches you not to stop at the surface but to examine the issues in more depth.

You are part of the 8^th edition of the Women Talent Pool Leadership Programme. Almost a year in, could you share with us one of your most memorable moments from the programme?

So far, the most memorable moment of the programme has been the Annual Gathering in Rome. I really enjoyed the topics covered as well as the beauty of the chosen location. Finally having the chance to finally be able to meet other programme participants was extremely enriching. I think that the opportunity to follow the programme online is essential but the beauty of the in-person events is irreplaceable. Hence, I look forward to the upcoming gathering in London which I predict to be equally memorable.

And last but not least, do you ever find time to read, and if so, what are your favourite books?

In the past, I was a compulsive reader and always travelled with at least two books in my bag. At the moment, unfortunately time is scarce and between work and family, there is little time left to devote to reading. In any case, there is always a small stack of books on my bedside table that I open as soon as I find a quiet moment. Possibly my favourite book is “The Name of the Rose” by Umberto Eco. It is set in 1327 at an Italian Franciscan monastery where a series of strange deaths occurs. I like it because it is not only a narrative of a murder investigation but a Chronicle of the Middle Ages. However, the book I read most recently, I must confess, was Cinderella as I have two small children!

Video edited by Claudia Heard

Maria Birath - Senior Legal Counsel at Capgemini

Tue, 16 Jan 2024 11:35:57 GMT

Meet Maria Birath, Senior Legal Counsel at Capgemini, an international business lawyer with 14 years of experience in Information Technology and Commercial law. In this interview Maria shares insights into the rewarding aspects of multinational companies, how technology can enhance the legal function and the importance of self-care.

Interviewed by Anastasiia Hresko

Let’s start by talking about your position. You are currently a Senior Legal Counsel at Capgemini. Can you share some of the challenges and rewards of this position?

For me, the biggest reward of being a Senior Legal Counsel at Capgemini is the ability to influence and advise our Senior Management and help the company win sustainable business. I can see my work having a direct positive impact on the core business and strategic long-term decision making so I get to be involved in everything that makes Capgemini a great company.

It does come with some challenges. The environment is stressful with a very fast pace and the workload is usually high with multiple projects running simultaneously.

I get to be involved in everything that makes Capgemini a great company.

You have often chosen an international environment to work in. What aspect of working in multinational companies attracts you the most?

I would have to say: the people. When people from ten to twenty different countries and cultures work together, great things happen. There are obviously challenges with cultural aspects but you have so much fun together, learn a lot from one another and get different angles on various topics, so it is a great experience.

But I’d also say: the clients. One of the benefits of working in a multinational company is that you get to work with some of the world’s largest companies. The professionalism that you get from both sides is truly impressive.

You are working in the IT sector. Could you share some examples of how you deploy technology to improve the legal function? What are your thoughts on the future of Legal Tech, and how do you see it changing the legal profession in the years to come?

That’s something I feel very strongly about! Technology can improve our work so much.

Lawyers are generally very expensive “resources”. Despite being highly qualified, we still spend so much time on routine tasks with low value to the company. By using Legal Tech and AI, however, we can remove the low value work and free up time for our competencies to really shine through. This leads to an improved business game as well as more insightful and strategic advice. For the lawyers it also means workload that is more manageable, more challenging and a lot more fun. Thus, it’s basically a win-win for everyone.

In our legal department we are already seeing how automation is simplifying repetitive tasks and digitalisation is helping us to leverage data and discover inefficiencies in our internal processes. There is so much more room for growth in this area; Legal Tech has been on top of everyone’s mind recently but I believe that it will explode in the coming years.

Legal Tech can remove low value work and free up time for our competencies to really shine through.

Let’s talk about leadership. You are currently participating in the 8th edition of WIL’s Women Talent Pool Programme. What were your biggest takeaways from it and how did it help you develop as a leader?

The programme is amazing and I am so happy to be a part of it! The network is definitely something I’ll take with me. Knowing that I can reach out to women in similar situations as myself all over Europe and in different sectors is priceless.

I had great mentoring sessions about my career development and what I need to get where I want to be. And I think as a leader I am taking with me the importance of leading with my heart, with compassion and of course, clear communication. I also gained interesting perspectives about leadership in the context of culture: in the Nordics we have a democratic style of leadership but sometimes more directness is needed – a valuable learning opportunity for me!

As a leader I am taking with me the importance of leading with my heart, with compassion and of course, clear communication.

As a woman in leadership in the legal sector and a mother of two children, how do you maintain a work-life balance?

Well, that is difficult, and I have struggled a lot with it, especially when I was younger. But I have learned how important it is to remember that no one will thank you if you do not take care of yourself and burn out: neither your family, nor the company. So the best thing to do for everyone is to take care of yourself and set boundaries.

People are generally very understanding when you say “no” – it is just your fear of saying “no” that hinders you from experiencing that understanding. I try to treat my time as something valuable, say “no” to meetings where my participation is not actually necessary and to block out my calendar ensuring that I have uninterrupted time to get the work done.

People are generally very understanding when you say “no” – it is just your fear of saying “no” that hinders you from experiencing that understanding.

In your role as Senior Legal Counsel you are often responsible for advising clients and internal stakeholders. However, is there any advice you have received from someone else in your career that you would like to share, and what advice would you give to young women starting out in the legal sector?

I have been fortunate to have extremely talented and supportive female leaders close to me throughout my entire career. They’ve been my role models showing that women can succeed. One advice I took with me is not to rush everything – to take your time.

Working life is long and is getting longer with the increasing retirement age - you don’t need to do everything right away. You don’t want to get stuck of course, but it’s important to take time to savour the success and not immediately chase new accomplishments. For women starting their career it is so easy to put a lot of pressure on themselves: you want to prove that you are good, that you belong…

My advice would be to remember that you can only do a good job if you feel good. You cannot expect to give your clients the best advice if you do not sleep or eat or if you spend all your time just working.

It is like they say on an airplane flight: you must put your oxygen mask on before you can help others. You really need to prioritise yourself and your work-life balance.

It is so easy to put pressure on yourself in your early career: you want to prove that you are good, that you belong… But you can only do a good job if you feel good.

Video edited by Claudia Heard

Agustina Venturin - Start-Up Manager at Axens

Tue, 09 Jan 2024 13:23:00 GMT

Agustina Venturin is a Start-Up Manager at Axens. In this interview, Agustina discusses her international background, the importance of adaptability throughout her career in chemical engineering, and how practicing ballet has impacted her personally and professionally.

Interviewed by Juliette Travaillé

You were born in Argentina and moved to France in your teenage years. How has this international background played a role in your career?

Indeed, I have a multi-international background. At 12, I received a grant to come and study in France as I was practising ballet at a high level. It was difficult to leave my parents and my whole family behind at such an early age but being this young actually helped me. It was easier for me to adapt to France and its culture then than it would be now, as an adult.

I think that it played, and still plays, an important role in my career because it gave me the crucial skill of adaptation. This is important in the work that I do today, where I meet and exchange with lots of different people. Depending on the person in front of me, I always adapt my speech, behaviour and actions to make sure they feel heard and understood.

Depending on the person in front of me, I always adapt my speech, behaviour and actions to make sure they feel heard and understood.

As of right now, I wish to stay in France. When I arrived here, France adopted me, gave me a chance to pursue the career of my dreams even though I was not French myself. Staying in France is a way for me to give back. But my work gives me the opportunity to travel and explore other countries, while keeping a foot in France, my home.

You've done a PhD in chemical engineering and recycling processes of nuclear fuels. Why did you choose to pursue your studies and focus on R&D (Research and Development) ?

After my master’s degree, I had to make a difficult choice between the R&D and the supply chain worlds. I decided to continue with a PhD mainly because I felt that it would enable me to grow further both professionally and personally. During this time, I learnt a strict methodology that shaped me as a chemical engineer, letting me embrace my real personality and teaching me to be my best self.

After your PhD you decided to keep working in Research and Development (R&D) and switched to Axens in 2018. How did that transition go and what motivated you to take this step?

After my PhD, choosing a position as a R&D engineer was the logical way to go. I had the chance to get a position at IFPEN (IFP Energies Nouvelles). I stayed there for three years and put into action everything I had learnt during my PhD. After those three years, I felt the need to get closer to the practical reality of what I had been researching, and to the final product, so I decided to move to Axens, which is part of the same group as IFPEN.

I quickly realised that I would like to pursue my whole career in this direction. R&D was the best way for me to get started but I believe that shifting my focus to working on the final product and industrial units was the best way to go at this stage.

In 2022, you took the role as Manager in Axens’ Start-Up department. Could you talk about this position and what it entails?

Before becoming a manager, I spent more than four years as a start-up engineer. What I love about the start-up sector is that there’s no typical day. Every day is full of surprises. We mainly travel to our clients’ sites around the world and help them put in service the industrial units and products we sell to them. Thus, there isn’t a ‘typical’ project, which forces me to adapt.

Now, as a manager, I support my team on their projects and missions around the world. I juggle between technical and administrative issues and topics, in France and abroad. This is both challenging and fun as I have to go out of my comfort zone a little bit every day.

I am juggling between technical and administrative issues and topics, in France and abroad. It’s both challenging and fun as I have to go out of my comfort zone a little bit every day.

How do you deal with working in chemical engineering, a male-dominated field? What advice would you give women who wish to be a manager but are weary of this?

We can fairly say that it is a male dominated sector. To give you an idea, at Axens there are approximately 40 start up engineers and only 10% are women. There are other companies with even less % of women in this sector.

What I would advise is to never see yourself differently. I never feel different from my male colleagues or clients. I see all my co-workers as sources of inspiration, growth and knowledge, whether they be a man or a woman. As I have said before, it is crucial to learn to adapt in every situation. If you know how to adapt, you will avoid confrontation and conflict. Always be patient and adapt. Prove that you deserve to be there so you can gain people’s confidence.

I see all my coworkers as sources of inspiration, growth and knowledge, whether they be a man or a woman.

Since March you have been part of the Women Talent Pool (WTP) Programme. What are your main takeaways from the programme thus far?

My main takeaway is that even if we are very different women, working in distinct sectors, we have so much in common. We all have similar ways of thinking and issues to overcome. Hearing from these women and learning from them has been very empowering for me, whether it be from the workshops or the mentoring sessions, which are especially inspiring.

Before pursuing a career in chemical engineering you practiced ballet to a high level. How has this sport impacted your life?

I practiced ballet for a long time and there are lessons I learnt from it that I carry with me and will continue to do so. Ballet taught me two important things; to be rigorous and passionate in everything I do. These are two virtues that I believe to be the key to a balanced personal and professional life. I am not necessarily looking to achieve a perfect work-life balance, but to approach both my job, and my hobbies in the same way; with passion and rigour. My job as a manager has enabled me to work in the field that I wanted and to do it with passion. But this opportunity didn’t present itself, and my rigour was a key player in achieving my career goals.

Ballet taught me two important things; to be rigorous and passionate in everything I do. These are the two virtues that I believe to be the key to a balanced personal and professional life.

Ballet also taught me to make decisions. Indeed, at the end of high school I had to choose between pursuing a career as a professional dancer or studying chemical engineering. I decided to go for the latter and would still do so today if I had to make the choice again. I decided to fully close the ballet door and this chapter of my life and I don’t regret it because it led me to where I am today.

Finally, as a reader, what is your favourite book of all time?

This is such a hard question to answer, and I thought I would never be able to pick just one book. But I decided to pick The Einstein Enigma by Portuguese journalist José Rodrigues dos Santos. It’s the perfect mix of science, history and mystery. It tries to scientifically prove the existence of God based on a formula developed by Albert Einstein. It takes place in various settings and presents a totally different view about the origins of the universe. I really recommend this book, even if you are not a big scientist yourself!

Video edited by Claudia Heard

Fatimazahra Imami - Senior Data Scientist at Rexel

Tue, 19 Dec 2023 12:38:19 GMT

Meet Fatimazahra Imami, Senior Data Scientist at Rexel. In her interview, she tells us about how she worked her way up in data science, the importance of self-confidence and speaking up for yourself, inspiring books and more.

Interviewed by Josefine Häussling Löwgren

You studied data science at the INTP In Morocco, as well as the IMT Atlantique in France. What made you go on this path and what made you get into data science?

Data science is not a field that I initially chose. In high school, I had a background in computer science, and always loved problem solving. I studied for at an engineering school in Morocco for two years, before applying for a double degree here in France. Seeing that the field of study of data science was an option within the engineering school, I started to research it and learned that it's a cross-section between multiple different sectors - it's business, statistics, visualisation, and computer science. I realised that data science is the bridge between business and technology, providing the answer to business problems and enabling them to make better decisions. For example, it can help make sense of customers record and website traffic data. Data science is the key to unlocking valuable information that can drive better decision-making for your business as well as for your life, and for society. This makes it a field that is becoming increasingly important in recent years, especially with the development of generative AI.

Data science is the key to unlocking valuable information that can drive better decision-making.

You're currently Senior Data Scientist at Rexel. Could you tell us a bit more about what your day-to-day kind of routine is like? What are you most passionate about within the field of data science and in your role?

My job involves finding hidden patterns in data and unlocking valuable information, to help the business to make better decisions. I've learned a lot during my three years, building complex AI problems and handling complex data. I use this knowledge in collaboration with my team, to understand what the business needs and try to create AI solutions that will answer these needs.

What I am most passionate about is that I get to work with people from different backgrounds, as I work with people from the business side who do not necessarily have a background in data science or technical fields. This means that you need to actively listen and try to understand the issue that they are facing in order to translate it into a data problem. This involves building an AI algorithm or solution, finding the right metrics and KPIs that you will share with the business and striving to simplify it for them so that everyone is aligned on the solution you propose. It's a team effort where you create something from raw data, which would have been impossible even 20 years ago.

You recently got promoted to Senior Data Scientist after having worked at Rexel for three years. What challenges did you have to overcome in your career to get to this point? Is there any advice that you would give to young women pursuing a similar trajectory?

I am lucky enough to be part of a company that really supports its employees and gives them opportunities to evolve, so I have not faced any external challenges or barriers from them. I believe for women, sometimes the barriers come from within. When impostor syndrome kicks in, we do not raise our voices and speak up for ourselves. I would say that the biggest lesson that I have learned on my career journey is that we need to advocate for ourselves and be self-aware. This does not necessarily mean speaking for the sake of speaking, it means finding your moment, and grabbing the opportunities that align with your values. Even if you do the most amazing work, if no one knows about it, no one is going to stand up for you. I think it’s important to have people supporting you, because it is often said that the biggest decisions about your career are made when you are not in the room, which is why it’s important for people to hear about what you’ve done and advocate for you. I also believe that the importance of being prepared is not spoken about enough. Even the most confident person or the bravest public speaker will faulter if they have not prepared for a presentation in front of an audience, as it will be seen.

The final piece of advice that has helped me over the years is that a situation is never as bad as we imagine in our heads. It’s easy to think about negative perceptions people may have of us but these are almost always false. Just stay focused on your mission and purpose, be prepared, and realise that the learning process never stops. As women we rarely praise ourselves, so I think it’s important to take the time to say, “I'm good at what I do, and I deserve what I have now.”

Take the time to say, “I'm good at what I do, and I deserve what I have now.”

What do you consider your greatest achievement?

I am proud of the way I handle my everyday work. In comparison to three years ago, I am now a person who can enjoy the small things in life, like having a great conversation with my colleague, or having a cup of coffee on a sunny day. I think that life, including professional life, happens in the small moments. If you are just waiting for the breakthrough moments to celebrate, you will be missing out on a lot. Enjoy the process, enjoy the journey. I don't dread waking up every morning and coming to work, I enjoy my work and I enjoy the challenges I face. So, I would say that the way I live my professional life now is much better than three years ago, which is something I'm really proud of.

I think that life, as well as professional life, happens in the small moments.

You are currently a Talent in the 8th edition of the Women’s Talent Pool Programme. How do you feel the programme is helping you to achieve your leadership objectives?

One of the great things about the WTP Programme is that it's a safe space where you can ask questions. The fact that I can relate to my fellow Talents who have had similar experiences and hear from inspiring role models has really helped me. It helps me in speaking up for myself and overcoming my worries and insecurities. Networking opportunities like the Annual Gathering have been the most impactful experiences from the programme because you get to meet people from different professional backgrounds, giving you diverse perspectives.

This year, you shared on LinkedIn that you read the book “Invisible Women” By Caroline Criado Perez and how it deeply resonated with you as a data scientist. Could you elaborate on what this book teaches regarding data science and what you learnt from it? Are there any other books that you would recommend?

The book was amazing because it was full of case studies and statistics. It had a solid foundation that no one can argue with. Sometimes my male colleagues will say there is no problem regarding gender equality because we are getting the same salary. But if we look at the bigger picture, we can see that there are less women than men in leadership positions. The author argues that when workplaces were designed, women were not involved in that process, which does not mean that men locked themselves in a meeting room, trying to make women's lives miserable; it just means that they couldn’t assess the consequences of what they were building.

Women need to be included in all the decision-making processes as they will be impacted by them. That's why the book resonated with me, because in AI and data science, we need to keep in mind that AI solutions reflect the data on which they were trained. This means that if I train the model on bias data, it's going to produce bias results and impact people using this solution. Therefore, whatever we create based on AI needs to be inclusive, which is why we need more female scientists and more scientists coming from minority communities.

Whatever we create based on AI needs to be inclusive, which is why we need more female scientists and more scientists coming from minority communities.

Regarding the topic of gender, I also read the book “Lean in” by Sheryl Sandberg, It really resonated with me when she said that women are constantly asked about when the right time is to have children. I have noticed this same question came up at events I have been to with senior women and found it frustrating. Sheryl said that women start looking for the exit, even before entering. For example, I am 28 years old, and maybe I'm not planning on having children for the next five years. But still, it's something that is burdening me because I think this is going to block my career. She said that you don't need to think that much about it. Don't look for the exits, because maybe it's going to impact your choice of company and your career growth, even if it's not something happening in the near future.

I also love the writing style of Malcolm Gladwell. Maybe you don’t agree with the way he puts things or his ideas. But I think he’s a gifted storyteller, you get really absorbed when you read his books. For “The Making of a Manager ” is a great book. It doesn’t give you academic tips on how to be a manager, but uses the example of a woman working at Facebook, who got into a leadership position when she was very young and she describes how her colleagues, or former colleagues now reporting to her, were treating her. It shares an inspiring message for women who are looking to pursue leadership positions, especially at the beginning of their careers.

Video edited by Claudia Heard

Maria Paz Esnaola - Regional Sales Manager: Europe at Axens

Fri, 24 Nov 2023 10:58:26 GMT

Meet Maria Paz Esnaola, Regional Sales Maanger: Europe at Axens. In her interview, she tells us about what energises her in her client-facing role, overcoming challenges in the energy sector, and how the WTP programme has impacted her professional and personal development.

Interviewed by Claudia Heard

You have a background in engineering, having studied Chemical Engineering at University and worked in the energy sector throughout your career. What inspired you to take this path?

In high school I liked Chemistry and Maths but knew that I wanted to work in something related to the industry rather than in a laboratory. It was then that I discovered engineering. All the engineers I met at that moment inspired me and made me interested in following their path. I finally decided on Chemical Engineering and chose to go into the energy sector. It was a natural choice for me because the degree I did in Chemical Engineering at the University of Buenos Aires was very much related to the processes and technologies of that industry. When I finished my studies, my main goal was to see in practice the theory I had studied in the books. For my first job, I was looking to work in the field to see the valves, the pumps, the things that I was designing at university, to see how they worked in reality. Afterwards, I discovered that the energy sector had a direct link to what I had studied and had a tangible impact on the people and economy of a country, and vice versa. By choosing to work in this sector, I knew I could have a meaningful effect on human beings and the environment.

You have been a Regional Sales Manager for Europe at Axens since 2020. Can you tell us what a typical day in this role is like?

As Regional Sales Manager at Axens, I am at the intersection of the interactions between the company and the customer. I discuss their needs and try to find the best solution possible to support them with our products and services. A typical day involves understanding these needs and communicating them to the technical experts within Axens. Meeting a variety of internal and external stakeholders is a substantial part of the role, which means I get to travel a lot to build relations with clients.

There is another very specific aspect of the role, which is to respond to customer bids. When we receive a bid, whether it is from the public or private sector, we mobilise different Axens teams to come up with a strategy and coordinate the technical and commercial aspects to beat the competition and get the bid. This requires a strong competitive spirit but you also need to collaborate with the different departments in Axens such as the technical and legal departments, as well as local and regional representatives in order to secure the bid successfully. It is really exciting to get to work with people with a range of different backgrounds and expertise towards the same goal.

It is exciting to get to work with people with a range of different backgrounds and expertise towards the same goal.

Prior to becoming a Regional Sales Manager, you were an engineer and technologist focusing on the design of hydrogenation technologies. What motivated you to take on a more client–facing role and how did you adapt to the demands of this different position? Are their skills and lessons you have been able to transfer from your previous role?

When I took on my current position, I was seeking closer contact with the customer, because I was convinced that building long-term, trusting relationships with them would facilitate doing business and would allow me to communicate effectively to provide them with more tailored solutions. In my previous role as a technologist, I was lucky to be able to meet customers all over the world and explain the technical aspects of what they needed, but long-term relationships were limited. When I first transferred to sales, it was difficult – I had to approach the company itself from a completely different angle and adapt in order to learn negotiation skills and many legal terms.

I also started the position at the worst possible time for customer interaction – March 2020! Over time, the situation improved, and I was able to use the engineering expertise I had built up over the course of my career to better understand the customer’s technical needs.

Axens is a key player in the energy transition, with a focus on solutions for the conversion of oil and biomass to cleaner fuel, and the purification of petrochemical intermediates. While at Axens, what has been your proudest contribution to this mission?

I have two proudest moments, both of which happened recently. The first was my contribution to achieve the firstindustrial design of plastic recycling technology in the world. By developing a new customised business model and working with the customer at all levels of their organisation to show the benefits of this approach and technology, we were able to create solutions tailored to their needs. My close contact with the customer facilitated this.

The second instance was when I supported one of my clients when they faced a very difficult moment. An accident occurred in their refinery and part of it had to be rebuilt as quickly as possible. Axens was able to provide a solution for them and I quickly took the lead to coordinate everyone in order to support them. Generally, after an accident happens it is very difficult to make critical decisions as you need to consider peoples’ differing emotions and desired outcomes. I believe that by offering an outsider’s perspective, we can help clients move forward. Their gratitude for our involvement makes my day.

I believe that by offering an outsider’s perspective, we can help clients move forward. Their gratitude for our involvement makes my day.

You have been in a leadership position as Regional Sales Manager for the last three years. What has helped you get to this point and what advice would you have for young women in looking to work their way up in STEM careers?

What helped me is to believe in myself and to think that everything is possible, even when it doesn’t seem that way. If I look at my career as an example, it seemed an impossible task to come from Argentina, which is so far away, and to still be able to achieve my dreams. But I knew that I wanted to work in another country, to learn from other cultures and other ways of working. It was daunting, but once I believed that I could achieve this goal I found Axens, and the IFP were offering a scholarship to study in France. I could not believe when I got admitted and needed to put all my life in 23 kilos of luggage and move, but it happened!

In the engineering and energy sector, there is not enough female representation, but this is slowly improving. I have been surprised many times when finding myself to be the only woman in the refinery, or at a customer’s site. However, I would say that what really counts is if you have a purpose and you work as a team.

You have been a Member of the Women Talent Programme since March 2023. Can you share with us any important lessons you have taken away from it so far?

Listening to the different pathways other Talents and Workshop Facilitators have taken has been very empowering for me. I always wanted to work in a role that would directly impact society and during the WTP Programme, I can see how others have done this, which inspires me to take my next steps. I especially appreciate the Career Development sessions. I have just become a mother and it is never easy to think about your professional future when you are building your personal one at the same time. However, the mentoring sessions allow me to discuss maternity alongside career evolution, to take some distance, and think about what I really want. I have been shown that it is possible to balance the personal and the professional, and to succeed in both.

I have been shown that it is possible to balance the personal and the professional, and to succeed in both.

You grew up in Argentina before moving to France on an Axens Scholarship. So to end, I’d like to ask – Argentine or French food?

I can’t decide between the two! An ideal meal for me would be Argentine steak paired with French cheese and wine – the best of both worlds.

Florence Marcel-Cellière - Group Senior Manager, Supplier Digital Partnerships at Rexel

Tue, 14 Nov 2023 11:29:47 GMT

Meet Florence Marcel-Cellière, Group Senior Manager of Supplier Digital Partnerships at Rexel. In this interview, she explains her role in the Digital Marketing field, the need for digital tranformation, and how her international background has impacted her personally and professionally.

Interviewed by Irene Reyes Suero

You have a degree in European management and a Masters in international marketing, as well as a digital marketing certificate. What inspired you to go into the marketing field?

To be more accurate, I did a master’s degree in International Marketing at the Grenoble Ecole de Management, which is a business school. Then, I decided to spend a year in Germany studying European Management. After a few years, I decided to expand my knowledge in marketing, so I went back to school to study Digital Marketing, and got a certificate in this field from ESCP, Paris Business School.

I believe that Marketing is one of the most exciting sectors because there are so many opportunities, from marketing strategy to marketing study, data, operational marketing, and more. Also, you can work in a very collaborative environment and thrive in an international atmosphere, which I love. Therefore, I think marketing allows you to develop numerous skills, both soft and hard. From creative thinking, commercial awareness and critical thinking to communication, marketing gives you the chance to develop interpersonal skills. To this day, I am still excited to be flourishing in the marketing sector, and the foundation of this is that I am passionate about understanding the customers' behaviour and providing the best customer experience for them.

To this day, I am still excited to be flourishing in the marketing sector. The foundation of all this is that I am passionate about understanding the customers' behaviour and providing the best customer experience for them.

Currently you are Group Senior Manager for Supplier Digital Partnerships at Rexel. Could you tell us more about what your daily job looks like and what aspect you enjoy most?

I would say it's a unique role that can't be found in every organisation. Rexel is one of the top worldwide leaders and distributors of energy solutions for professionals. Something people are unaware of is that the top two leaders in this field are European and French, which we are very proud of. My role within Rexel is to promote the brands, services, and products of our preferred partners. These are our suppliers, such as Schneider, ABB, LEDVANCE, and Hager, to name a few. With them, my key goal is to build digital roadmaps and activate digital marketing tools to promote the brand and our products in the countries Rexel serves, with the aim of improving customer experience. To give you some examples, we can create banners, email campaigns, configurators or simplified carts to help customers buy more easily the products they need. These are some of the many digital marketing tools we develop with suppliers to grow digital sales. Also, I have created a co-marketing community with category managers, marketing individuals, and digital people to share best practices, success stories, and guidelines on how to improve and become the partner of choice of our preferred suppliers. It is a fascinating job that requires a lot of skills and interaction working with people from different backgrounds and cultures.

As part of your role, you work with suppliers to support Rexel’s aim to reach 50% of digital sales by the end of 2027. Why this 50% target and do you see as the main advantages for companies like Rexel in embedding technologies across their business?

At Rexel, most of us share this goal of 50% of digital sales by 2027. The fact that it's digital is not a choice. Digital transformation is happening in all sectors, especially the energy world; we need to provide more efficient and sustainable solutions to our customers. This totally resonates with Rexel’s purpose: “Electrifying solutions that make a sustainable future possible”. Digital covers many different topics, but it is not being digital for the sake of being digital. First, it increases customer experience, and it helps them be more efficient and sustainable. For instance, small contractors and electricians look to place orders quickly. We developed a simplified process to support them in ensuring they have the complete order and everything they need for their projects. We also provide them with some solutions for cross-sale product recommendations. At the end of the day, we are helping them to complete the order with better offers. On a larger scale, if you look at industrial customers, manufacturers, for example, they are looking more for complete product data because they need very technical products, so this is where our product detail page comes in. We focus on providing best in class product data to give the customer all the information they need.

Another example would be a commercial customer, so they would need more EDI (Electronic Data Interchange) solutions, which are procurement solutions. It is vital to develop digital solutions to meet customers' needs. For example, we have developed AI solutions to better understand customer behaviour so we can offer them solutions and products that totally fit their needs.

You have a very international background having studied your Bachelors in Germany and worked in the United States. How do you think these experiences have impacted you as a person, and perhaps even your leadership style?

I have continuously evolved in a very international environment. It makes you understand differences and accept that they can create a more innovative and exciting environment. I read an article from Hubert Joly, a professor at Harvard Business School and the former CEO of Best Buy. He says leaders should be more caring. He mentions in the article the different values that a leader, or a carer, should have: authenticity, vulnerability, humility, empathy, and humanity. They are the values that matter most to me that I try to apply most in my ‘careship.’

Authenticity, vulnerability, humility, empathy, and humanity. They are the values that matter most to me that I try to apply most in my careship.

While in the US you worked for Rexel for four years, first as a Business Development Director and then as a Marketing Director. Could you tell us more about your experience working in the US? What differences did you notice with working in Europe?

I had the amazing opportunity to experience working in the US with Rexel for five years. I noticed they have a different approach to working, compared to France. The big difference is that American people are generally very goal-oriented. They are very positive, and energetic. I don't want to generalise, but this is what I noticed and experienced with Rexel. They are also risk-takers. You learn by experience. It is fantastic if you succeed, but it is also great if you fail - you will learn a lot from that. Another difference is that meetings are very structured, towards achieving these goals; they leave more place for execution. I learnt a lot from the US style of working, and I now try to mix this with French methods - it is fantastic to take the best from the US and the best from Europe and France.

I had some difficulties readjusting when I came back to Europe. In our culture, we like to argue and discuss a lot. The topics of the meeting and the goals are constantly changing. There is a lot of discussion before a decision is made because we want to analyse everything and ensure we don't take too many risks. On the contrary, in the US it is less talk, more action. I am trying to continue to apply the enthusiasm, energy, and the "it is okay to fail" mindset to my work now. All in all, it is one of the most exciting experiences I've had outside of France. I learnt a lot, professionally and personally.

You joined WIL’s Talent Pool Programme in March 2023. What do you expect to get out of this experience at the end of the 12 months?

I am very grateful to have joined this programme. At first, I was not sure if it was really for me. I was looking at all the young women; I am closer to my fifties than my thirties so I thought I would feel out of place. However, I am expecting to get inspired by these strong leaders and share with my peers how to grow self-confidence and clarify goals, both professionally and personally. When I came back from the US, I I had to readjust, and I was confused about my future and about what my next big step would be. Now, this programme is helping me gain self-confidence and grow my leadership.

To finish, what advice would you give to young girls who want to hold leadership positions in the future?

What is most important is to believe in yourself. I think it is okay to have ups and downs; just ask for help, dare, and be yourself. Do not try to be someone else. If you want to join a company that offers many opportunities for women who wish to thrive, join Rexel. It is a company where, as a woman, I feel good, energised, and where people trust me.

What is most important is to believe in yourself. I think it is okay to have ups and downs; just ask for help, dare, and be yourself. Do not try to be someone else.

Video edited by Claudia Heard

Maria Lucia Portocarrero - Global Climate and Circular Economy Programme Manager at Tarkett

Tue, 07 Nov 2023 11:14:59 GMT

Meet our WTP8 Talent Maria Lucia Portocarrero, Global Climate & Circular Economy Programme Manager at Tarkett. She speaks to us about what motivates her, the challenges of sustainable growth, and the importance of being in touch with your core values.

Interviewed by Meike Schneiders

To get started and to get to know you, could you please give us a little background on how you came to your current position at Tarkett?

I was born and raised in Nicaragua and went to university there to study industrial engineering. From there I worked in a brewery as a project planner for five years, which was a super exciting environment as it was very fast paced. During my time there, however, I started to ask myself what I really wanted to do and wanted to find more purpose in my career. So, I decided to go back to university while I was still working, and I chose a hybrid programme with a focus on public policy, renewable energy and the environment. This really motivated me to change my career and I decided to do a full-time Masters in Management of Eco-Innovation in France. It was a very intuitive decision and 4 months later I was living and studying in France. While I was there, I met a woman who had come to speak at an event about sustainability and cradle to cradle. I approached her and told her that what she said really inspired and resonated with me and that I would love to learn more. This conversation led to an internship opportunity with her. Although not planned, this was the beginning of my stay in Europe, and I have not returned to Nicaragua to this day.

Tarkett is a world leader in innovative and sustainable flooring, and you are helping to shape the company as Programme Manager for the Global Climate & Circular Economy Programme. What excites you most about your work at Tarkett and your current position?

For me it is about two things. One is impact. Tarkett is a very large company. It produces about 1.3 million square metres of flooring a day, so that's a lot of surface area. With that in mind, I can actually improve the sustainability of the flooring in all those instances. When you put that into perspective, it becomes really rewarding. It is pretty cool to take a step back from my day-to-day work and see how impactful it is.

Secondly, it is the changes that have taken place over the 10 years that I have been working at Tarkett. My colleagues are becoming more and more aware of sustainability issues and their commitment to it is becoming much more than just a job. Their sincere belief in it is now really becoming an internal driving force within the company. To see this change and motivation all around me is really rewarding and inspiring.

It is pretty cool to take a step back from my day-to-day work and see how impactful it is.

What did you learn from working abroad in Brussels? And what qualities or attitudes did you bring with you from Nicaragua that help you in your daily work?

I really feel at home in Europe now and I have integrated into the culture of Europe and Brussels. In my first years here, however, the fact that I was from Nicaragua was more present. Nevertheless, what has always stayed with me is my optimism, enthusiasm, and thirst for learning. When I started working here, I really wanted to learn, and for about 4 years I was in a very intense ‘study-mode.’ Also, I think my background helped me to integrate and understand cultural differences. It really encouraged me to work and learn with different people from different cultures. As I work with partners from all over the world, this regularly comes in handy and is a useful asset.

What has always stayed with me is my optimism, enthusiasm, and thirst for learning

You have a very holistic understanding of sustainability, including the well-being and health of people and the environment. What aspect of sustainability do you think more people need to be aware of?

This is a difficult question, but I will be very direct and address something that is not very popular in mainstream sustainability - the fact that we can't talk about sustainability if we don't question growth. But challenging that paradigm is a super important step, as is critically analysing current measures of human well-being and prosperity. For me, this is something that is at the heart of sustainability and needs so much more attention.

The cradle-to-cradle framework mentioned earlier can be a good way to challenge current structures and beliefs and try to move towards a circular economy. However, for me there is a blind spot in these theories: the positive impact we can have. Moving towards a more sustainable system is not just about reducing harm, it is about recognising that the small actions we take can actually shape the future of this planet and its people in the most positive way.

Have you had role models and what was the most valuable piece of advice you received from another woman?

I never really had role models, but I have met some very inspiring women and what I have learned from them is to live my own truth, to be transparent about your core values and to speak and act in accordance with them.

If I could recommend one inspiring woman, I would say listen to Vandana Shiva. She seems to me to be completely in line with her core values and she expresses them through her body language, her speech, and her actions. She has really made me believe that we as women need to speak from our own truth and be coherent about it.

I have met some very inspiring women and what I have learned from them is to live my own truth, to be transparent about your core values and to speak and act in accordance with them

You have been a talent in the Women in Talent Pool programme since March 2023. It's probably been a whirlwind since then, but would you be so kind as to share with us one of your most memorable moments from the programme?

Yes, I think there is definitely one specific moment when I felt extremely inspired and even emotional, and that was at the Annual Gathering in Rome during a meeting with Cristiana Falcone. A scheduled guest speaker could not arrive in time, so instead we, about eight WIL Talents, spent about two hours with her. It was a completely informal exchange about our deepest wishes and dreams, without any restrictions. It was amazing to see all these different dream worlds and rich things that came out of this discussion. Somehow, there was a very intense energy among all these women sharing this safe space and I am so glad that I was one of them.

Somehow, there was a very intense energy among all these women sharing this safe space and I am so glad that I was one of them.

And last but not least, if you do have a bit of free time: Which book would you recommend to everyone, or who is your favourite writer?

Oh, it is so hard to choose just one! A book that really changed me was "Women Who Run with the Wolves" by Clarissa Pinkola. It was one of those books that really broadened my thinking, but also opened my heart in so many ways. It just reaffirmed my need to live my own truth and be in alignment with myself and my deepest values. Otherwise, you just burn out over time and start to die little by little. But it also taught me that it is okay if that happens. The important thing is to pick yourself up and bring yourself back home and recharge.

I would also like to mention the book I am currently reading, which so far is really incredible. It is called "The Myth of Normal" and it is written by Gabor Mate. It has just blown me away. It really made me think a lot about what we as a society think is normal, and what is not. Reading this book is really challenging but also so enriching. Finally, I also have to mention "The Power of Now" by Eckhart Tolle. It was just incredible!

Video edited by Claudia Heard

Fida Jounaidi - Service Data and Integration Delivery Manager at Rexel

Thu, 12 Oct 2023 08:45:02 GMT

Meet Fida Jounaidi, Service Data and Integration Delivery Manager at Rexel. In this interview, she talks about her path towards her current management role, her experience leading a team in the STEM field and tips on how to apply your professional skills to other fields like volunteering and event organisation.

Interviewed by Irene Reyes Suero

You have a background in telecommunications engineering. What inspired you to pursue a career in STEM?

I have a Bachelor's in computer and telecommunication engineering and studying in this area always felt like a natural path for me because I am surrounded by family members who studied science, engineering, and mathematics.

What also influenced me was that, since childhood, I have been curious about things and have done experiments where I could on elements, nature, and animals (without hurting them, of course!) I like observing; I like finding answers and solving problems. When I chose to study STEM, I thought it would give me the freedom to constantly learn new things and break up the repetitive workdays. I can get bored quite quickly, so I like to be challenged, to learn new things and to improve myself.

In 2016 you took a step towards your first management position. What motivated you to take this jump?

My first management experience goes back a little further, to 2008, but at that time I was technically managing projects and teams on a smaller scale. Since the beginning of my professional career, I have taken up leadership positions naturally, and I always like doing it in a collaborative way: working with a team and within a team, supporting others, training and coaching them, and helping them understand different concepts. As I mentioned before, I like solving problems and love to bring ideas to life, and for me, this is one of the purposes of being a project manager: to bring ideas to life, not leave them only as a theory. For that, I also need to be challenged; I need to be surrounded by a team. In 2016 I had my first opportunity to manage my own team and started leading more extensive programmes, such as resourcing, communications and steering committees. It was an evolution from an experience in the technical management of projects to more business management of programming, projects and teams. It was a growth in my career and a natural path for me.

I like solving problems and love to bring ideas to life, and for me, this is one of the purposes of being a project manager: to bring ideas to life, not leave them only as a theory.

You are an Integration Delivery Manager at Rexel. What does your day-to-day work look like?

I was promoted two months ago to the position of Service Data and Integration Delivery Manager. I am still the Integration Delivery Manager; this new role is an extension. Now in my current role, I take on different responsibilities, including supporting strategic transformation projects across Rexel countries. I am part of Rexel Development, where my role is to help and support countries in their digital transformation projects by overseeing their integration development roadmap. We onboard and support the countries from design to production, developing document standards and methodologies around integration. To achieve my goals, I rely on a team of about fifteen teammates who support me in my work.

My day-to-day is mainly collaborating and supporting my team in their daily tasks. I work closely with the country's IT and business teams, and I oversee team coordination. I also provide a lot of technical guidance, mainly in project management. I do risk management, working with the architects, the infrastructure team, and the cybersecurity team to ensure the quality of what we are delivering, to ensure it fits with the right standards, and to be careful that we do not provide anything that breaches security. In addition to supporting my team, I also manage the budget and human resources, and I provide service support to my manager. For me, it is essential to celebrate small achievements and successes. Each day we have a win to celebrate, and I like that about my job.

For me, it is essential to celebrate small achievements or small successes. Each day we have a win to celebrate, and I like that about my job.

What has your experience been of holding a management position in a male-dominated industry? Is there any advice you would give to young girls entering this field?

I was not a manager during my first five years of experience, so I did not notice it was a male-dominated world. I discovered this when I arrived in Paris. I did my engineering studies in Tunisia where there were few gender differences in this domain and as many young women as men joining engineering studies. However, if I think about my current experience as a manager, it is another story. Being a manager in a male-dominated domain is challenging. It was not so easy to tell yourself this truth and admit there might be a gender gap in this field. Nowadays, when I arrive at a new position, domain, or company, I feel that I need more time to establish and prove myself. There have been times when managers forgot to include me in design or technical decisions, so I had to remind them that I am not only executing instructions: I need to be a part of decision-making. I am sure that this reflects the experience of many women working in this field.

My advice for young women would be to set aside all prejudices and gender biases and convince yourself that there are no differences in competencies. That way you will discover that there is no specific domain for men or women. If you like to be continuously challenged, learn science and technology, and are curious, STEM is an excellent domain to be in.

If you like to be continuously challenged, learn science and technology, and are curious, STEM is an excellent domain to be in.

What influenced you to join WIL's Talent Pool Programme? What are you hoping to get out of this experience?

Last year I had the opportunity to be invited to the 10th anniversary of WIL in Paris. It was a click moment: I saw that I wanted to join this initiative and network; I wanted to meet and exchange with these impressive women. What I hope from this programme is to learn and get inspired by senior women, gain tools, self-confidence, be more efficient, become less afraid of trying things, have the courage to make mistakes and go outside my comfort zone. I also hope to get some tips for finding a good balance between personal and professional life. Even if I joined for only a few months again, I feel I have already started to spread my wings. I am already learning tips and getting tools.

I see that, apart from your professional life, you are also involved in volunteering activities, notably being a member of the organising committee of Festival Ciné-Palestine. What moved you to get involved in the world of cinema?

I grew up in a family that attaches great importance to the arts, particularly Palestinian culture. I am Palestinian, Tunisian, and French and my father is Palestinian. I was immersed in the love of arts, dance and films, particularly Palestinian film because my father liked cinema. I had a lot of opportunities to go and watch Palestinian movies while growing up in Tunisia. When I moved to Paris, I hoped to find the same. After learning about the creation of Festival Ciné-Palestine, I joined the initiative in 2015. It is an initiative created by a group of cinema lovers to enable Parisian and French festival goers discover the richness of Palestinian cinema. It has been a way to meet and discover my Palestinian identity, which, for me, is found more through the art path, which has no borders.

A group of volunteers, usually multinational, multilingual women, organise the festival. Since I have always liked working collectively in a group, I wanted to give the festival the benefit of my experience as a project manager. I love this initiative because, in addition to getting exposure to culture and arts, I am learning a lot at an organisational level since I oversee fundraising. I have taken on different responsibilities during my nine years of volunteering at the festival. Previously I was a coordinator, where I learned to communicate, broker media partnerships, and more. I am also part of the film selections. Now I have less time to take part in this initiative, but I am still learning a lot and having the time to discover films. We are now showing photograph exhibitions, doing round tables with artists, not only with film directors but also painters, photographers, and so on. This extension to other fields continues to impress me.

What advice would you give to someone who wants to combine their work life with their passions?

When we love something, we will always enjoy finding time to do it. I advise being curious, passionate, and true to yourself. Take time to breathe. Take time to focus on yourself. From my side, I meditate by doing yoga or practicing Sufi dance, which is a form of meditation. It is essential to take this time to take a step back and think: am I pursuing something I want to do, not only in my professional life but also in my personal life? We need to take care of our health; for that, we need to do whatever we love, but also to take some time and rest.

When we love something, we will always enjoy finding time to do it. I advise being curious, passionate, and true. Take time to breathe. Take time to focus on yourself.

Video edited by Claudia Heard

Fatimazahra Samaoui - Country Partner - International Careers Sales at Orange

Tue, 26 Sep 2023 10:01:30 GMT

Interviewed by Chaminiee Ilangakoon

Meet our WTP Talent, Fatima-Zahra Samaoui, IC Country Partner at Orange Morocco. She speaks about how her view of growth and career has changed over the years, what motivates her to keep working to become the best version of herself, and why women must strive for a seat at the table.

You have been at Orange since 2011 in various roles. What is it about the company that has kept you engaged for over 10 years?

I've been with Orange for over a decade now. I joined the company when I was very young and the journey that I’ve been on has been, personally and professionally, very rewarding. What has kept me engaged at Orange has been, firstly, the company's commitment to innovation. Ours is a company that continually seeks to push boundaries in the telecommunications industry. For me, it is important to be a part of an organisation that allows me to contribute to challenging, cutting edge projects, and to really feel that I am a part of the digital transformation in my market.

Secondly, the multicultural and varied work environment that Orange offers has been a strong motivation. Orange has allowed me to work in different markets - B2B markets, B2C markets, wholesale markets – and in different geographies. I've worked across Europe, in the UK and France, and in Morocco with Western African countries. This has been a great opportunity to discover different ways of working and of understanding business.

The third and final factor is Orange’s commitment to inclusion and diversity. As a woman who grew up in Morocco and studied in France, Orange has offered me an environment where I have felt in my place and with all opportunities open to me. This has certainly made me stay loyal and engaged within the company.

To what extent has your journey been in line with what you expected when you started on Orange’s Graduate Programme?

When I started the graduate programme, I was just coming out from school and my expectations were high. Now I can confidently say that my journey at Orange has exceeded these expectations. Why? I have participated in many trainings, development programmes and mentoring, and I have received a strong foundation and support throughout my career. I have had the opportunity to grow both vertically and horizontally by exploring different functions and markets, and this remains the case today. All in all, I'm very happy with my experience so far!

What has been one of the greatest lessons for you during your professional life so far? Is there anything that you would do differently if you had the chance?

One of the greatest lessons I have learned is, in Sheryl Sandberg’s words, the importance of having and taking a seat at the table as a woman. This concept really focuses on how important it is for women to be present and to have an active role in decision making processes, and to truly take a seat. Even if this seat is not offered to you, just take it. If you think that your voice brings value to the company and to the business, realise the power of being present as a woman and voicing your ideas, of actively contributing to discussions, and of always seeking a place at the table.

It is important for women to be present and to have an active participation in decision making processes and to truly to take a seat. Even if this seat is not offered to you, just take it.

This didn’t come naturally to me. I was not raised that way. Even during my studies, I didn’t tend to speak out because I was afraid of being seen as bossy. But what I realise now is that this approach doesn't work. You need to make your perspective heard and to influence outcomes if you really think that it will drive positive change for the business and the working environment.

To answer the second part of your question, if I had the chance to do things differently, I would focus more on building stronger networks and alliances with like-minded individuals, both women men. I would also seek more to be more connected with people who share the goal of promoting gender equality and inclusivity and are willing to drive this change. And it's not too late for that, I think.

You are currently the IC Country Partner for Morocco. Can you share a bit about what your role entails?

My role is split between two activities, with two main roles. The first role is focused on sales development. I manage business and strategic commercial relations with other telecom operators in my region of North Africa. My second role is that of local team leader, which involves attracting and retaining talent in our local team and fostering a positive and inclusive work culture. It is important for me to ensure alignment with our company's vision and values and make people feel great in their jobs!

What energises you most about your work?

Helping people to feel really connected to their jobs and themselves. This is so crucial today. My team and colleagues are relatively young, and it's very important for them to have this alignment: to feel that they are useful, that they are bringing something and having impact. What really energises me is to help others and support team members to realise their full potential. Doing so is incredibly rewarding.

What really energises me is to help others and support help team members to realise their full potential. Doing so is incredibly rewarding.

Another thing that brings me energy is travelling to other African countries to see my customers. It gives me the opportunity to be immersed in different cultures and different ways of doing business. I get to see digital transformation in a variety of countries and cultures and how it can impact communities and people's lives. It is a side of my job that I really enjoy.

What is your experience as a working woman? Do you see barriers for women in the workplace?

The answer is yes. As a working woman, I experience both opportunities and challenges.

Today we still have barriers like the underrepresentation of women in leadership roles. Although our CEO, Christel Heydemann, is the first woman CEO for Orange Group and for such a big telco company, there remains a stubbornly low rate of female representation at the top level of organisations, and as such women still have a lack of role models and mentors. If you ask students coming out of business or engineering school, “Who is your role model?”, they will answer Elon Musk or Bill Gates, and you never hear them mention a female role model. It would be great to have students coming out from school saying, “My role model is Sheryl Sandberg or Christine Lagarde.” That's the first real barrier for females in the workplace.

The second one is work-life balance. I'm a mother of two sons. I know what it is to go on maternity leave and to have to live up to certain expectations. Here in Morocco, people expect that your main role is at home and with your kids, that your career is not a priority. It is a vision of the world where women are supposed to make choices between family and career. But for me it is not about making choices. I can do my best in every area of my life and try to be aligned to my wishes and values. At the same time, I'm not a superwoman and I cannot excel everywhere. I try to be me and to give energy to my work, to build projects and overcome challenges, but still being a mum and a woman, having friends and going out.

I try to be me and to give energy to my work, build projects and overcome challenges, but still being a mum and a woman, having friends and going out.

And there is a third one for me. Today, we're still having debates about difference in salaries between men and women. I don't understand why anyone would find it natural for a man who is in a leadership position to have a higher salary, and yet inequalities persist. In my discussions with mentors, with other women who have had remarkable career journeys, I see that the financial part is still a challenge for us.

How have you built confidence and resilience over the course of your career?

I have built confidence and resilience by going outside of my comfort zone: by seeking new challenges and exploring news areas, even if I don't feel comfortable and am not confident. That would be the first factor. The second one is that I come from a family of boys. I only have brothers and I think that has played a significant role in shaping my growth throughout my career.

Growing up, I was the nice, good student who was always asking for permission to talk, to have a seat at the table, and always apologising for having an opinion. I quickly understood in the different positions and job roles that I held that this wasn’t helping me, nor my company. So, one day I decided to stop trying to be the ‘première de la classe’. This idea has been popularised by Sheryl Sandberg with what she calls the ‘Tiara syndrome’, where you expect other people to tell you: “Wow, you're doing a great job. You're a good girl”. I stopped expecting other people to tell me that I've done a good job and stared telling myself: I'm going to do a great job and I'm going to highlight this with facts and figures. I'm not expecting rewards; what I'm expecting is to develop myself and challenge myself on my journey. That's it.

I'm not expecting rewards, what I'm expecting from myself is to develop myself and challenge myself in my journey. That's it.

What are your passions, occupations, and motivations outside of your work?

When I'm not working at Orange, my family is my passion. I'm a mother of two sons, a five-year-old and 10-month-old and I love watching them grow up. Each day is a new experience, a new learning for them: how to walk, how to talk, how to ask for things; asking philosophical questions about the universe that are difficult to answer. I really enjoy it. Another passion of mine is boxing. It allows me to stay active, to relieve stress and push myself physically and mentally.

Video Edited by Claudia Heard

Adriana Capparelli - Director at Flint Global

Tue, 12 Sep 2023 08:53:19 GMT

Interviewed by Meike Schneiders

Meet our WTP8 Talent Adriana Capparelli, Director at Flint Global in London. In this interview, Adriana talks about the challenges and opportunities of working and living abroad, what she sees as the big upcoming trends in the digital sector in 2023 and beyond, and how she has built confidence throughout her career.

Now a director at Flint Global, you have had an impressive career in European policymaking. Can you tell us how you got into the field and what your first steps were?

I got into this field by chance. I was studying political science at the University of Pavia in Italy where I took a course on EU policymaking. I really enjoyed it and wrote my thesis on the role of interest groups in the EU decision-making process. In addition to doing research at home, my supervisors told me to go to Brussels and spend a few months there to see first-hand how European policymaking works. So, I applied for and secured an internship in Brussels, which is how and where it all started.

After a few years in Brussels, I decided to move to London to improve my English. The idea was always to move back to Brussels after a year, but life got in the way, and I started working as a junior consultant at Flint in 2017. I have really enjoyed my growth there and the chance to move through the different career stages. I've now been a director for over two years, and my main role is to advise clients on digital policy and platform regulation. There is no day like any other! A big part of my role involves managing and organising a team so that together we can serve the client to the best of our ability. Our main tasks include regulatory and policy analysis, as well as helping clients with opportunities to engage with policymakers in Brussels. Overall, we help them refine their massage and communicate their business and political objectives.

After growing up in Italy, much of your working life has taken place abroad. Was this a conscious decision and what have been the main challenges and takeaways of working outside of your home country?

For me, it was a very conscious decision. I always imagined myself living and working abroad and have done so in France, the UK and Belgium. In terms of challenges, I think it really depends on the country you move to and the job you do. My biggest challenge in London, where I am currently based, has been adapting to a style of communication that is very much linked to British culture. For example, I quickly learnt that when someone says "interesting" to you, it is usually not an invitation to hear more from you on the subject, but a very polite way of saying that they want to move on. While working and living abroad is very exciting, it can also be very daunting at times. You are in a foreign place, and you must adapt to a different way of speaking and behaving. But it's important to accept that you are who you are and that there will always be some cultural differences. Ultimately, you will learn, and you will adapt to the environment in which you work, but your colleagues will also learn from you and your approach, so in that way you also contribute to a more dynamic workplace.

What are some mistakes or obstacles in your career that you feel you have grown from?

Everyone will make mistakes and face obstacles in their career, and that's normal; it's part of growing and learning. Early on in my career, my biggest challenge was establishing myself. I was young and trying to find my way in public affairs. I often found myself in meetings with very senior colleagues and clients and felt the imposter syndrome and fear of not being heard creeping in. But your confidence grows over time as you develop your expertise, and that helps. Two things that have been particularly useful for me have been preparation - before I go into a meeting, I always like to write down a few points that I can make in a very confident way in the discussion - and the support of seniors. I have been lucky enough to work with colleagues who were inclusive and wanted everyone to be involved in the discussions.

Everyone will make mistakes and face obstacles in their career, and that's normal; it's part of growing and learning.

As you mentioned, your main focus is supporting clients on policy and regulation in the digital, telecoms, and media sectors. What do you see as the broad trends in digital policy in 2023?

In the last few years in Europe there have been many ambitious digital and platform-related regulations, so a lot has already changed already. I think that in the rest of 2023 and going forwards, we will continue to see developments in several areas, most prominently with the increased scrutiny around AI and especially generative AI; a focus on network deployment to achieve the EU's digital connectivity goals; more attention on data flows, handling and data protection; further assessment of the impact that technology can have on carbon emissions; and, lastly, an interest in virtual worlds such as the metaverse. I don’t think that any of these big topics are likely to go away anytime soon.

You are now part of the 8th edition of WIL Europe's Women Talent Pool (WTP) leadershp programme, which aims to train and promote a new generation of female leaders in Europe. What would you say has been your most defining moment on the programme to date?

I joined the WTP programme in March and it is already very difficult to pick one defining moment. Over the past few months, we have been lucky to have been trained and mentored by some incredible women who have shared their knowledge and experiences from their professional careers in a very open and honest way. One moment that really stood out was WIL's annual event in Rome in June, an event with an incredible line-up of speakers in an outstanding location and the first time that our cohort had all met in person. It was useful to build on each other's experiences and advice and a great opportunity to connect and become part of a network of women who share similar career aspirations. It was an invaluable experience for my professional growth, but also for my personal growth and well-being.

What change or movement would you like to see on gender equality in your sector?

I have been fortunate in my career to work with and be inspired by brilliant women. But when it comes to gender equality in public affairs, I think more needs to be done. A 2022 survey of women in public affairs found that more than 50 per cent of women don't feel that their company is transparent about career progression and pay, and women working in public affairs still don't see that they are paid the same as their male colleagues. According to the survey, only half of public affairs employers in both the public and private sectors publish their maternity policies and only a third of them publish their gender pay gap. This lack of transparency certainly exacerbates existing gender gaps. However, in my view gender equality shouldn't be a box-ticking exercise for businesses to thrive. Instead, employers need to create a workplace that actively promotes diversity and equality because it benefits everyone. It's not just about getting the right people in the room. You need to include them in discussions, you need to take their advice and perspective on board, and you really need to create a truly inclusive environment.

Gender equality shouldn't be a box-ticking exercise for businesses to thrive. Instead, employers need to create a workplace that actively promotes diversity and equality because it benefits everyone.

And finally, the ultimate question (at least if you ask people abroad about Italian food): Pizza or pasta, and which is your favourite?

I'm Italian so these are obviously a staple for me! It’s really a difficult choice to make, but I would go for pasta. My ultimate favourite is homemade gnocchi and, as I am from Calabria, I also like to add a little bit of chilly.

Video edited by Claudia Heard

Irina Verioti - Talent Acquisition Manager at Orange Romania

Tue, 25 Jul 2023 12:28:44 GMT

Interviewed by Abigail Ghercea

Meet our WTP8 Talent, Irina Verioti, Talent Acquisition Manager at Orange Romania. In this interview, Irina discusses remaining authentically true to herself, why we don’t have to make sacrifices to succeed professionally, and what we can all learn from children.

You have now been at Orange Romania for over fifteen years. Throughout your career, you have had many different roles, all within the HR field, and you are now Talent Acquisition Manager. Could you explain the evolution of your career and the path you took that led you to where you are now?

I applied to Orange Romania fora regional sales training role when I was still in university. For the first two years, I spent 90-95% of my time in training rooms, meeting our salespeople and discussing with them aspects related to sales interactions. These early years were tough, because I had to harmonise a full-time job, involving lots of business trips, with the last two years of university. But I survived and I fell in love with HR and with the telecommunications industry!

After a few years, I decided to apply internally for an HR business partner role. It wasn't a success on the first try. This negative answer was the first negative response that I had received and it was an important moment in my career. As you can imagine, as a trainer, you have to show that hold yourself in high esteem because there are always a lot of people looking at you and seeking to learn from you. You tend, at a certain point, especially when you're in your 20s, to lose contact with reality and with the things that you can do in other domains. Fortunately, one year later I got a business partner role, and, in fact, it was the most difficult career change I have ever experienced. Suddenly I was making unpopular decisions and even delivering bad news, when up until that point my only experience had been in the positive domain of learning and development. It also coincided with another important moment in my life – the moment when I learnt that I was going to become a mother. After three challenging months, I discovered that I could do the job and I even enjoyed being my authentic self and being transparent with colleagues around me.

After five years, I felt the need to explore the external market a little further, because as an HR VP, you are stuck a lot of time in internal procedures, and this can sometimes be a disadvantage. I knew that I could bring further value to my organisation if I could leverage the things that other companies on the market were doing. Overseeing recruitment and employer branding seemed like the logical next step for my career. Now, three years later, I can say that it was the best move that I could have made because it exposed me to the entire market. I am able to propose lots of ideas that we can implement ourselves or make even better because I have a lot of contact with the external market. Today I coordinate a team of 26 people, recruiters, employer branding specialists, and it's both exciting and challenging to do this every day.

Looking back on your career, is there anything that you wish you had known when you were just starting out?

When I was in my 20s, I used to think that having a successful career and being in senior management positions involved sacrificing other aspects of your life. I put a lot of pressure on myself. Most probably, Irina in her 20s would have said that having a career was the most important thing to strive for, above and beyond having a thriving personal life. But now, I know that you can have both.

Another important thing that I wish I had known back then is that being successful is not about status or job titles. For me now, being successful in your career is about having a role in an organisation where you see your values represented and where your skills are best used. If you bring added value, then the organisation you work for should not ask you to make sacrifices. If it does, then it is probably not the place for you. What is important is to find a place where you can be yourself, and where you can integrate and harmonise all the other roles that we as women have. It shouldn’t feel like a sacrifice.

Being successful in your career is having a role in an organisation where see your values represented and where your skills are best used.

Could you elaborate on the projects you are currently working on and what your daily work life looks like?

It depends on the day! Our organisation is currently undergoing a huge M&A process, integrating another company that Orange Romania has acquired, and I'm heavily involved in this process. There are a lot of cultural challenges to overcome, which is normal when you're trying to harmonise two huge companies and build a new culture around two different organisations. Aside from that, my day-to-day life and my main professional activity revolves around recruitment and employer branding. What I love the most about it is the fact that I often feel, during the same workday, that I work in three or four different domains. I get to find out many things about different industries, companies and organisations.

Of course, a lot of time in my daily work is dedicated to my team. I try to be there for them authentically, in any way that they need. They are all amazing, dedicated professionals and the time that we spend together is not only about KPIs, closed processes and things like that. We are trying to be there for each other as human beings and to be aware of the struggles that each of us is having. They do the same thing for me; I also need their support.

You have described training as your “first HR love.” What is it about training that you enjoy so much and why is it important for companies to provide quality training for their staff?

When I first delivered a training session, I knew that this was what I wanted to do. Talking to people made me extremely nervous and, despite having delivered hundreds of hours of training, I'm still nervous when talking to other people. But, for me, emotions and being nervous before important moments is positive because it signals that what I am doing is important.

With training, what I love so much is the fact that it is a continuous learning process, even for the trainer. This learning process creates such a strong bond that, once the learning process is stirred, it is impossible for the trainer or educator not to want to learn. The interaction between learner and trainer is a powerful one that is difficult to replicate in any other context. Every day that I spent as a trainer brought new insights and learning experiences for me, because I would meet many different people and have lots of deep and authentic exchanges with them.

For me emotions and being nervous before important moments is positive because it signals that what I am doing is important.

Your career trajectory has been about discovering people. What kind of people are you looking to discover?

When you love people as much as I do, there are simply no boundaries. The more different a person is from me, the more relevant and insightful it is to learn from them. I just love to discover people as they are without ever judging. I'm extremely sociable, and I like to discover stories of all the people around me. There is something to be learned from anyone who you meet, in any context.

In the last years, I must admit that I have become particularly keen on discovering children. They are innocent, pure and intrinsically intelligent. They don't have any stereotypes, any preconceptions, any ideas that we, as adults, tend to impose with our rational side. We could learn a lot from children about connecting to each other, emotionally from human to human, from heart to heart, without any social barriers.

The more different a person is from me, the more relevant and insightful it is to learn from them.

As a participant in the 8th cohort of the WTP Programme, have you gained any insights that you find to be particularly valuable?

I'm truly honoured to be part of this amazing group. One of the most important things that I've discovered so far is that I am not the only one dealing with the challenges that stem from the complexity and multiplicity of roles fulfilled by women, and this has been extremely comforting. We are also facing the same hurdles, the same difficulties, and whenever you are faced with a challenge you can gain a great deal by talking about it and leveraging the conclusions that you come to with others.

What I love about this programme is the fact that it combines theoretical knowledge through training sessions that you can use at your office and really apply, with more insightful interventions and exchanges that make you deep dive into your feelings, your behaviors, and the way you position yourself in different situations.

We are also facing the same hurdles, the same difficulties, and whenever you are faced with a challenge you can gain a great deal by talking about it and leveraging the conclusions that you come to with others.

Ending with a question from the Proust Questionnaire: what do you consider your greatest achievement? This achievement can be professional, personal, or both.

That's a tough one, because there are a lot of things that I'm particularly proud of from my career and my personal life. What I would underline is the fact that there is not one single thing that I'm proud of that was done 100% thanks to myself alone. It's always about being part of a great team and, fortunately, I'm part of multiple great teams, which include my manager, my peers, and my amazing talent acquisition team. In my personal life, too, I have the greatest teammate that any woman could wish for in my husband.

The thing that gives me the most comfort is the fact that I have managed to stay true to myself and to resist the temptation to put on masks, even though in some contexts it may seem like the easiest choice is to put on a mask and deliver to the audience the exact image they wish to see. In all the roles I have had I have been myself and stuck to my values. I couldn't even imagine how much energy I would have wasted by putting on a different mask every time and trying to think, “Okay, who am I interacting with now? What should I say, what should I do?” I would have wasted probably 90% of my energy and nothing else would have been left!

I have managed to stay true to myself and to resist the temptation to put on masks, even though in some contexts it may seem like the easiest choice is to put on a mask and deliver to the audience the exact image they wish to see.

Video edited by Juliette Travaillé

Gitanjali Roche - Digital Communications Manager for Advancement at INSEAD

Tue, 27 Jun 2023 09:00:00 GMT

Interviewed by Marella Ricketts

Meet WTP8 Talent Gitanjali Roche, Digital Communications Manager for Advancement at INSEAD. Gitanjali opens our eyes to the beauty of storytelling, sharing with us what she loves about working in communications, how she overcame career pivots and challenges, and why it is important to hold on to your passions.

Your LinkedIn profile states that you studied social and culinary anthropology, and prior to working at INSEAD you spent several years building your business as a communications consultant in food and wine. Can you tell us more about how this interest of yours started when you were younger? How did this turn into a job working in communications at INSEAD?

To explain this to you, I’ll have to share a bit of my background. My father is from India and my mother is Syrian-Armenian. I was born in the United States and when I was eight, we moved to Greece. Having this mixed background definitely contributed to my passion for food. I always wanted to help my mother or father in the kitchen, and I always had a lot of questions about what they were cooking.

It never occurred to me that I could actually study food until I did my bachelor’s degree in anthropology and sociology. In our first year at the University of Utrecht, we had to take classes across all sectors first to find out on which areas we really wanted to focus. It was interesting, but I remember afterwards telling my advisor, who was an anthropology professor, that I wasn’t sure what I wanted to do. She told me to go home, look at all the books I had on my shelf, and to come back to her with their common subject. I had a lot of cookbooks and novels about food. When I told her this, she suggested that I study culinary anthropology. I didn’t even know before that it existed!

I remember telling my advisor, an anthropology professor, that I wasn’t sure what I wanted to do. She told me to go home, look at all the books I had on my shelf, and to come back with her with their common subject.

So that’s exactly what I did: I studied sociology and anthropology but through a culinary lens, which is exploring what, how, and why we eat certain things. After my bachelor’s, I moved to Paris and did a master’s in the same topic at EHESS then went to a cooking school called FERRANDI Paris. Currently, I am doing my wine training, studying for the WSET 3 certification. I think that it’s important to complement the theoretical with the practical.

To answer your question about how it turned into working at INSEAD: after graduating I embarked on a couple of projects, including doing freelance work as a communications consultant for food and wine brands, and I also started my own company. I was the COO of a startup called OpenKitchen, where we organised culinary immersions in restaurants with chefs. Anyone passionate about food could go into the kitchen and see how they do the mise en place before the dishes are served in the dining room. Things were going well until COVID-19 hit. My clients, who were mainly restaurants, had to close for a year and a half. I tried to keep my company going, but we had no idea about how the coronavirus would evolve, so I ended up closing it. Just as I was trying to come to terms with this, I saw my current position at INSEAD advertised and I saw that it was everything I had been doing for my clients: social media, content creation, writing articles, event coverage, but for higher education. The great thing about doing digital communication is that you can pivot from one sector to another, as I have managed to do.

As the current Digital Communications Manager for Advancement at INSEAD, what is a day in the life for you like? How do you balance this with other things that you are working on such as preparing for your WSET 3 wine exam?

I am part of the Advancement Communications team, which is involved with alumni and fundraising for INSEAD. My day to day, which can be very varied, involves working on a lot of event comms, whether it be for an alumni reunion, the alumni forum that we host around the world, or Global INSEAD day. I also create a great deal of content. There is the day-to-day social media management where we promote articles about different topics, such as about the school and about what our alumni are up to. Since our target audience is INSEAD alumni, the objective is to keep them engaged and connected to their time at the school. I also work with digital ambassadors to amplify events, webinars and other initiatives.

As you mentioned, in my free time, I am studying for the WSET 3, which is the exam for an internationally renowned qualification in wine training. I admit that it is a bit challenging preparing for this when working full time! I am a year and a half in and have made good progress at balancing my passion project with day-to-day work. I’m preparing remotely now for the exam, which involves a lot of memorising and a lot of tasting. It’s a good excuse at night to open a bottle of wine at the end of the working day!

What was a career challenge that you had encountered and how did you overcome this? Was it difficult to shift from the culinary industry to education?

I encountered two difficult career challenges over the last few years. The first would be, as I mentioned earlier, closing my own company and letting go of being my own boss. What was hard for me when we decided to close OpenKitchen was that we had a lot of amazing chefs who wanted to continue, asking us to figure out a way to host people in their kitchens and share their love for food. It was a difficult decision because in a way, it was my dream job.

The second challenge was transitioning to a different sector; or, more specifically, making the decision to no longer be self-employed and go into a full-time job in a different sector. The academic sector is very different, and I felt clueless in the beginning. But I am also very curious, and I read a lot. I tried to apply the skills that I had acquired earlier to this challenge. During my career transition, I kept telling myself: You just have to do it. What I learned is that you have to go with the flow, especially during a period like the COVID-19 pandemic. In the end, I was happy that I made this decision as it would have been more difficult to push and try to make my company survive. I jumped into my role at INSEAD headfirst, hoping that things would turn out okay, and it has!

The sector change has indeed been a big learning curve. But what I insisted on from the start was continuing to develop my hobbies on the side. Learning and developing new skills is what keeps me going. During times when there is drastic change, it is important to hold on to things that are important to you, things that remind you who you are. It gives you the energy to keep moving in the right direction. In the end, you learn things about yourself and surprise yourself with things that you didn’t know you could do.

During times when there is drastic change, it is important to hold on to things that are important to you, things that remind you who you are. It gives you the energy to keep going in the right direction.

As someone with many passions, and who has had experience across several industries, how do you tie these things together? Looking at your career from a larger perspective, what drives you the most?

I think communication or “storytelling”, is really my thing, and I discovered this thanks to my interest in food. At school, I studied the stories that food tells us: from how we eat, what food says about us and our backgrounds. It’s the story behind it that I find so interesting and this is what made me realise that communication is the place for me. I have also been immersed in different cultures and languages growing up and this has made me communicative in nature. Communication is about seeing the story behind things and figuring out how you can share it in a way that will resonate with people.

What motivated you to apply for WIL’s WTP Programme? I know you’ve only been in the programme for a few months, but are there any take aways that have already made an impact on you?

What motivated me was the emphasis on women supporting other women. I was freelance for a few years and so I lacked a strong personal-professional network, and this aspect really drew me to the programme. From the sessions and discussions so far, I can already see the sincerity that the women here have when it comes to helping each other, and the idea of a more caring, helpful, supportive approach really appealed to me. It has been interesting to meet people from different backgrounds. We all come from different sectors but many of the questions and the problems seem to be the same. It is refreshing to see that despite having different ages, backgrounds, cultures, and sectors, women are really looking for the same type of connection and support with each other.

It has been interesting to meet people from different backgrounds. We come from different sectors but many of the questions and the problems seem to be the same. It’s refreshing to see that despite having different ages, backgrounds, cultures, and sectors, women are really looking for the same type of connection and support with each other.

Your work certainly requires you to be creative. Where do you find your inspiration?

Social media! It’s my job to consume a lot of it, but I try to do it in moderation, of course. There is just so much inspiring content online, offering different formats and different ways to engage with people to tell a story. I am constantly inspired. Whether it be Instagram or TikTok or LinkedIn, it is very cool to see how people use different mediums creatively.

As an avid food blogger, if you could eat one thing for the rest of your life, what would it be?

Anything spicy! I’m one of those people who always has chili pepper in their purse. It is difficult to name a dish in particular, but I wouldn’t be able to live without spice.

Video edited by Juliette Travaillé

Larissa Cenan - Head of Legal, Ethics and Compliance at Capgemini Romania

Tue, 30 May 2023 12:00:00 GMT

Interviewed by Juliette Gill

Meet our WTP8 Talent Larissa Cenan, Head of Legal, Ethics and Compliance at Capgemini Romania. In this interview, she tells us about her career within the legal field, how important values are for her at work and in her personal life, where these values stem from, and much more.

You have had quite a varied and remarkable legal career, from starting out as a Paralegal, to making court appearances in your work in real estate, to becoming Head of Legal, Ethics and Compliance at Capgemini Romania. Could you walk us through what inspired you to pursue a career in this field, and what led you to where you are today?

It might sound cliché, but I wanted to pursue a career in the legal field because, since my childhood, I have always loved helping people. So, the first and main reason why I chose to enter this profession was because I wanted to interact with people. The second reason was that reading has always been one of my biggest passions and, to become a good legal practitioner, it is essential to read a great deal and to read widely. Besides this, I am quite an analytical person who loves analysing and writing, and I have also always been competitive, even though I do not have siblings. Therefore, I think I have a very diverse profile which fits well with the career that I have pursued.

I am very grateful for how my career has turned out: beginning as a paralegal gave me the opportunity to start at a very early stage working with clients, assisting lawyers in court appearances, and so on. I have had an interesting career, which has brought me to be the role of Head of Legal at Capgemini today.

You mentioned having practised sports for an impressive 14 years growing up and have highlighted its importance for you in terms of the values it instils. In your view, what are the values and skills that one gains from practising sports over a lifetime?

My parents made a very smart decision when they decided to enrol me in swimming classes when I was just seven years old. From swimming I learned motivation and endurance. As a swimmer, you really need to have a strong drive and motivation, for instance when you start a competition, or when you want to reach the finish line first. This really shaped my personality. Another important element instilled in me through swimming was endurance.

Later I dropped swimming classes because I wanted to pursue another sport and so I became passionate about handball. The practice of handball is all about being a team player and being strategic, so my experience as a professional athlete in this sport also taught me these two crucial skills.

Besides that, on a personal level, sports gave me a strong mindset and a strong body. Whenever I find myself in need of releasing stress, I go for a run, and I try to run daily. This really helps me to make progress, and not stay stuck in just one place.

I try to run daily. This really helps me to make progress, and not stay stuck in just one place.

There are a lot of positive skills that can be gained from sports. I try to encourage my family to join me while I am running; I have two wonderful children who are full of energy, and having sports in their lives really helps them to release positive and combat negative energy.

You previously mentioned that participating in WIL Europe’s Women Talent Pool (WTP) programme was an opportunity for you to continually educate yourself. Could you share a moment during your time in this programme which was a particularly eye-opening experience?

I can think about several eye-opening experiences so far on the Women Talent Pool programme The WTP is a great programme that I believe will shape both my knowledge and professional development and will boost my career.

To start from the beginning, with our first internal meeting within Capgemini where it was announced that I would be part of the programme: this was huge news for me. I was on a skiing holiday with my family, and suddenly I saw the meeting in my agenda with all our leaders from the Legal department. I said to myself, “I cannot miss this call because it is definitely something big”. I took the call from my phone, in the mountains, wearing all my skiing gear! When our leaders presented what the WIL, what the WTP programme is about, and the opportunities it provides, I felt special to be a part of it. I knew that it would be a huge opportunity for my career.

In the months that followed, we started to receive the invitations for several different WIL gatherings. What I like a lot about the WTP is its structure: it is so well-planned, and it always keeps you eager to attend the next session, workshop, or meeting with a senior leader in the network.

An eye-opening experience for me has been meeting the various WIL Members, all women with strong careers in different fields, and having the opportunity to talk with them. Then there are my fellow members of the 8^th edition of the Women Talent Pool programme, who come from a mixture of cultures, have a variety of experiences, and this constitutes a real inspiration for me. It has only been a few months since the beginning, and I already feel the benefits in terms of interactions, boosting of my knowledge, and of my career.

In 2022 you led a D&I (Diversity & Inclusion) project within Capgemini Romania, where you were in charge of hosting conversations to facilitate discussion on subjects such as unconscious biases, and the impact of diversity on competitiveness. Could you tell us a bit more about what you took away from leading this project?

Indeed, I chose to coordinate this Diversity & Inclusion project in Romania in 2022. It was the first time that I had had the chance to choose a project to coordinate. Normally, given my position in the company, the projects chase me and not the other way around!

In 2022, D&I was at the core of our priorities, and it was part of our Employer Branding strategy. The focus was to get feedback and impressions from our employees regarding how D&I impacts their work. It was a great opportunity to take a break, to see what our employees think of how diversity is handled by our leaders within the company. I also had the chance to work with people with whom I do not get to interact on a regular basis. We had discussions in small circles of people, and we tried to have a mix of different genders, cultures, and religions amongst participants. The idea was to gather them all in one place and create a safe environment in which they could say how they were feeling within our company, what recommendations they might have, what could we improve on, and so on.

During this project I saw that I was missing in-depth knowledge when it came to LGBT+ issues, and this was an opportunity to learn more. I also learnt about what biases we may have, and how we can live with bias in our lives.

Recently we also had a small project within our company to commemorate International Women’s Day, called “Embrace Equity”. Alongside my talented colleagues, I was one of the ambassadors for this project. Hence the 2022 D&I project was not the end of the road for me regarding D&I projects within my company.

I like to be proactive, and going out of my comfort zone gives me plenty of opportunities to do this. I chase projects that I believe in, projects which match my mindset, and D&I is something that has a big impact on my life and that of others.

I like to be proactive, and going out of my comfort zone gives me plenty of opportunities to do this.

At Capgemini, as you say, an important element is to “embrace equity”. You have mentioned in the past that we all still have a lot to learn in the field of gender equality and equity. Could you tell us what you have learned in that respect at Capgemini, and how you integrate this into your role?

Thank you for this question. I love it, both because it can offer so many dimensions in terms of answers, and because it is very related to what I am doing within Capgemini.

To start with a simple answer, when we talk about embracing equity, it is important that we differentiate between equality and equity. Both are important, but they are different in many ways. To explain this difference simply: equality is about giving everyone a shoe, while equity is about giving everyone a shoe that fits.

Equality is about giving everyone a shoe, while equity is about giving everyone a shoe that fits.

My role within Capgemini as Head of Legal, Ethics and Compliance is one that must be filled by someone with very strong ethics, values, and standards that are deeply rooted in their life and DNA. Filling this role has helped me to be a role model in terms of values, principles, and professional standards, and it has also given me the opportunity to be part of Capgemini’s ethical culture and the seven values (Capgemini’s seven Values (Honesty, Boldness, Trust, Freedom, Fun, Modesty, Team Spirit) that we have at the core of our business. Having this position means that people really look to you as a person full of values, and therefore you need to embody this with everything that you say and do in the company.

Since the beginning of my life, values have always been important to me. I try to live and take decisions guided by certain standards and values, to follow my identity and what I believe in. It is a lifetime journey! I am still learning and changing every day, not least because there is so much to take in. Our business is very dynamic, as is the industry. The economy in Romania is changing, like it is all around the world. You must be open to change and be flexible. Maybe it will be over when I retire, and maybe not even then!

You are very passionate about reading, whether that is personal development books or other genres. Could you tell us about a book you recently read that strongly impacted you, and how?

Yes, I am completely in love with reading, and books. I try to influence my children to love reading too, and so far, I think the future looks bright from this perspective!

To be honest, I am not the type of person who reads whatever I can get my hands on: I choose my books very wisely. That’s why if I read a book, it is certain that it will impact me strongly, be it in terms of mindset, career, or in another way. I don’t chase books with my eyes closed, I chase books depending on my mood. If I am in a bad space, for instance, I seek out something to read that will boost my energy or help me look beyond my problems.

There is one book that had a particularly big impact on my mindset: Thinking in Bets by Annie Duke. It was eye-opening, both on a professional and personal level. Thinking in Bets really teaches you how to improve your decision-making skills in your day-to-day life. The main takeaway of this book is that, according to the author, there are two things that determine how our lives will turn out: the quality of our decisions, and luck. This is obviously debatable, but if you have the chance to read this book, please do. At the end of this book, I had learnt to make peace with myself. I learnt that it is okay to not be sure of something. That it is fine not knowing everything, or saying “I cannot do that, I need to improve a skill. That it is okay to not always be okay, and to not always be right.

I read firstly to educate myself, as I still have a lot to learn. I also, read to be relaxed and to feel good, to get the positive energy necessary to finish a hard day.

Video edited by Juliette Travaillé

Aroussia Maadi - Automation for Network department Director at Orange

Tue, 16 May 2023 09:00:00 GMT

Interview by Meike Schneiders

Meet WTP8 Talent Aroussia Maadi, Automation for Network department Director at Orange. In this interview, she talks about her passion for computer science, what it takes to be a good leader, and why she is committed to developing others.

You have been at Orange since 2008. Last year, you became the department director of the Automation for Network. What excites you most about this new position, which skills have you had to learn, and what has surprised you the most?

What excites me most at Orange are the challenges we are facing to have more connectivity, better quality of service, and network capabilities on demand. The Covid pandemic showed us just how important a good network is. It quickly became visible in many fields such as medical care, education, and in our everyday social interactions. I also enjoy being at Orange because is a very international company and working in such a diverse environment is incredibly stimulating and enriching. I learn new words every day from my Polish and Romanian colleagues!

Today I am managing a department of 70 people, including many experts on network and automation who have amazing profiles. Over the years I have learned how to speak to, motivate and understand them. I really enjoy my job as it involves translating their expertise when needed to our international partners, Orange’s other country offices, and management. My current position requires using negotiation skills and I also get to constantly learn about how artificial intelligence is going to enhance the quality of services and make our operational life at Orange easier.

You are passionate about computer science, a field you studied and to which you have stayed close ever since, and state in your WIL biography that "data is the 21st century's oil". Can you tell us more about what you mean by this and what you think the future of data could look like?

I am Tunisian and French and grew up in Tunisia. When I was a little girl, I loved playing with CD players and all types of machines we had at home because I wanted to understand them and how the technology behind them worked. That is why I chose to pursue a degree in engineering and to work as an engineer. To this day I am passionate about computer science and how machines can improve people’s life and companies’ business. At Orange we generate huge amounts of data every day. Once stored, this data is anonymised for clients’ privacy and to respect EU regulations and is analysed to improve connectivity, quality of service, and user experience. This is why I said that data can be assimilated to oil. It generates big value for our partners, our customers, and to all our lives.

To this day I am passionate about computer science and how machines can improve people’s life and companies’ business.

As a woman in a leadership position, what pressures do you feel the need to live up to and what tips would you give to other women on their way, or just starting out on their leadership journey?

To be honest, as a woman in a leadership position I do not feel specific pressure in my work environment from my colleagues. However, I can put a lot of pressure on myself and dream of being a superwoman who can tackle any problem! This is still something I want to improve on. Nevertheless, there are three small tips that I would give to women starting out in leadership positions. The first one is self-confidence, which is key to leading as a woman or a man. The second one is being authentic. It helps to establish connections with people and teams and tackle problems together. The third one is taking time to network and connect with people in the workplace. Help people grow and you will grow yourself.

Help people grow and you will grow yourself.

As a follow-up question, do you think that women bring certain qualities to leadership and, if so, which are the ones that you most admire?

I am not sure that we can say that women always bring certain qualities to leadership, but diversity in general is certainly beneficial for a company. Diversity brings new ways of seeing things. Its positive impact becomes visible when we see that companies with a higher percentage of women in leadership positions also have better financial results.

You have expressed your interest in feminism and women's empowerment not only at WIL but also through your involvement with ATUGE au Féminin. Can you tell us more about the initiative and your commitment to it?

As I mentioned, I do believe that diversity is key to the success of any organisation. That is why I am interested in advancing gender-balanced leadership and, since 2017, am engaged in an association called ATUGE au Féminin. This is an association bringing together Tunisian engineers in France, whose mission is to promote women's empowerment by organising mentoring sessions and networking events as well as to provide tools to help these women in their professional life. I am mainly engaged in the association's mentorship programme through which women are matched with experienced mentors to help them in their career development. This is a very exciting experience. I am committed to it because it makes a difference, and we have great feedback from the mentees every year on what being mentored has brought to them in their personal life and professional life. My role is to organise the mentorship sessions: analysing all the candidates and then trying to match the mentees and mentors, which is a very complicated but enriching task!

Video edited by Juliette Travaillé

Alessandra Corigliano - Associate at Osborne Clarke

Mon, 27 Feb 2023 13:44:35 GMT

Meet our WTP7 Talent Alessandra Corigliano, Associate at Osborne Clarke. In this interview, she shares with us her journey into the field of law, how she combines this with her personal passions, and an important trait she believes anyone aspiring to work in the field should have.

Interview by Meike Schneiders

You have been a part of Osborne Clarke Italy since 2015 and in the last year you became an Associate. How has your role changed since you became as Associate and how is your working life at Osborne Clarke now different from how it was in your previous positions?

Being part of an international law firm like Osborne Clarke gives you the opportunity to see the many international legal facets of a topic, like the different governing laws from foreign countries. This really encourages growth, as it opens a new way of approaching legal issues, especially in the world of business. Since I joined Osborne Clarke in 2015, my role has changed significantly. Initially, I started as a junior lawyer, researching a lot, studying different topics, and writing articles for the firm’s newsletters. Later, as a senior lawyer, I started to handle matters more autonomously and became the main point of contact for a client. Last year I moved to becoming an Associate and now I act even more autonomously. Managing junior lawyers, I must take decisions about the timing and priorities of our work. Being able to develop so much in my work keeps me motivated and challenged every day!

You have a very international academic experience. You did your Academic Degree in Law at the University of Milan, you hold a Master’s degree from the University of Washington School of Law, and you also studied Conflict Resolution and Mediation techniques at Berkeley. How do the European and American approaches to Law, and learning, differ and how did getting to know both perspectives of you help you in your career?

The opportunity to get to know these different countries and legal systems opened my mind and gave me a unique way of approaching legal studies, the law, and how I give legal advice. I was able to learn about civil law countries like Italy and others in Europe, about countries where codified law is dominant like China and Japan, and about common law countries like the United States of America and India. The latter are shaped by a very specific application of law and the practice of it, as the predominant case law is based much more on jurisprudence and judging each case individually. Civil law countries on the other hand are shaped by codes, and practicing law is more an investigative type of work where one is looking for a rule that applies in the specific case. This requires an interpretation of the law, and each case needs to be interpreted in view of the code applied. Therefore, my way of approaching law also differs whether I am dealing with American or European clients. Knowing both systems in depth really help me in being a reliable resource for foreign clients.

The mediation techniques I learned also help me a lot, especially in negotiating contracts between two parties from very different backgrounds and mindsets. Often, their needs, priorities, and what they want to get out of the negotiations differ a lot and conflict resolution and mediation techniques are now such valuable assets to navigate stressful situations. It made me very good at filtering out the essential aspects of a discussion and finding common ground.

The mediation techniques I learned help me a lot, especially in negotiating contracts between two parties from very different backgrounds and mindsets.

Over your years of practice, you have become especially proficient in the general commercial and Intellectual Property field. You are now working for major brands, both Italian and foreign and you focus on the copyright, media, and entertainment sector. What is the special appeal of this area to you?

I used to do Performing Arts when I was in high school, and I loved it so much. I did acting for more than seven years and I have always had a passion for classical arts and theatre. When the time came for me to decide what to do with my life and which area of law to study in-depth, I decided that copyright and the entertainment sector would allow me not to stray too far from my passions. Now, practicing law in the field of music and arts, I have the feeling that I am still connected to these interests, and it makes my work very rewarding. I really enjoy practicing in these areas of law every day.

When advising on IP rights in the Tech, Media and Comms, Retail and Consumers sectors, you are working in a very fast-paced and ever-changing field. Tell us about the growth of Web3 and NFTs for those who are unfamiliar, how it affects your work, and what the biggest challenges are that you predict in the coming period.

At the end of October 2022, Google Cloud announced that it was launching the blockchain node engine, a massive step for the development of web3 and its widespread accessibility. Web3 relies on blockchains, cryptocurrencies, and NFTs to give control back to the users in the form of ownership. For example, NFTs store a record of who owns what, all expressed in the form of blockchains. Each piece of the blockchain contains information and can be understood as a form of smart contract that can be applied to songs, artwork and so much more. The use of NFTs in the world of art and performing art is becoming more and more popular. Therefore, knowledge about a token-based economy and how blockchain works is a plus nowadays and it becomes more important to understand such things as an advising consultant. One of the biggest challenges clients face regarding NFTs and web3 is to truly understand the licenses behind them. Just recently a client from the music industry needed my help with selling their music on the web3 and keeping it safe. Since many people still lack knowledge about web3, it is important to know how it works and what its strengths are to be able to lead a negotiation confidently. It is my task as their advisor to shed some light on this unknown bubble that holds so many opportunities, but also connected risks.

To be able to be such an advisor it is critical to be informed about the newest trends affecting your area of law and to be driven by curiosity. I constantly read newspapers, articles, and press releases with my clients and their cases in the back of my mind. I personally look a lot into all topics concerned with technology and IT as those mainly affect my practice area. For that, it is also important for me to regularly check out big tech companies like Google, Meta, and Amazon and be up to date about their strategies and developments. The logical next step for me is to reflect on these new paths and think about their effect on the law and the challenges they pose.

Having gained quite some experience in the field what would be your piece of advice for current law students and future legal consultants to be?

My biggest advice would be to always stay curious and eager to learn. Look for new information and strands of thought everywhere and try to be as open-minded as possible. Even though you want to succeed in law, it is important to not only be stuck in your own realm and to branch out. Getting background information in your practice area is a very important part of becoming a good advisor. For me personally, it was also extremely valuable to learn in different places and to go around the world, visiting foreign countries and cultures.

My biggest advice is to always stay curious and eager to learn. Look for new information and strands of thought everywhere and try to be as open-minded as possible.

Juggling your Job at Osborne Clarke and being a mum, it must be hard to make time for yourself. What is an unnegotiable act of self-care you do for yourself?

What really helps me is to spend some quality time with my kids where I fully focus on their needs, even if it is just a few hours a week. I also make time for me as an individual, for instance by going for a run or reading a book. It is important for me to have quality time, for myself, with my kids, or with my partner and friends. This helps me to balance out my day-to-day life and do a great job in my private and professional life.

Having kids and seeing them being so curious about everything new that they encounter has really helped me to find motivation to constantly want to learn something new as well. It has had a great influence on my work at Osborne Clarke.

Video edited by Marella Ricketts

Roseline Azambou - Software Manager at Rexel

Thu, 02 Feb 2023 10:07:42 GMT

In this interview, meet our WTP7 Talent Roseline Azambou, Software Manager at Rexel France. She shares her perspective on working in a male dominated environment, how she broke into her field, and the various initiatives in which she is involved to support communities in-need.

Interview by Juliette Gill

Initially you started your education in biochemistry but then you did a Master’s in marketing and management, and never turned back. Your track record and achievements show that this was a very successful switch. How and why did you make the choice to go down this road?

I started my studies in Cameroon, where I spent the first 15 years of my life, after which I moved in France where I obtained my International Baccalaureate with a focus on sciences. I then decided to pursue my studies in the sciences and obtained my master’s degree in biochemistry. After my bachelor’s and master’s, I decided to carry out various internships, initially with the intention of becoming a researcher. However, I quickly realised that, even if my path corresponded to my aspiration to become a researcher, it was not the area in which I would be able to fully blossom, and so I decided to change.

I did some babysitting during my student days and during this time I met a woman who had held high positions in large companies in France. She told me one day that she saw a marketing side in me, rather than a scientific side. She mentioned that some big schools were recruiting high-level students with master’s degrees from different backgrounds to give them additional business training to get into senior positions in the field of sales, marketing, and accounting. After researching and having several interviews, I joined a master’s cycle and, at the same time, worked as a Product Manager Assistant at Hewlett Packard: it was an apprenticeship combined with studies, and a unique opportunity.

The idea for me was to get a job that combined technical and marketing skills, where I could fully blossom. It was a good idea because I later became a Product Manager and today, I am very happy to be in the marketing field.

STEM isn’t an easy field for women to get into today, so it’s hard to imagine how it was over 20 years ago when you were doing it. Your perseverance is quite remarkable: were there ever any moments when you considered stopping? What kind of obstacles have you faced in your journey?

I’m in a male dominated environment, and it hasn’t always been easy. I’ve always gravitated towards technical environments, whether it was when I started at SCC with IT products, at Ricoh with office automation equipment, or the company where I am today, Rexel, with high tech connected products. I have therefore done a lot of marketing linked to technical ecosystems.

Sometimes, I find myself in meetings where I am the only woman. I’ve met people who asked me, “Why did you choose this job?” Or “Why are you in this meeting?” I simply answer, “Why not?” Or “I’m here because I’m worth it”.

The trap is to question yourself and wonder if you deserve to be where you are. If this happens, the most important thing to remember is that you are there because you belong; it is the right job, at the right moment. If you don’t, you risk going home in the evening and losing the strength to go back to work the next day. It can be difficult sometimes but when you say these things to yourself, things become easier, and you continue moving forward.

There is no denying that you are a woman of ambition: you have reached some very impressive roles in the companies for which you have worked for in the past few years. What is the next step for Roseline Azambou?

Thank you! Before my current role as a Software Manager at Rexel, I was a Product Manager at Ricoh, before being promoted as Software Product Manager to manage a wonderful team.

By accepting Rexel’s offer for the Software Manager position, I stepped out of my comfort zone, as I was completely unfamiliar with the world of building and energy. I had to learn who Rexel is all about, its market, its positioning in the market, its customers, and its offer. I really started from scratch. At the same time, my life has been made much easier since joining the company, thanks to a personalised integration process with, for example, different meetings with executive team members who took the time to explain their activities to me. What I like about Rexel is that when we talk about corporate action, it is not just words on a PowerPoint. I see concrete action in terms of training, employee well-being, inclusion, diversity, and female leadership. It is thanks to Rexel that I am part of WIL Europe’s Women Talent Pool (WTP) leadership programme, which I feel very proud and privileged to be a part of.

I want to grow with this company and take our offer strategy even further. This means adapting and enriching our offer and ensuring that it evolves according to the needs of our customers by basing it on client experiences and requirements, since we all know that users are the first source of innovation.

My path has been influenced by the people whom I have met along the way. There was my previous manager at Ricoh, Thomas Collins, who taught me everything about the role and duty of a manager in a company. Another person who played a key role in my journey was Valerie Desjardins, now Executive Director of Spark Archives, who taught me a great deal about the importance of soft skills in business. Another big influence on me is my current manager Julien Neuschwander, who, through his impartiality, accuracy, and welcoming approach has made my integration into Rexel effortless and enjoyable. I do not know what Rexel has in store for me in the future, but I really like the position I currently hold and am excited about what awaits me in the coming years.

What I like about Rexel is that when we talk about corporate action, it is not just words on a PowerPoint. I see concrete action in terms of training, in terms of employee well-being, inclusion, diversity, and female leadership.

As well as a successful and impressive career, you have been active in driving several personal projects. Could you tell us a bit more about your involvement in ARMF, helping Cameroonian people here in France, but also ensuring their access to water, back in your home country?

I have always been interested in associative work. As you mentioned, I was a member of ARMF, an association for people from Menoua in the west of Cameroon, my native country. The aim of the organisation is to gather people coming from the area and provide support for students, such as textbooks. When I was a student, I was also part of an association whose goal was to provide help with homework for children whose parents did not speak French well.

For this reason, I did not hesitate when I had the opportunity to carry out a personal humanitarian project. A few years ago, when I was building my home in Cameroon, I had to drill a hole to supply my building with water. During the execution of this project, I decided to ensure that there would be water distributed to the entire population of my native district, twice a month. It was my personal initiative, and I used my own funds to drive it forward. In my view everyone can contribute at their own level to the development of a district, a city, or a country.

What do you do for a healthy work-life balance? Tell us a bit about your passion for music, for dance, and how this helps you in finding balance. Have you found that it is a way for you to destress from your high responsibility roles?

Yes of course, I need to destress! Sometimes the days are very long. I remember that during the lunch at the WIL event in Belgium in March, WTP patron Pervenche Berès advised taking two hours to take care of ourselves and our children when returning home, even if that means returning to our work in the evening. During the WIL Europe 10^th anniversary event in Paris last October, WIL President Thaima Samman spoke about doing yoga to achieve a balance between work and our private lives. Even senior leaders understand the need to take time out for self-care!

To reach a healthy work-life balance, I do fitness-related activities and dance. It really helps me to destress on the days when the pressure is high. I particularly like African and blues music. To calm down before or after work, I like listening to artists such as Ray Charles and Lionel Richie. I also like to go out dancing on the weekends with my husband and friends. I travel to countries where I can listen and dance to salsa, like Cuba and the Dominican Republic. All of this helps me to establish a balance between my private and professional life. To me this is fundamental: you cannot succeed in your work if you do not destress from time to time.

As someone who is part of the 7^th cohort of the WTP Programme, what have you found to be the most beneficial part for you, both personally and professionally? What has been the most eye-opening experience that you had, being around so many women in leadership?

It is an honour and a great opportunity for me to be part of this programme which allows emerging leaders to meet truly inspiring and exceptional women with incredible backgrounds. I really like the mentoring part, where we can address professional and personal aspects with an experienced career development leader. We benefit from advice on managing meetings and presentations, managing conflict, and other things that fall under “leadership”.

The WTP is an amazing programme and what I’ve learned from it is how to dare: how to dare when you’re the only woman in a meeting, how to dare and keep talking so you can finish your sentence, how to dare and manage a project from beginning to end.

What is so unique about this programme is the opportunity to network with the senior-level women. If you have any questions, you can just reach out to women working in your field and receive advice. To be part of WTP7 is a great opportunity, so I thank the women in Rexel who created the partnership with WIL Europe: Constance Grisoni and Nathalie Wright, but also the HR collaborators Charlotte Douay and Carine Penigault. I would also like to thank all the women who ask for diversity, inclusion, and women’s wellbeing here at Rexel, for enabling me to be part of WTP, and be the only woman from Rexel France on the programme. When I talk about the WTP to my friends, they are very impressed and want to be part of the programme as well. What I tell them is this: talk to your company’s HR department and maybe they can establish a partnership with WIL Europe!

Video edited by Marella Ricketts

Ajita Abraham - Deputy General Counsel, Financial Services BU at Capgemini

Tue, 24 Jan 2023 06:11:36 GMT

Introducing Ajita Abraham, General Counsel, Capgemini Financial Services NA. In this interview, she talks about the importance of mentorship and having support groups, and the challenges and joys of pursuing law as a woman.

Interview by Chaminiee Gombault

Before we get into speaking about your career, I would like to understand more about your roots and foundations that have possibly contributed to your successes. Growing up, what were your hobbies and dreams? What would the 15-year-old you think of you today?

My father came to the United States from India in 1960, so he was one of the first Indians to arrive. He came on a Spanish ship with $200 in his pocket to pursue his graduate studies. He then went back to India and met my mom. They had an arranged marriage, after which they came to the United States to start a new life in a new culture. So that is the background to the environment in which I was raised. It is really a story of being brave, being bold and pursuing the American dream.

I grew up in Delaware where I went to a private school and where my sister and I were the only Indian-Americans. I became very used to morphing between American culture and the Indian culture at home and in our community. We took classical Indian dance and spoke our native tongue at home. Keep in mind that these were the days when Bollywood was not heard of, and saris were considered quite foreign.

Growing up in this very bi-cultural environment really helped me to adapt to new situations and to be curious about different cultures. I think that really drove me and was a main focal point when setting my future goals.

The 15-year-old me would probably be very surprised to see me living in New York City and in the role that I am in now. When I was 15, I became interested in pursuing a career as a diplomat, and although my career has gone in a different direction, I am quite sure the 15-year-old me would be pleasantly surprised to see where I have landed.

Growing up in this very bi-cultural environment really helped me to adapt to new situations and to be curious about different cultures, and I think that really drove me and was a main focal point when setting my future goals.

You studied international relations at university before going on to law. Did you always know what you wanted to study? What or who influenced your decisions?

What is funny is that that I grew up initially wanting to become a paediatrician. Then, when I was 15, I went to Spain for a summer and lived with a family in the south of Spain, after which I went to visit my sister who was studying in London. That is really when I became excited about travelling and learning about different cultures and immersing myself into new situations.

I became very interested in International Relations and took several courses at the Fletcher School of Law and Diplomacy at Tufts University. I ended up going into law because it seemed like the safer career. When I was working at JP Morgan, I took the foreign service exam, which I passed, and almost became a foreign service officer. But I decided to stick with law, since I really enjoyed it and wasn’t ready to give it up. During my career, I lived and worked in Madrid for a year, and travelled extensively. I also lead a global team, so in my career path I have been able to combine both my legal background and my interest in diplomacy.

Careers always look so linear and straightforward on LinkedIn, and in your case, incredibly impressive as well. I would like to go past these titles and know more about what it was like as a woman pursuing law. Have you had any mentors or support in your career?

Just touching on what you mentioned about being a woman in law school, I would say that it is split 50-50 between women and men. Certainly, in company legal departments, women are not necessarily a minority.

To go back to mentorship and working with other women, I do think that a bigger challenge has actually been working with the generation of women above mine. This generation of women lawyers struggled and worked very hard and were not able to achieve the same work-life balance as subsequent generations. Many had to sacrifice having children to take on very long working hours and move up the corporate ladder. It may seem surprising, but I had a female boss who was not very supportive when I said that I wanted to go on maternity leave and wanted me to return to work after one month. For me, this is an indication of how much women in the prior generation had to sacrifice to get to where they are.

A lot has changed. There is more understanding thanks to the Covid push for more hybrid work. There is greater understanding about both men and women needing to raise children and balance work and raising a family. I do think that the upcoming generations are being more assertive about what they want and need, and I commend them for that. There are many studies which show that offering the chance to work from home creates more productive workers and relieves a lot of stress, so it is no surprise that a lot has changed, even since the time that I had my first child 17 years ago.

Back to mentoring, I did have a mentor when I was working at McKinsey who really supported me to take an opportunity abroad, and that is when I worked in Madrid. She knew I was really interested in expanding the breadth and scope of my work to handling European and Middle Eastern deals and assisted me in making this move. It was life-changing to be able to work in another jurisdiction as a lawyer.

There is greater understanding about both men and women needing to raise children and balance work and raising a family. I do think that the upcoming generations are being more assertive about what they want and need, and I commend them for that.

Was there ever a time when you faced gender bias?

I do not want to chalk it up to gender; things are always very nuanced. I think the days where it was obvious that there was clear discrimination are thankfully behind us. It may still exist, but fortunately I haven't experienced it lately.

Today there is a lot more use of buzz words like ‘’executive presence’’ to describe modern-day leadership — I find this to be a very elusive term and it tends to be used mostly against women, sometimes to the point of excluding them from the seat at the table for important discussions. Often it is subtle and unintentional. I think that there is still room for recognising that sometimes we just need to give women a seat at the table and let them prove their worth.

I see it across many companies, and it comes up often in conversations with friends. There is a lot of talk about diversity but at the end of the day, when it comes to promoting women to the higher-level positions, there seems to be a little bit of hesitation, even though there are women who are ready to be promoted.

There is a lot of talk about diversity but at the end of the day, when it comes to promoting women to the higher-level positions there seems to be a little bit of hesitation, even though there are women who are ready to be promoted.

How have you faced challenges in your career and how do you use lessons learned from such challenges as a manager?

Every role presents new challenges, but I see these hurdles as good growth opportunities!

It takes a village to progress in your career and a lot of support from family, mentors and other leaders in the industry. In my case, they were many role models in the legal industry and in the business teams. I have been given good advice as I have moved from one company to another which has been invaluable. I also lean on family, friends and co-workers for support.

In my own team, I have had a few women who have had children during their tenure with me, and I am always very supportive of them taking time off if they need, knowing that they can make up for the hours later. I do not micromanage; I believe there should be a level of trust. The notion of the 9 to 5 job in the office with zero flexibility is a concept of the past. I really think that we need to provide that type of flexibility to everyone. There is no point in having people stressed in the workplace. As I mentioned earlier, people work harder and are more dedicated when offered some flexibility.

You have been a Deputy General Counsel at Capgemini for two years and were recently promoted to a General Counsel role. Can you share a bit about your day to day? What do you love and what do you find more challenging?

I have been a Deputy General Counsel for a global business unit, which involves about seven employees in the United States and 21 globally. As Deputy General Counsel, and in my new role as General Counsel, my goal is to support the business teams who are focused on global capital markets, banking and insurance accounts and assist them with any legal issues. The day to day really involves negotiating contracts, responding to emergency issues with employee relations or cybersecurity and establishing appropriate compliance and legal policies. Of course, managing the team and making sure that there is consistency from a jurisdictional perspective throughout the various countries on certain terms is part of the job as well. I think what I really enjoy the most is interacting with the business teams, providing strategic advice, and determining how to make a deal work despite potential risks.

Beyond your role at Capgemini, you are many other things to family, friends, and your community. What are your priorities right now and how do you balance these to find time for yourself?

The London marathon was my sixth marathon and I think it might be my last. It took a lot of time out of my weekends, but I was happy I did it and got back into shape post-Covid. I have three children—a 17-year-old, a 15-year-old, and an 11-year-old. Having teenagers and a tween at home, it is important to understand what they are doing and make sure that things are going well from an academic and social perspective.

On top of that, I am always interested in enhancing my skills. I still take Spanish classes to perfect my conversational Spanish. I would love to take French classes so I can come and live in Paris one day! I enjoy skiing, swimming and biking and would love to take on a new sport in the future. It is important to have a balance between work, staying active, social life and personal interests – and, to keep challenging yourself!

Krystelle Lochard - Head of Partnerships at Save the Children Germany

Thu, 24 Nov 2022 14:10:55 GMT

Introducing Krystelle Lochard, Head of Partnerships at Save the Children Germany. She talks about the important skills to have to manage relationships with partners and to lead a team towards a common vision, what working abroad has taught her, and what personally drives her in her career.

Interview by Tessa Robinson

You’ve been with Save the Children for approximately 7 years, the last 5 years as a Team Lead. Could you describe a little more about your current role as Head of Partnerships at Save the Children Germany and how you ended up in the non-profit sector?

I started with Save The Children about seven years ago, and I'm now heading the partnerships team. We focus mainly on fund acquisition. In the non-profit sector, an organisation like Save the Children looking at human rights and children's rights worldwide needs funding to be able to fulfil its mission, and we get our funding from private and public entities. The work I am doing is about looking for the right partners to support us to achieve change and a better situation for children in need.

I started my career in Brussels as a policy analyst, working on EU policy. After this, I took up a role in Berlin with a small NGO where I worked on development through sports, which included working with children and looking at how sports can empower them. This was a very enriching experience because it was building the organization from scratch, getting partners to understand development through sports, which was not well known at that time. I then joined Save the Children in 2015, which is a bigger entity with a larger capacity to scale up and have a greater reach, with about 100 offices worldwide.

As Head of Partnerships, you are responsible for relationship management between donors and partners. Could you describe the skills and personal qualities you feel are important, both in managing a team and in managing external partnerships successfully?

I think that, to manage partnerships well, you need to be an analyst first and foremost, observing the trends within your sector and the strategies of your partners and potential partners, always keeping the big picture in mind for your organisation. At Save the Children, this means focusing on the needs of children around the world. My role involves looking at different policies and governmental priorities and bringing those different strategies and objectives together. For this, you need good knowledge of the sector in which you are working. Last year, for example, Germany put in place a Supply Chain Act, which has had a large impact on the private sector since companies had to comply with human rights norms across their whole supply chain. We had to ask ourselves some important questions, like how could we work with this given the impact for our private sector partners? How could we support our partners, coordinate between them and this policy, and what could we contribute? In our work we also pay great attention to what a new policy means for the children in the sourcing countries. For this, good analysis is needed, as well as an understanding of partners, to harmonise different objectives and needs. These are important qualities in my role. As a team leader, it is also necessary to set clear priorities for the team, to help people understand the vision and where the decisions are coming from. This is key to be able to bring the team on the same journey and empower people to join in.

To manage partnerships well, you need to be an analyst first and foremost, observing the trends within your sector and the strategies of your partners and potential partners, always keeping the big picture in mind for your organisation.

You have studied and worked in several countries including Germany, Japan and France. What attracted you to do so and what would you say has been the impact for your career?

My first motivation was curiosity; to see how people live and work in other parts of the world. My stay in Japan at the very beginning of my studies was a very intensive, enriching experience, because things there are so different, including the language. When you work in an international organisation, you need the capacity to understand other people’s perspectives, and working in different countries in Europe and elsewhere can help with that; it can help you understand different positions. When I coordinate on issues, working with colleagues from Tanzania, Guatemala and Myanmar, for example, I need to account for different ways of working, thinking and problem-solving. The fact of having spent time in other parts of the world has, for me, been key in being able to bring different people together on an issue, through a common strategy or vision, but seen from varying perspectives. Experiences abroad can set you up as a leader and be influential in your career, on top of being an opportunity for personal growth. Even if it is not immediately obvious in your everyday work, you always grow through being immersed in different cultures through this change of perspective. Living in a foreign country is just such a unique experience and if you have not done it before, you must!

The fact of having spent time in other parts of the world has, for me, been key in being able to bring different people together on an issue, through a common strategy or vision, but seen from varying perspectives.

Save The Children aims to improve the lives of children across the world through better education, healthcare, and economic opportunities, as well as offering emergency aid in natural disasters, war and other conflicts. What aspect of the non-profit sector are you most driven by? What other issues are you most passionate about, either professionally or personally?

The personal and professional are connected and, as a result, I believe that more equality in the world is possible. I know that the work I am doing is contributing to protecting vulnerable children, families, and people across the world. We face a lot of challenges in the world right now, but it is important not to lose hope that things can get better and that improvements can be made. A more positive outlook can help us to look differently at crises, for example the current situation in Afghanistan, where girls cannot go to school after grade seven. My job is very rewarding when I see cases where access to healthcare becomes possible for families and children where it was not before. We see progress being made on the issue of climate change, which is disproportionally affecting children, and trying to support them with targeted projects and work is a way to improve their situation in the future. This is something I believe in and which I want to contribute to.

You are a Talent of the current WIL Women’s Talent Pool (WTP) leadership programme. Could you explain a little bit about what being part of a network means to you and what value networking represents?

I am very proud to have been selected for the Women’s Talent Pool programme. For me, it has been a wonderful experience to be in close contact with peers and mentors and some new role models. What I find also interesting is how you have different sectors coming together: there are women from the non-profit area, the private sector, academia and the public sector. It is always interesting to see the common challenges in leadership and to look at how to really get a team behind the vision you have. There are also plenty of issues to discuss around the balance between work and family, which are particularly relevant for women. Because some of these issues are cross-sectoral, you can talk about them with women from all industries. At the same time, it is fascinating to see that certain challenges are sector-specific and to have the opportunity to exchange on them with women who are a few years ahead in their career. The WTP programme also allows you to build up a network of experienced contacts to whom you can refer to if you want to discuss a specific challenge or if you want to develop new ideas for your future career. I am convinced that these exchanges with other women are helpful in overcoming challenges and progressing in our careers.

I am convinced that these exchanges with other women are helpful in overcoming challenges and progressing in our careers.

Finally, which living person do you most admire and why?

I can think of two people whom I admire. First is Amani Ballour, who is a Syrian-born doctor. During the Syrian civil war, she ran an underground hospital, saving many people. When she was elected hospital director, she was 29 years old, so very young. People like her bring me hope, particularly looking at the crisis and conflicts and forgotten conflicts the world is currently facing, such as in Yemen and Syria. Amani Ballour has enacted real change and she has faced challenges in doing so. As a woman elected as director of the hospital, there were male patients and even male colleagues who did not want her to have this position. She worked tirelessly under conditions of war and save people, but she also had strong conviction. Amani Ballour is the kind of woman who inspires on my way to work every day and gives me hope when new crises emerge in the sector in which I work.

The second person I would like to mention is Sanna Marin, who has been the Prime Minister of Finland since 2019 and is a working mum. When she became Prime Minister, she had a one-year-old daughter and was 34, so also very young. She has several ministers in her cabinet who are women as well. She posted pictures of herself before becoming Prime Minister, when she was already a politician, where she was breastfeeding her daughter. She highlights challenges women often face in combining a career and a family. In her case, she has not only had a career, but a very successful one. She is very ambitious and at the same time is a mother and takes care of her child. For me, she is someone who tries to set standards for women to be free both to pursue a career and take care of their families, which is possible now and even the standard, I hope, for the next generation.

Video edited by Marella Ricketts

Eve Huchon - M&A and Corporate Counsel at Osborne Clarke

Tue, 11 Oct 2022 09:23:01 GMT

Interviewed by Abby Ghercea

Meet our WTP7 Talent, Eve Huchon, M&A and Corporate Counsel at Osborne Clarke. In this interview, Eve talks about why she embarked on an international career, the importance of great teams, and how she measures success.

You joined Osborne Clarke in 2014 and were promoted to Mergers and Acquisitions (M&A) and Corporate Counsel last year. Congratulations! Can you elaborate on how you have reached your current position? What initially drew you to pursue a career in law?

I deserve to be where I am. I got to where I am because I'm very committed, available, and adaptable. It’s also thanks to my parents to some extent, because they set high standards. They didn’t put pressure on us to go in a particular direction but told us that with hard work we could achieve anything we wanted to. This explains why I'm so committed to working hard and getting to where I want. I believe that the sky is the limit!

I am also very lucky to work for an organisation, Osborne Clarke, that in France at least is very different from other law firms, particularly when it comes to gender equality at all levels. Close to 50% of our Partners are women. When I was promoted to counsel, three out of four people promoted were women. The strong team spirit at Osborne Clarke is also important to me. My colleagues and I are aware that it takes a village to succeed: we cannot do it alone. It's about committing to the team, committing to the clients, and showing that you care.

I originally wanted to study law because, when I was younger, I was a bit of an idealist. I wanted to save the world. My initial idea was to become a children's judge, but very quickly I realised that was not for me because I knew that I would get too emotionally involved. During my time studying law I saw how varied and interesting it is, and I discovered my passion for an area that I wanted to keep up with. The mergers and acquisition world was a perfect fit for me because it combined everything that I loved about law. What we do is very pragmatic, and you can have an impact, no matter how small. It has been humbling to know when I have worked on certain files that, if I manage to close deals, people’s jobs will be saved. Little grains of sand make a desert. It is a small contribution, but it matters.

It has been humbling to know when I have worked on certain files that, if I manage to close deals, people’s jobs will be saved. Little grains of sand make a desert. It is a small contribution, but it matters.

You currently advise French and international clients on many different investment-related operations. What do you enjoy most about your job, and are there any aspects that you find particularly interesting to work on?

Working for international clients is like intellectual gymnastics because their needs vary depending on where they are from and the kind of organisation they represent. It is not only their legal culture but also their work culture, where they have been and what they are used to. I constantly need to adapt and present solutions that are going to work for them in their jurisdiction and based on their experience. Finding solutions for them is challenging, interesting, and rewarding. My job demands precision; it requires going into detail and identifying how solutions can be found.

I enjoy brainstorming with teammates, even from other fields of law, because what I practice cannot be done alone. This means people who are in my organisation, but also the team built to find a solution for the client. We get in there and find solutions together and then pick what will work for them. In our line of work, we engage with so many different profiles that we always need to adapt, and this is a very interesting aspect of my job.

In your position, you intervene in both counseling and litigation. What does this involve exactly? According to you, what different skill sets allow you to be successful in each form of intervention, and how do these skill sets overlap?

Counseling is mostly about giving advice, and that includes negotiating contracts or settlement agreements for clients. We do a lot of structuring work and work with the firm and client teams, but also commercial teams, IT teams, and whatever is needed. As a team, we work to find solutions to save costs, facilitate an acquisition, or facilitate an integration or separation. Everything must be completed within a short time frame. There is a lot of pressure and learning to cope with this pressure is a big part of the job, as well as relying on your teammates and helping them. It is important to trust people, to delegate, and to check in.

In litigation, these same skills are necessary. However, the approach needs to be quite different because in this case you are not talking to a client, you are talking to a judge, so you don’t build your arguments the same way. You can convince the judge with five or seven arguments in your brief, which you would not do with a client because you must provide the best one. You cannot adapt to the judge because you don’t know them. Litigation is also more demanding in terms of organisation because cases can be spread out over long periods of time. It can take months to be able to file briefs and sometimes years to get a decision, which can then be appealed. It is important to have a very good memory because you need to be able to pick up a case that you haven't touched in months, sometimes years.

The ability to work in a team is also key. Your teammates are there for you and support you during the difficult moments. We also have fun together; this is one of the reasons we do what we do, to enjoy it. Teams work best where they bring together people from different backgrounds, because that way you can make sure to bring in different perspectives.

You have studied in the United States and France and were admitted to practice in the state of New York in the US and France. How has this international experience shaped both your career and you personally? Where did this interest in gaining international experience come from?

I was interested in working on international matters because of the way I was brought up. I was also very curious. I had cousins who lived in the United States, and I travelled a lot with my family when I was younger. My parents spoke a bit of English and Spanish and my grandpa spoke 13 languages and dialects. I had good grades in English at school which allowed me to do a double degree in law and to study in the US. I have worked for companies and firms of various sizes in various sectors, but I have always picked ones where I knew I could use English because it was important to me.

Working in an international field is eye-opening because you meet people from all over. You learn about lifestyles, cultures, working practices, the need to adapt, and the need to put yourself in other people's shoes, and to see things from different perspectives. You learn that adapting is a skill that you must have when working on international files with international clients. The ability to see things from other people’s point of view is so important for successfully managing international files.

This experience shaped my professional life, but also shaped my personal life because I met my husband in the US, and I'm now raising my son as bilingual!

We are delighted that you are a participant in the 7th edition of the Women Talent Pool (WTP) leadership programme. Why did this feel like the right time to participate? What takeaways do you have from the programme?

I contributed to WIL’s work at the very early stages on some corporate matters. Over the years I followed the organisation from afar and when Osborne Clarke offered me the opportunity to join the WTP, I was thrilled because I knew it would be an amazing experience, and it was the right timing because I had just been promoted to counsel.

Being part of WIL is a very good way to learn how to cooperate, build teams, and make sure that people will follow you for the right reasons. It strengthened my will and my commitment to become the best manager and leader I can be. Having someone by your side to support you brings a great deal. It can be helpful to reach out and say, “Nobody taught me this, so maybe I need some help.” It is certainly not a weakness to do so.

We like to end the interview with a question from the Proust Questionnaire. The question we have selected for you is this: What is your greatest achievement, either personally or professionally (or both)?

I don't rank my achievements. I know what's good and what's not and I have never had this mindset. I'm competitive with myself and I like being the best at what I do, but not necessarily as compared to others. It's very difficult to rank professional or personal experience because there's so many things that I’d consider success even if others would not see it as such. For me, it's really a matter of how you measure your own success and not how others see it. Something that is huge for me is when a key client of the firm reaches out to me directly, instead of going through the usual channel, meaning, though a Partner, to ask for help. It means that I have done the job well and that I have earned their trust.

It's really a matter of how you measure your own success and not how others see it.

Video edited by Marella Ricketts

Nina Foss - Senior Manager EMEA for Channel Enablement, Lenovo

Wed, 21 Sep 2022 13:11:14 GMT

Interviewed by Anna Marin

Introducing Nina Foss, Senior Manager EMEA for Channel Enablement at Lenovo. In this interview Nina shares her personal story about starting in tech, her thoughts on how the industry is developing, and why sustainable leadership matters.

You are currently the Senior Manager EMEA (Europe, the Middle East and Africa) Channel Enablement at Lenovo. Can you tell us a little but about that role and what it is like working for one of the largest tech companies in the world?

I am responsible for deploying tools and initiatives that enable our customer-facing teams to execute the core-aspects of their job more effectively. This means that I am a part of developing framework and systematic approaches for our channel sellers in EMEA, to engage our partners. We try to gather insights and collaborate with teams to execute initiatives that improve upon existing sales processes. In EMEA we have 16 markets, more than 150 countries and are supporting about nine languages, so it is important to have intuitive and easy-to-use tools for our partners. We are there to support and enable our local teams, partners and distributors.

For me personally, it is nice to see that the work I do is influencing our business throughout EMEA. I know that I make a difference and that I am a part of making everyday life for our sellers and partners a little bit easier. Being allowed to contribute to the strategy for our sales transformation is both exciting and very challenging, and I feel lucky to work and collaborate with incredibly talented and dedicated colleagues all over the world.

Working in one of the largest companies in the world is such a privilege and there is never a boring day! I must say that I love working with people all over EMEA, with so many different teams. Everything from marketing, sales, and IT. But I have missed travelling, because of Covid, so I am very happy to be able to travel again, meeting colleagues face-to-face.

Working in one of the largest companies in the world is such a privilege and there is never a boring day!

It sounds incredibly exciting working in that environment. You have been in the tech industry for many years, during which time you have built extensive experience in marketing, sales, and business. What led you to a career in IT and to Lenovo, and what are some of the challenges you have faced along the way?

I’ve worked in the tech industry for what feels like my entire life: over 27 years now! I started out in the sector by coincidence. I had just come back to Norway after a year in the US, and I got a job at an IT company. There I discovered my passion for sales and started in sales and IT-solutions, after which I worked my way up to different roles in sales, marketing, and distribution. When you work in the tech industry you get to know many people, so I knew some employees at Lenovo before I stared there and got to know quite a bit about the company.

Lenovo has a great culture, good products and loyal customers. Lenovo is also a very large and global company, and I was sure that there would be opportunities for me to develop, get exciting roles and grow within the company. So, when the chance presented itself and I was offered a position at Lenovo, I couldn't say no. And I have never looked back!

In terms of challenges that I have faced along the way: I discovered that you need to believe in yourself. You need to be tough and not afraid to raise your voice.

I discovered that you need to believe in yourself. You need to be tough and not afraid to raise your voice.

In what kind of situations have you felt the need for that, the need to raise your voice?

There have been situations where I have felt the need to speak up, though I am not shy and am comfortable doing so. When I started almost 27 years ago there were very few women working in tech. Back then, you had to work to make your voice heard: there were so many men in the industry who had been there longer than I had. However, as time went on, I gained confidence in my job and started to see things in a different way. I started to make suggestions on how we could do things differently and by doing that I noticed that you are heard when you make suggestions.

Two important pillars of Lenovo’s vision are innovation and collaboration. What do these values mean to you and how do you integrate them into your work daily?

I am proud to be working at a company with this much innovation, where it is so important. It excites me to be involved in how we shape our projects and initiatives around our channel platforms and tools to ensure we deliver the smartest, most convenient, and comprehensive resources to help our partners win with Lenovo. But innovation is so much more than a product, it is also innovation of approach and how we work with each other. The trust and freedom of remote working is one example of that.

When it comes to collaboration, that is key to me. Especially in my work, where I depend on colleagues from all over the world and from different teams and business areas to succeed, to be able to collaborate and work closely is important. I also believe that with collaboration, knowledge is shared. And increased knowledge means we all grow, learn, and become better. In many ways, I guess you can say that collaboration and innovation are linked. I feel really privileged to work with the best people, irrespective of location, seniority, gender, or background.

In terms of how this works on a day-to-day basis: since we are this global company, many initiatives start at a worldwide level. At the start, my team and I sit down with the worldwide team and talk about new projects and if they can work in EMEA. We have lots of conversations on how to structure projects and how we can deliver the message to our partners in EMEA. We also ask ourselves how we can train our sellers to work with the new projects; if and how the new projects resonate with our local teams and sellers: is it what they want? how can they communicate about it? The message needs to fit the needs of the different markets.

I believe that with collaboration, knowledge is shared. And increased knowledge means we all grow, learn, and become better

You talked a little bit about Lenovo being a company that is both collaborative and connected. As the world is getting more and more connected, what do you see for the future of tech and how do you think the everyday people will be affected by it?

As the world has become more connected, technology has become more ingrained in our daily lives, in many ways positively, but also with some harmful consequences. Technology has improved our human connectedness, productivity, accessibility, ease of everyday tasks and many others. But it has also resulted in harmful online behavior, a digital divide, mounting e-waste and many other issues. For the future of tech, I see a gradual convergence between these challenges and opportunities. More and more tech companies are aware of the challenges and opportunities and are actively working towards the sustainability of products and services. Ensuring that ordinary people, no matter where in the world they are, can access technological advances and derive benefits from their use.

Speaking of sustainability, you recently completed an EARTH 51 certification on driving sustainability leadership. Why does sustainable leadership matter and what were your key takeaways from this course?

The business world is facing a turning point where corporates, and especially tech companies, have a responsibility to change the world for the better, and they are being held accountable for this. I recently became the EMEA Focal for Lenovo ESG (environmental, social, and governance) and I am now working closely with the Global ESG teams to help implement our sustainability strategy and ESG framework for the channel here in EMEA. Our goal is to help organisations accelerate their business model transformation around sustainability and enhance their positive impact to solve important challenges. So, hopefully I am playing my own small part in making the world a more sustainable place.

In terms of takeaways, the course really drew attention to the seriousness of the challenges we face. I think most of us have not fully understood or taken in what these challenges mean and the impact for our planet, not the importance of us all stepping up. This is not just about companies’ behaviour, but also what we can do every day, as humans. At Lenovo, it is not just us managers who are getting trained up in these questions: we are planning to have a sustainability experience week in Lenovo for all employees in EMEA. During this week we will demonstrate what ESG means, what Lenovo is doing to become a more sustainable business and how each person’s actions impact on the world and on communities. I am happy and excited to be a part of this.

Is there anything you wished you knew before pursuing a career in this industry and is there anything you would like to say to someone who is thinking about this career path?

As I said earlier, I was very young when I entered the tech industry, and back then it was a very male-dominated industry. I really had to believe in myself and stay strong. But the industry is constantly changing, it keeps you on your toes, and to anyone who wants to pursue a career in tech I would say go for it! It is an amazing and interesting industry, with endless possibilities and so many different positions to choose from. You don’t have to be a “techie” to work in the tech industry! Working in the tech is an exciting challenge.

You don’t have to be a “techie” to work in the tech industry!

Video edited by Marella Ricketts

Helen Hart - Head of Bid Management, Rexel UK

Tue, 13 Sep 2022 13:21:51 GMT

Interviewed by Abby Ghercea

Meet our WTP7 Talent, Helen Hart, Head of Bid Management at Rexel UK. In this interview, Helen discusses carving her own career path, how she innovates solutions and leads her team, and the importance of networking with and empowering other women.

You are currently the Head of Bid Management at Rexel UK, having over 15 years of experience in Business Development and Bid Management. Could you explain what first interested you in this career and elaborate on how you got to your position today?

I was working as an Executive Assistant for a charity that impacted the lives of individuals around the world. During my time there, I was asked to research applicable funding and complete the application process to support our work. Venturing into this new world made me realise that this was something that I was good at and had a passion for. I decided to pursue it as a career and joined a consultancy that specialised in EU funding research projects. This work elevated my knowledge from charity funding applications to the commercial and technical side of things. From here, I moved into the construction industry, working for material suppliers and contractors, where I honed my craft in the full bid and business development lifecycle. I achieved specific qualifications within bid management and was relentless in my pursuit of striving to achieve more and be as successful as I could be to win contracts. Then, nearly four years ago I joined Rexel as their Head of Bid Management!

Could you tell us more about the projects you are involved in at Rexel and describe a typical work day for you? What types of projects are you most passionate about?

Rexel is a leading wholesale electrical distributor, connecting electricians, contractors, and industrial organisations with electrical products, site supplies, and solutions. For Rexel to win work, we help select the right opportunities and develop a winning commercial offer. In the procurement sector, the most common projects in which we are involved are invitations to tender, which involve pricing the job at hand and answering technical questions about our ability to do the work in accordance with the detailed specification or the project scope. A typical day for me will involve curating a response to high-value tenders, strategic planning and performance management of my team, mentoring and coaching, and solution and value proposition development.

I enjoy working on complex bids. In my personal life, people always joke about how organised I am. One of the things that I love about my job, and one of the reasons why I am so good at it, is that I am able to manage several projects at the same time.

Something that has really spoken to me in recent years is the importance of social values, and sustainability. Our pursuit of net zero plays such an important part in the world. In our work we think about not just what happens today, but what will happen in the years to come. We think about the materials that we supply : what are they made of? Could you actually recycle that product again? Addressing the environment and providing social value to the local communities has been a great avenue for me to explore.

At Rexel, you have redesigned their bid lifecycle and developed an integrated way of working. How do you approach developing solutions for the business?

When you are joining a new business, you need to talk to people; you need to know what challenges they face, what gaps there are, and identify what is required to provide the optimum bid lifecycle. Stakeholder management is key to achieving the desired buy-in, so that they understand not just what we are doing, but why. As part of the redesign process, I took the bid lifecycle at Rexel online, using a combination of Office 365 applications such as SharePoint lists and Teams. I am a huge advocate for working smarter and not harder and these tools provide the platforms to be able to do that. It was actually this method of working that allowed for a seamless transition to homeworking at the onset of the COVID-19 pandemic.

When I joined the business and spoke with the team, I found that there were projects on whiteboards in the local office and documents were being saved on local machines, then on servers where people would have to connect. I knew that as a business they had invested in Office 365. I was aware of the capabilities of all the different solutions working together. So, first, I created a private SharePoint. Next, I educated the team on how to use it. As part of that SharePoint site, we created trackers, where we use Microsoft lists to automate event reminders, such as clarification and submission dates. When each person is managing seven or eight bids at the same time, it is useful to have that backup and the knowledge that you are automatically going to be reminded of those events. In parallel to the tracker, we also have a documentation library. Everything is set up in exactly the same way, which means in the future when we are tendering for a bid, we can reference very quickly to what we did before. When the time came to homework, it was easy because people were familiar and comfortable with using Teams.

I am a huge advocate of working smarter and not harder.

You have recently been awarded the Chief Executive Award at Rexel in recognition of your leadership. What do you think are the most important qualities of a leader and how do you implement these qualities, both professionally and personally?

I believe that the most important qualities of a leader are integrity, communication, and empathy. Something that I learned very early on was not to be a “yes” person or a people pleaser. As well as providing direction, inspiration, and guidance, I also believe good leaders need to exhibit courage, passion, confidence, conviction, commitment, and ambition. They nurture the strengths and talents of their people and build teams committed to achieving common goals. They share their vision and they lead by example. They demonstrate integrity, communicate effectively, make hard decisions, and recognise success. They empower, motivate and inspire others.

I recognise that to be a good leader, I must keep learning. I have equipped myself with a group of trusted colleagues and friends with whom I have check-ins at least once a month to talk about the challenges we are facing at work and in our personal lives. Rexel also does in-house courses on leadership. You get out of it what you put in. If you invest in yourself and take full advantage of all the opportunities that are available, then you get the most out of it.

I recognise that to be a good leader, I must keep learning.

You are participating in the seventh edition of the Women Talent Pool (WTP) Leadership Programme. What motivated you to join the programme and what impact has being a participant had on you?

In recent years, Rexel launched an initiative: Women in Rexel. I was honoured to be part of the steering group in the UK. My HR director had heard great things about the WTP Programme from colleagues and nominated me to participate in the seventh edition. I was grateful and thankful for the investment from both of our Rexel UK and Rexel groups.

Engaging with the other women on the programme has really shone a light on the similar challenges that women face, regardless of the industry in which they work. It has been a great experience to be amongst people who have experienced and gone through what I have, and who can laugh about it. When you are going through something difficult, it can be quite upsetting. Sometimes you do not know how to handle it. So to be able to have a laugh with those other women and look back on it has been quite liberating. The programme has provided an opportunity to find tangible and practical solutions to those challenges, but also allowed me to acknowledge these challenges so I can highlight them when engaging with other women, professionally or personally. I can say, “You are absolutely not alone.”

The Talent Pool has also been a great opportunity to connect with people who are not ashamed to be ambitious, to encourage each other and celebrate success. The mentoring sessions especially have served as a great tool to challenge my way of thinking, receive feedback from my peers, and provide a space to dream bigger. It is important to network with people not just within your sphere of influence, but more widely. You easily find common ground. Through those connections, you are better able to think of what you want to do in the future and bridge any opportunity gaps.

Engaging with the other women on the programme has really shone a light on the similar challenges that women face, regardless of the industry in which they work.

We end the interview with a question from the Proust Questionnaire; who are your heroes in real life and why?

I prefer to think of this in terms of the qualities that I admire in people. I admire women who are unapologetic in wanting to be successful; women who have achieved and are relentless in the pursuit of their dreams ; and also women who want to empower others.

Being part of a network of women who have these qualities is important to me now more than ever, because the opportunity to think about what I want to do in my life was not there years ago when I was growing up.

In my career, too, I have had to carve my own way and my own path. In this I have very much been surrounded by men who have been the breadwinners, and men who have achieved.

So, when I see women around me who are successful, I think that it is fantastic. Thankfully it is being recognised more and more that we are all equal, that we need to bring different perspectives into the workplace and that we are all able to achieve.

Video edited by Juliette Gill

Anna Jassem, International Coordinator at European Commission

Tue, 05 Jul 2022 08:49:30 GMT

Interviewed by Tessa Robinson

Meet our WTP7 Talent, Anna Jassem*, International Coordinator at the European Commission. In this interview, Anna discusses the personal and professional benefits of mindfulness, why we need compassionate and courageous leaders and shares her thoughts on the situation of women in Japanese culture

Having worked briefly in the NGO sector, you have now also held several positions at the European Commission. Could you explain a little more to us about your current role?

I'm responsible for cooperation with our key international partners in the unit in charge of consumer product safety. I also coordinate the international activities of the whole Directorate for Consumers. The idea is to ensure that when dealing with our international counterparts, we speak as one voice. Because, of course, in today's ultra-connected world, where you can buy things from all around the world with one click, there are a lot of dangerous products and fraudulent business practices and basically no borders, so no one country can tackle challenges to consumer protection on its own: we need to join our efforts to make an impact.

I have also been leading work on the EU Product Safety Award, an initiative that we launched back in 2019. The aim of it is to shine the light on businesses which, as we say, “go the extra mile” on product safety. By showcasing best practices, we want to inspire all companies to put consumer protection at the heart of what they do. We also aim to raise consumer awareness around product safety and what to look out for when making shopping decisions.

Last but not least, I'm a trained Mindfulness Based Stress Reduction (MBSR) teacher, and I've been guiding regular mindfulness and compassion sessions across our Directorate-General and beyond. I really think that the COVID pandemic and all the turbulence that it's caused has highlighted even more the importance of mental health and this is certainly an area where mindfulness can make a change. We know from rigorous randomised controlled studies that mindfulness training is effective in reducing stress levels, preventing burnout, and increasing overall mental and even physical health!

You mentioned your training in mindfulness-based stress reduction. What motivated you to become a mindfulness teacher and how has it helped you in your own life?

What drew me to mindfulness in the first place was actually my own talent for stress and distraction. I remember that in my pre-mindfulness times, I would constantly feel guilty about doing long hours at the office and then getting home and instead of enjoying family time, still thinking about work. I once read a whole book to my son at bedtime; and when he asked me a question, I couldn’t even tell what the book was about. Mindfulness has allowed me to be more present in whatever I'm doing. This has made me much more productive, resilient and simply happier.

Another benefit of practicing mindfulness is that you're better able to catch your inner critic: the little voice that we all have in our head which tries to convince us that we’re not good enough, something with which women in particular struggle. Being more mindful of this inner monologue has allowed me to become less hard towards myself and consequently, also kinder towards others. You realise that after all, we're all just doing our best to be happy. It's like a virtuous circle!

The final benefit I would mention is that with mindfulness you become more aware of what your body and mind need in a very concrete sense. For me, these are often simple things, like getting enough sleep, physical activity and meaningful human connection. I've also realised that I absolutely need some me-time when I can recuperate from being with people. Again, I think that many women have this notion that self-care is a luxury that they cannot afford when all these other things need to be done. To me, it's about preventative maintenance even if it means getting up 20 minutes earlier to start the day more mindfully. “You can't pour from an empty cup”, as the saying goes.

To me, mindfulness is about preventative maintenance. You can't pour from an empty cup.

You have a background in political science, sociology and European studies. What would you say is the commonality between these subjects and how have they shaped your career path to-date?

I would say that these three disciplines are indeed complementary. Sociology has certainly the widest scope studying human society as a whole, whereas Political Science and European Studies focus specifically on systems of governance at national or international level. All three certainly enhance your critical thinking and analytical skills and give you a broad focus so you can see the underlying relationships between phenomena. I think that my academic background did nudge me towards jobs that involve translating scientific evidence into concrete policy measures. And it also drew me to policy areas where I felt that I might make people's lives a little bit better, be it by improving their health, their safety or economic welfare.

During your maternity leave in Japan, you published a book and a series of articles on Japanese cuisine and culture. What did you observe about the situation for women in Japanese society and how does it differ from Europe, if at all?

Overall, our stay in Japan was an amazing adventure. I was really fascinated by Japanese culture and how different it is from Europe. For the book, I started by inviting myself to Japanese women’s kitchens, and of course, it's at the kitchen table where you have the most important conversations. We shifted very quickly from talking about food to talking about culture and much more.

There were things that I absolutely fell in love with; for instance, the ability to savour the present moment, to sit down and contemplate your bowl of tea with a little ‘wagashi’ sweet. Even in a metropolis like Tokyo, people still very much live according to the rhythm of the seasons, celebrating seasonal ingredients and dishes and harvesting bamboo shoots in the spring. Then there's the whole search for harmony and the importance of family ties, as in many collectivist cultures.

On the other hand, there were things that I didn't appreciate at all. For instance, the rigid conformity, epitomised in the saying that the nail that sticks up needs to get hammered down. But indeed, probably the thing that shocked and saddened me the most is how male dominated Japanese society is. A woman’s social status is defined first by her father and then by her husband. If you're single and childless over 30, you're called ‘makainu’ (literally ‘loser dog’), which indicates your social status. Japan is also apparently the only country in the world where married couples are legally obliged to share the same surname, which of course, in virtually always is the man's surname. You also rarely see both genders mixing. You’ll see groups of men in black suits heading to company drinking parties. Then you’ll have groups of elegantly dressed women playing with their children in the park, but there's no interaction between the two: men belong to the public sphere and women belong to the domestic sphere. Those women who decide to work outside the household typically have part-time or temporary jobs. There’s also a kind of dual track employment system in Japanese companies: a career track and a routine clerical track. Virtually all men are chosen for the career track, whereas women, even those with university degrees, primarily get clerical jobs, photocopying, formatting tables, or answering the phone.

The European Commission aims to have at least 50% female managers by 2024. What do you think are the most important qualities of a good team leader and why?

I would say that in this ‘VUCA’ world of high vulnerability, uncertainty, complexity and ambiguity, as Marina Niforos taught us, what we most need in leaders are two things: courage and compassion.

Leaders need to be courageous to effect change, to shift and respond to constantly evolving circumstances, to step out of their comfort zone rather than stick to the tried and tested ways of doing things. So it's really about having this growth mindset, or what Brené Brown calls ‘daring greatly’- knowing that you can fail but also that you can learn from failure.

But equally essential is compassion, empathy, kindness, the ability to listen and to see human beings behind job titles. All these qualities that for some reason are called ‘soft skills’, as if they were somehow easier or less important than hard technical skills and KPIs. Yet, they are indispensable for a team to flourish and to become more than just a sum of its members. I truly believe that when people feel valued, empowered and simply happy at work, they are also more engaged, innovative and productive.

I truly believe that when people feel valued, empowered and simply happy at work, they are also more engaged, innovative and productive.

Finally, is there a particular motto that is important to you regarding work or life that you would share with others?

There's this one quote that I like, which I believe is a paraphrase of Marcel Proust’s words from ‘The Prisoner’: "The real voyage of discovery consists, not in seeking new landscapes, but in having new eyes." It's this idea that how we interpret things and how we react to them that makes all the difference, and that's also where our freedom lies.

*The information and views set out in this interview are those of the interviewee and do not necessarily reflect the official opinion of the European Commission.

Video edited by Tessa Robinson

Tatiana Chamis-Brown, VP Global Marketing at Orange Cyberdefense

Thu, 30 Jun 2022 09:58:20 GMT

Interviewed by Tessa Robinson

Meet our WTP7 Talent, Tatiana Chamis-Brown, VP Global Marketing at Orange Cyberdefense. In this interview, Tatiana talks about her career journey from Brazil to Europe, why she is so passionate about cybersecurity and the role of Marketers in increasing visibility for women

You have extensive experience at Orange where you started as an Internal Consultant in Business Efficiency Transformation in 2007 and became head of B2B customer transformation in January 2015, a position you occupied for almost 3 years. Can you describe your journey into this leadership position?

My career journey began in Brazil, where I am from, and where I joined the telco Oi as a strategic planning trainee. After graduating, I moved to France and then to the UK, where I worked in strategy and operational management consultancy in smaller firms. This allowed me to have responsibility and autonomy early on and offered me the opportunity to work in a variety of fields and projects, like market entrance strategies for new players, M&A due diligence, competitive benchmarking, and operational efficiency. Most importantly, these experiences enabled me to collaborate with people from the shop floor to the Board in different parts of the world.

This was a rich start to my career, and I really enjoyed the consulting side, but I wanted to have an impact on a longer-term basis. That's when I joined Orange. At the time, Orange had telecom operations in the UK and they were running a transformation programme to improve cost efficiency. My previous experience in consulting was a good fit for that. The programme reported to the CEO at the time and when he went onto a new role at a group level position, he invited me and my team to come along. From there I moved to other roles, eventually pivoting to cyber security marketing.

In each of my roles, I've always been curious and proactive in developing new initiatives, and convincing others to contribute and support them. This has allowed me to have an impact, be visible, and to meet and work with people across the business. I have also had plenty of support and great mentors along the way, to whom I am grateful.

I've always been curious and proactive in developing new initiatives, and convincing others to contribute and support them.

You are currently the VP for Global Marketing at Orange Cyberdefense. Can you tell us more about your responsibilities? How have these responsibilities changed over time?

Cybersecurity’s growth has gone hand in hand with the world becoming more digital. It has transformed and is still transforming the way we live, work and do business, and I believe it's changing our society in many ways for the better. But it also comes with risks, as cybercriminals explore weaknesses to make money and gain some leverage.

As a marketer, I care about delivering our mission in this wider context, which is to build a safer digital society and allow us all to enjoy the benefits of the digital world. When I joined Orange Cyberdefense, the organisation had businesses and operations primarily in France. Since then we’ve made two acquisitions and expanded our footprint primarily in Europe, improving the capability and type of services that we provide. I really enjoyed the process of integrating the new organisation together and setting the vision, positioning, strategy, and roadmap within the marketing team, at the global level, and country level teams.. This was an interesting experience to get a first-hand view and have a role in shaping this new organisation.

In my current role, I lead a team of amazing global marketers across Europe and the world. Together we promote Orange Cyberdefense and take to market the services that we provide to organisations around the globe. We contribute to business growth via digital marketing, analyst relations, events, thought leadership, sales enablement, and many other activities, alongside experts across the business. I'm lucky to work with brilliant professionals from whom I learn every day. This is a dynamic and growing industry with lots of challenges from a marketing point of view.

As a marketer, I care about delivering our mission in this wider context, which is to build a safer digital society and allow us to all enjoy the benefits of the digital world.

What is it that inspired you to shape your career towards marketing, cybersecurity, and tech and what is it you like the most about these fields?

Cybersecurity and tech are fields that attract people who are very passionate, think differently and innovate. They are evolving fields, so the potential to learn and to develop is immense. What interests me about cybersecurity is that it concerns all of us as citizens and professionals, organisations of all sizes, across sectors. It's a growing challenge.

In our annual threat report Security Navigator, where we analyse statistics from our operations and trends in the cybersecurity ecosystem, we've noticed a 13% increase of cyber-attacks compared to the previous year. There are of course technology solutions to address this challenge but they alone are not the solution. Even with the most advanced technology, there still is a need for human intervention. For instance, in our report we noted that 60% of the security alerts were false positives and not real cybersecurity incidents. Technology can raise the alerts and contain some incidents, but you still need real people to investigate and guide you during a cyber security crisis. That's where marketing can come in: we are ensuring that this and other challenges that organisations are facing are understood. We focus on establishing trust and being an advisor to our community and to our customers, outlining what they can do to address these challenges. That’s why we are a good partner to help them navigate through them.

I like to think that marketing is a combination of art and science. Our tools and touchpoints have evolved which makes our job more precise and effective, but the basics remain the same. It's gratifying to make an impact in marketing within the cybersecurity field and its innovative people.

You are an economic empowerment and entrepreneurship advocate: you were a Volunteer consultant for GROW movement and you have now joined our 7^th edition of Women Talent Pool Programme. What inspired you to join us? Could you describe the different career paths that lead into cyber security?

I'm very conscious of the responsibility that I have to elevate other people and to use my skills, my experience, and my platform to do that. However, I felt there was more that I could do, and the Women's Talent Pool Programme is equipping me via learning, coaching, networking and sharing experiences with other women to nurture not only my own leadership skills, but to empower others. It has inspired me to reach out to other women within our organisation and hear their stories and to understand how I can support them to be more visible in our marketing initiatives. This is important because cybersecurity is a sector where only 24% of the workforce are women despite being 51% of the global population. There is a real issue here in making sure that more women are attracted to the field.

By speaking to these women, I discovered very different paths that lead them into cybersecurity. One, for example, was a psychologist who brought her criminology studies background to the sector and moved into cybercrime research. Another used to work in the public sector and went back to university to retrain in cybersecurity after the birth of a third child and she's now an ethical hacker. I also came across a fellow marketer who pivoted into a security service delivery role. There are so many different profiles that can make an impact and have a role within cybersecurity. What was also interesting to me is that all the women I spoke to share a willingness to have a greater impact and a desire to harness their skills and support other women into the business. They also feel that representation matters within our industry, including to provide role models for others.

When I look into what other organisations are doing to increase gender diversity in the sector, I see some promising initiatives out there. For example, the Women4Cyber / European Cyber Security organisation who promote the upskilling and reskilling of girls and women towards cybersecurity education and professions. And in the US, the Department of Homeland Security partners with the Girls Scouts Organisation to give girls the opportunity to learn about cyber security, to practice key concepts and get interested in a career in the field.

I felt there was more that I could do, and the Women's Talent Pool Program is equipping me via learning, coaching, networking and sharing experiences with other women to nurture not only my own leadership skills, but to empower others

As part of our interviews, we usually end with a question from our Proust Questionnaire. Therefore, what is your most marked characteristic and why do you think it has helped you in your career?

I think it's vision and perhaps curiosity; to see what could be around the corner. These characteristics have allowed me to pursue not so obvious opportunities along the way, to pivot roles in my career, and to encourage and empower my team to innovate.

Video edited by Tessa Robinson

Tolulope Ayeni - Head, eCommerce Product Management at Rexel

Thu, 21 Apr 2022 10:49:25 GMT

Interviewed by Juliana Cantin

Meet our WTP6 Alumna Tolulope Ayeni, who is Head of eCommerce Product Management at Rexel. In this interview, Tolulope shares her views on maximising potential, mentoring as a management tool and the value of diversity in the workplace.

Your current role at Rexel ranges from ensuring the customer experience to data analytics and management. These responsibilities are all vital and all interlinked. Could you tell us more about your daily responsibilities and how you manage to practically prioritise the different strands without becoming overwhelmed?

My mindset is that I have one job made up of many different aspects. The main job is ensuring our customer experience is top notch and that we are delivering rapid business value to the market. I am in daily contact with my team to achieve this common goal as our constant vision is to ensure that our customers “convert”. This involves managing up, down and horizontally, and so I work with business owners, my peers who are managers of designers and architects and my own team. My work involves numerous meetings cutting across different continents and time zones, ranging from the Pacific, Europe and North America. The thing that holds us together is that we are all working towards the same objective

You specialised in tech at a young age and as your primary degree. What attracted you to the tech industry initially and have you found what you were expecting?

I was introduced to tech by a relative who you could call a “geek”! I became one too as I was interested in the software he was creating for games, and I found this to be a lot of fun. What attracted me is that I was able to look at a problem and find a solution. This is what has kept me going throughout my career. I would say that problems are our friends because they help us innovate and we will never run out of problems that need to be solved! This is what I was looking for initially and this is what I continue to find daily.

You have achieved so much, often managing to study whilst holding down a demanding job. What drives you forward, and do you have a longer-term career objective that you are able to share?

What drives me is that I believe that everyone has a potential in them and if we do not exploit our potential we will always live below this level. I know that I need to continue to learn to maximise my full potential and therefore I am always excited about learning. I learn about other subjects too such as finance, marketing, law and medicine because I believe that is what my brain is for.In terms of career progression, I enjoy management and leadership so I would love to lead larger teams whilst continuing to look for solutions to problems at all levels. Working with a huge number of teams solving problems every day for instance as a CEO or on a board of directors.

I know that I need to continue to learn to maximise my full potential and therefore I am always excited about learning.

Which are the qualities that you consider to be essential to your current role at Rexel and which other ones, more personal to you, do you think have enabled you to excel at your job?

I understand that leadership is important. Sometimes we think that leadership only occurs when we manage people, but I believe we also demonstrate leadership when influencing others. Understanding this has helped my career at Rexel.

I like to recognise the potential in people and help them to be a better version of themselves whilst fulfilling individual, team and company objectives. I mentor my teams and I constantly tell them that they need to grow whatever age they are or whatever stage of their career they are in. I have noticed age and generation do not matter and people can blossom at any time. This continues to propel me as a leader today. A collaborative spirit means working with different kinds of people whilst being ready to work with anyone and using other people’s expertise to create opportunities.

Mentoring is a relatively recently recognised management tool. Did you benefit from any special encouragement whilst moving up the ranks and, if so, how has this influenced the way in which you reach out to those that you now mentor?

I have benefitted from internal and external mentorship. Sometimes I just reach out to people outside the organisation, and some accept whilst others don’t. In these cases, I am ready to pay for the experience because I know the true value of mentorship and understand that it requires time. This has been a game changer for me. I have also had formal and informal mentors. With formal mentors I have had sessions and with informal mentors I have reached out to them on social media referencing a particular challenge. The WTP programme has given me the opportunity to work with great leaders who are on the board of directors or who have worked in politics.

The knowledge and wisdom of these people is incredibly valuable. I have heard you can go far and see far if you stand on the shoulders of giants! And of course, you can go faster if you ask people who have already been in a particular situation. I push people to take advantage of mentorship because you can learn so much in just one session and this can save time and anguish.

I don’t think I will ever get to the end of my mentorship journey as I believe that in life you always need a mentor, a sponsor and a role model. You can learn from different people depending on your stage of life and career so CEOs can still have a need for mentors.

The knowledge and wisdom of people is incredibly valuable. You can go far and see far if you stand on the shoulders of giants!

How has being part of the Women Talent Pool (WTP) leadership programme impacted your way of thinking and management style? And why do you think it is important to network?

It has had a tremendous impact especially because I have understood about the VUCA (volatile, uncertain, complex and ambiguous) environment in which we operate. Deciphering complexities daily requires leadership skills. I didn’t think networking was so important and I now understand why strategic networking is necessary for collaborating and advancing my career by ensuring I have more impact inside and outside of the organisation. Personal relations help you understand why people think the way they do, what they are trying to achieve and how you can work together to achieve common goals.

As a young successful African woman how would you define diversity and how important do you think it is that this subject is actively brought out into the open in the workplace?

I think diversity should be at the forefront and not just be a subject of discussion. Diversity has so many aspects such as gender, race, age, background. It is important for leaders to understand all the different types, not just race and gender. We have been talking about the “Breaking the Bias” and the diversity of gender but as leaders we need to think of diversity of ideas for all our customers. We need to actively include diversity in decision making and to hire with diversity in mind.

In my team I have diverse groups represented. Diversity is a buzzword but there needs to be deliberate action. It can involve setting specific goals and objectives to engage and make diversity a reality. Rexel is very engaged in diversity, and I am proud of this.

Video edited by Tessa Robinson

Mechteld Flohil - Associate Director at Osborne Clarke

Tue, 12 Apr 2022 13:24:39 GMT

Interviewed by Linda Zenagui

Meet our WTP6 Alumna Mechteld Flohil. In this interview, Mechteld shared her views on how best to improve female representation at senior levels, fostering creativity in the workplace and what she believes to be common skills and traits of successful leaders.

You were appointed Associate Director at Osborne Clarke in 2020. Not everyone has a clear picture of what the legal profession entails. Could you describe your role and your typical day at work?

I work as a Deputy civil law notary in the corporate (M&A) department of the law firm Osborne Clarke in Amsterdam. I provide legal advice, assist clients with implementing legal structures, merge companies or transfer shares and all the actions that require the involvement of a notary.

On a typical day, I spend a lot of time on the phone and in my mailbox, exchanging emails with colleagues and clients, tax advisors and accountants. I also write legal advice and guidance notes. The advice can take the form of a notarial deed, which is executed before the notary (either in person or on the basis of a written proxy). A day at work can be quite diverse and dynamic.

You were appointed to your new position at the start of the COVID-19 pandemic. How did you adjust to your new role in such turbulent times and what methods did you implement to create meaningful relationships with your new clients or colleagues?

I was lucky to start my new position three months before the Covid-19 pandemic started disrupting our lives. As part of the notarial team, I was still allowed to go to the office during the lockdown. I was working from home one-third of the time. Being in the office was helpful to get to know and cooperate with my new colleagues.

Before joining Osborne Clarke, I had been working for 13 years at another law firm. It was quite a change to adjust to a new firm and position, especially given the context of the pandemic.

I found it easier to connect with my colleagues through in-person meetings. When this option was not available, video meetings were the second-best option. I also enjoyed meeting new people during training sessions organised by our firm.

According to a UK Diversity Report published in 2015, women outnumber men as associates and in legal support, but only 20% go on to become partners. In 2019, Osborne Clarke decided to redress the balance by putting their female lawyers first on its website for International Women's Day. Has Osborne Clarke implemented any other actions to achieve greater gender balance at all levels? And as a leader, what actions would you put in place yourself to improve diversity?

I believe that on a local level at Osborne Clarke, we are doing quite well, with three female partners. In 2021, the Netherlands adopted a new legislation to improve gender diversity on corporate boards, meaning that one third of the board positions of listed and large companies must now be held by women effective per 1st January 2022.

Despite this progress, sometime ago, I was made aware that some women with whom I’m connected on LinkedIn had changed their LinkedIn username to ‘Peter’. There are in fact more CEOs named ‘Peter’, than there are women CEOs. The change of name was a way to raise awareness of this sad situation.

I believe that positive discrimination can be tricky: by forcing woman candidates, it may be suggested that it is not the best candidate who is being proposed, leading to a weak support base. Since I became a mum last year, I noticed even more how much of a challenge it can be, to be a woman in a leadership position, both at home and in the office.

In my view, people are less likely to facilitate certain conditions if they didn’t have these conditions themselves. When at my previous work, a male associate asked for time off for the birth of his child, the partners were not so generous in providing this and kept noticing that they had also not been able to take time off when they became fathers for the first time themselves. Leaders must have a clear vision of the current situation and be aware that times are changing. They must provide an environment suitable to the current times. This can help to retain talent.

I don’t believe in a 50/50 situation where positions are by force equally shared by men and women, since skills and experience must remain the most important determinants to win and be hired in a position. However, people tend to hire people who look like them. Since men are taking up most of the leadership positions, they might be seduced by this bias and unconsciously prefer to hire another man. This is where positive discrimination can come in and be needed to help women to get a seat at the table.

Understanding and adapting to other people’s situation could lead to better work-life balance and would improve diversity at work. Parental duties can be shared by both parents and not always be picked up by the mother. This may be helpful in achieving greater diversity in top positions.

People are less likely to facilitate certain (flexible employment) conditions if they didn’t have these conditions themselves

How do you foster creativity in your role and organisation, particularly in such a competitive and regulated sector?

I use creativity in my job when it comes to problem-solving and see it as a way of presenting solutions. At Osborne Clarke, we also use playful ways of explaining solutions such as cartoons, designs or structured charts. We try to not just use words to make our ideas insightful and get a good understanding. We are always balancing the strict legal guidelines with the client’s desires, which are not always aligned. The client doesn’t always get their desired outcome. I try to be creative where possible, to suggest an alternative solution in order for the client to get the same result but within the framework of the law.

From all the mentors or leaders who you have met, what is the one behaviour, skill or trait that you have noticed to be the most common to make a great leader?

Great leaders can take in information in a very open way, being curious and interested. When they receive information, they do not put labels on the information but really listen to grasp and understand the underlining issues. A few weeks ago, there was a “Me Too” discussion in the Netherlands when allegations of sexual misconduct engulfed a popular Dutch TV talent show. It highlighted how a culture of permissiveness can allow issues to be ignored for years - even though the TV show management pretended to have put mitigation measures in place. Leaders must be able to listen and be aware of the culture of their organisation, since people might act differently in front of them. They need to be able to identify and treat the disease and not just the symptoms.

Leaders must be culturally aware and allow open communication. They must create a culture which is open to criticism and feedback. They must (endeavour to) be role models themselves.

Both male and female leaders are to be judged based on their merits, what they are providing to the company, bringing in more clients, giving the best legal advice, etc. Other key features are good communication skills and empathy.

Leaders must be aware of the culture of the organisation, be able to identify and treat any diseases and not just the symptoms

We would like to end the interview with a more light-hearted question. If you could pick a country where you could work several weeks a year besides your current location, which country would it be?

My partner is Greek and I would love to spend some time in Greece, although the language is very hard to learn. It is so different from Amsterdam which can be cold, grey, and not always sunny during the winter. The pandemic showed the possibilities to work in different locations. It may also offer a better work-life balance. For me, I would also have an extra push to learn Greek since my partner speaks the language to our baby and I do not want to be excluded from the conversation! (laughs)

Néné Maiga - CEO of Orange Botswana

Thu, 17 Mar 2022 15:00:19 GMT

Interviewed by Lin Peterse

Meet our Talent, Néné Maiga, CEO of Orange Botswana. In this interview, we talk about Néné’s career that has taken her all around the world, digital growth in Africa and the importance of curiosity.

Since 2016 you have been working in the Telecom industry and you have recently been appointed CEO of Orange Botswana. Could you share with us why you started your career in this field and how it brought you to your current position?

I graduated from a business school in France almost 10 years and that is when I started my career. I quickly became convinced that the future for me was in Africa. There were so many opportunities on the continent that I needed to go back.

I went to Cameroon as a Financial Controller. We had very fast growth in the pay-TV industry and so I also had an opportunity to work with the marketing and sales teams.

After a couple of years, I got an offer from Sonatel in Senegal. Sonatel is the leading telecommunications provider in Senegal and West Africa. I was asked to work in sales, which was an exciting career step for me as I wanted to learn more about this field. The job had two components. One was very analytical about segmenting, targeting and animation. The other one was more about meeting people and working with the sales team. It was a very exciting time in my life as I had the opportunity to visit many places, cities and villages in Senegal. Moreover, I learnt so much about business and day-to-day life in that part of Africa.

I then received another offer, this time from Orange Finances Mobiles based in Mali, the country from where I am originally, as a CEO. When I was contacted, I thought for a few seconds and then realised that I could not refuse this opportunity, so I packed my stuff and moved from Senegal to Mali.

After a couple of years, I was contacted once again by the CEO of Orange Middle East and Africa. He invited me to work as his Chief of Staff. Since the job sounded very political, I was not sure about my skillset and I was very happy with my job in Mali, so I refused the offer. However, soon I realised that it was a unique opportunity to learn from a major player in the industry, work on the group strategy and grow my network. Hence, I called the CEO again and accepted the position. I had to move to Paris and then to Morocco. It was an eye-opening experience, and I learnt a lot about the group strategy, transforming the continent in a positive way and investing in our networks and our people.

I was lucky to be able to work on some specific projects. For example, I contributed to the group’s Engage 2025 strategy, where we put a huge focus on digital inclusion and environmental protection. I also led a project which was about bringing back talents to the continent and making sure that going forwards we keep on providing new services that meet the future challenges and deliver excellent customer service. The very last project I worked on was related to gender parity.

I think in our industry, we are one of the companies with the highest number of female CEOs. I'm happy to be a part of that list. In September 2021, I was appointed by the board of Orange to be CEO in Botswana, so I left Morocco for Botswana. Botswana is a lovely place with the nicest people you can imagine.

Could you tell us more about the projects of Orange in Botswana and describe your daily work more broadly?

My day-to-day life is similar from Monday to Friday. I wake up very early. I go to the gym as often as I can. Once I get to the office I work and then have several meetings with my teams.

Today we have the fastest network in the country, and we want to keep providing outstanding service to our customers. We also focus a lot on digital, because we think that the future for us is in being a multi-service operator, leveraging our assets to bring useful innovation to our people and making sure that in the coming years we become one of the best places to work.

You have lived in many different countries including Mali, Senegal, Cameroon, France and Botswana. How have these experiences contributed to your professional and personal growth?

Mali, France, Cameroon, Senegal and Botswana are all wonderful places. I think that I owe a lot to every single one of these countries in terms of how I have grown as a person, what I have learned and the fact that I'm not afraid of trying new things or of being wrong.

I think that I owe a lot to every single one of those countries in terms of how I have grown as a person, what I have learned and the fact that I'm not afraid of trying new things or of being wrong.

Africa is experiencing growth in the digital sector which is contributing to the development of the continent. What has been the impact of your current and former positions on the development of the continent and why is it important for you?

Digital is a huge opportunity for Africa. It is an opportunity to have the latest technology at almost the same time as every other continent, as well as become the owner and maker of our own digital.

I do believe that in the coming years we will be producing our own technology and will be shaping our continent to build a future that is filled with inclusive growth everywhere for everyone: no matter whether you live in a village or a big city.

What motivates me every day is the belief that digital has the potential to transform our society for the better.We're making it easy for our customers to communicate, manage their finances or work from home. We are helping agriculture become more efficient all over the continent. All of these things can lead to huge change, and I am very happy to contribute to this transformation.

What motivates me every day is the belief that the digital has the potential to transform our society for the better.

You participated in the 6th edition of the Women Talent Pool Leadership Programme. Why did it seem the right moment for you to take part in such a programme and what were the key takeaways?

Today we still don’t have enough women in management positions. Women do not lack the hard skills, but they sometimes lack information: that is why female leadership programmes are very important. It is great that in this environment we can talk to other women, share experiences, and have positive role models and mentors.

During my time on the WTP Programme, I was very happy to meet women from across Europe, working in different fields and for different companies. This gave me an opportunity to share with others about my career and grow not only as a person but also as a leader in my industry.

It is great that in this environment we can talk to other women, share experiences, and have positive role models and mentors.

Female empowerment is a critical priority for Orange, with initiatives in place such as The Women’s Digital Centres and The Hello Women programmes. How does this commitment to gender equality and inclusion impact your daily work?

I am proud to say that my direct team has almost reached gender parity. The work we do with the Women's Digital Centres is something I care a great deal about. The aim of these Digital Centres is to empower women, to give them the basic ICT skills they need to be able to better manage their businesses. You don't have to have a specific background or studies to access these centres. We equip women with tablets, computers, servers, and provide training. The goal is to make sure that they gain the skills needed to make a living. Sometimes we also give financial help to women who are ambitious and who present outstanding projects.

We like to close our interviews with a question from the Proust questionnaire. The one we have chosen for you is: what is your most marked characteristic and how do you think it has helped you in your career?

I think that my most marked characteristic is curiosity and always asking why. Curiosity opens so many doors in this universe, and the more you learn, the more you realise that you have even more things to learn. The more you meet and talk to people, the more you create the networks that help you grow and become a better person.

We cannot progress or grow alone. That is why it is important to have a support system, peers and mentors and, to be able to talk to them and share your worries, your questions.

Curiosity opens so many doors in this universe, and the more you learn, the more you realise that you have even more things to learn.

Jiaojiao Wang - Pricing Director at Rexel

Thu, 10 Mar 2022 15:37:40 GMT

Meet our WTP 6 Talent Jiaojiao Wang, Pricing Director at Rexel France. In this interview, Jiaojiao talks about how living in different countries has contributed to her personal and professional development, her move from telecommunications to the energy sector and some thoughts and reflections that she would like to share with other women.

Could you tell us more about yourself, and in particular your current position as a Pricing Director at REXEL?

I was born and grew up in Shanghai, China, and came to France to study after my Bachelor’s Degree as part of a student exchange programme. I began my career working as a Management Consultant and got a chance to travel to many different countries, such as Spain and the UK.

I joined Rexel France in 2018 to lead a transformational programme before being promoted to Pricing Director last year. My current position has been a big challenge for me. I am still leading the deployment of the transformational programme whilst at the same time managing a new operational team. This new team implements the price changes from our suppliers, then optimises our own pricing structure in order to find a balance between profitability and attractiveness.

The scope of my work and my responsibilities have changed quite a lot: I was previously managing 2 analysts and now I have a team of 13 people! The challenge is to listen to each individual, understand their needs and priorities and try and motivate everyone as a team.

The challenge is to listen to each individual, understand their needs and priorities and try and motivate everyone as a team.

You have a very international background, having studied in Shanghai, worked in London and now are back in Paris. What did you learn during your time abroad and is there anywhere else you would like to live in the future?

I have always been curious about things I don’t know, and I have always been keen to explore different horizons, which has brought me to different countries. I can still remember my first day in France when I understood only three words: Good morning, Goodbye and Thanks! This was a really steep learning curve. I studied very hard and forced myself to socialise with my classmates. Later, when I found myself working in different countries, I had to learn to adapt to a wide range of cultures and ways of working. For example, in London when I worked for BT, even though I was very good at my job, I realised that I needed to improve my communication skills. I took classes with an actor to improve my oral presentation skills and my mastery of the language. I’ve especially learned a lot from difficult experiences; I feel that I have more empathy and more maturity than I did before.

I’ve especially learned a lot from difficult experiences; I feel that I have more empathy and more maturity than I did before.

You have a diverse background in Telecommunications. What first attracted you to this sector and what inspired you to then make the move to Energy?

I have always been very interested in maths and technology, and this encouraged me to major in Telecommunications at University. Having always been interested in learning new things, I chose to work as a Management Consultant to learn about different aspects of business. I worked on a range of projects from market research, pricing, sourcing, manufacturing, distribution and telecommunications. When I moved back to Paris, I was ready for a new challenge, and I was especially looking for a new strategic sector, such as the environment. I was really happy when I joined Rexel France in the Energy sector. The position I took requires experience in leading transformational programmes and so my previous experiences fit perfectly.

You are taking part in WIL’s 6^th edition of the Women Talent Pool Leadership Programme. What have you most enjoyed about this programme and what has been your fondest memory so far?

I was lucky to be chosen to join the programme. One of our leaders at Rexel, Nathalie Wright is a WIL Europe Member, and at the time when I received my promotion, our HR Department told me about WIL and the programme and encouraged me to apply. I wanted to improve my leadership skills and so I jumped at the opportunity.

I enjoyed every aspect of the programme. I learned a lot from the workshops and benefitted from personalised advice during the mentoring sessions, and of course, got to know so many wonderful women

What I appreciated the most were the mentoring sessions, which, due to logistical problems, ended up being for me one-on-one discussions, and which meant I could really ask a lot of questions and bring up real-life difficulties I was experiencing in order to ask for advice. This was very beneficial for me!

As you grow in your career, what would you most like to share with other women?

Thanks to the WIL Talent Pool Programme, I have been thinking a lot about female leadership. As women, we have to stay true to ourselves. We need to know what we really want, and what we are ready to fight for. We have so many different roles to play, both professionally and personally. We have many different choices to make. Once we make these choices, we should not let stereotypes stop us. I would also like to say: don’t fight alone, and never hesitate to search for support. We can only go far if we are supported by others.

As women, we have to stay true to ourselves. We need to know what we really want, and what we are ready to fight for.

How do you nourish your mind outside of the office? Do you have any podcasts/books/ blogs/social media pages/activity ideas to recommend to our readers?

I love to read and I love to travel. My latest discovery is the Shardlake Series of books. These are seven Detective Stories that take place during the reign of Henry VII. These stories allow me to dive into Mediaeval England and it is fascinating to read about how people at the time struggled to live through the political turmoil. I enjoy the stories whilst learning about English history!

Video edited by Dovilė Bogušytė

Angélique Pichon - Group FP&A Manager for Europe Zone at Rexel

Tue, 01 Mar 2022 07:33:56 GMT

Interviewed by Juliana Cantin

Meet our WTP6 Talent Angélique Pichon, Group FP&A Manager for Europe Zone at Rexel. In this interview, we discuss the personal qualities needed to succeed professionally, challenges during the COVID-19 pandemic and Angélique’s passion for nature and mountains.

Rexel provides B2B energy solutions so you must be extremely busy in the current eco-political context. Could you talk briefly more about the organisation and your own role within the company?

Rexel is a French group present in 24 countries, listed on the Paris stock exchange and dedicated to the distribution of electrical products & services. We operate as an intermediary supplying installers of electricity in the residential or commercial sectors. We are currently very busy with the global situation combining strong demand due to post-COVID recovery and the trend to electrify everything within the context of product shortages and inflation.

I am Group Financial Planning & Analysis Manager for the Europe Zone. Belonging to the corporate finance team is very exciting since it is multidimensional and requires working with a great diversity of stakeholders. Our day-to-day is made up of multiple contacts with subsidiaries to analyse and understand the performance of the various regions and to support them in reporting tasks, and then to challenge their results in comparison to targets.

Which are the personal qualities that you rely on most to succeed professionally?

I believe that strong positive energy and enthusiasm are key qualities to succeed professionally, combined with determination and resilience. I would even say that these qualities drive leadership, since people who feel good within their team will give their best and this is so important when operating in a fast-paced and demanding environment as we do. As a student, I lived in Canada and I learned to appreciate the positive attitude of the people there.

I believe that strong positive energy and enthusiasm

are key qualities to succeed professionally,

combined with determination and resilience.

Would you say your skills in financial planning and auditing are transferable to other areas of business?

Absolutely! Both these functions require curiosity and the ability to build strong relationships with others. Obtaining the right information is the key to bringing added value to your analysis. Adaptability is also a must-have when working in a multicultural environment and I have experienced how other cultures sometimes ask and reply to questions in a very different manner. Finally, analysis and synthesis can be used in several areas as support for the rationalisation of complex matters.

What have you found to be the most challenging aspects of the pandemic and how have you coped with managing your team at a distance?

For me, the most challenging aspect of the pandemic was the stopping of face-to-face interactions. I am an expressive person who gains energy to move forward from exchanging with people so, at first, I found it terrible to be working from home 100% of the time.

I dealt with the situation and managed my team by keeping in very regular contact, just as I would have done while being at the office or during a coffee break. I used the camera when we talked on Teams to maintain eye-to-eye contact. I also tried to continue sharing with my team the guidelines and information on the challenges we were facing on a larger scale, including discussions with management or with other departments. I saw these as pillars to keep them on board and to maintain the link with me and the rest of the company.

You are one of the participants in the 6th edition of the Women Talent Pool (WTP) Leadership Programme. Could you tell us what it brought to you personally and professionally?

Participating in the WTP Leadership Programme has been a real opportunity for me to reinforce my self-confidence whilst reflecting on me, my career path, and what being a leader means.

The programme has been perfectly well-balanced between workshops to provide practical tools such as public speaking, balancing risk and opportunities, and building your personal brand which is a concept that I had not reflected on before. I do my best to keep these in mind to improve my communication style and the way I make decisions every day. If I were to retain just one single word, I would go for “Dare!” which came from one of our speakers. It will remain the ultimate call for action for me to believe in myself and to grow during the journey ahead.

The career development sessions in smaller groups allowed for deep and personal exchanges with both peers, young women aspiring to grow professionally, and senior female leaders. It was an exceptional time to take a step back and reflect on the situations we were facing. It was great to see that others had similar questions as me. I have kept in touch with some of my peers and hope that we continue to do so after the programme ends.

Participating in the WTP Leadership Programme
has been a real opportunity for me to reinforce my
self-confidence whilst reflecting on me, my career path,
and what being a leader means.

Which societal issues do you feel passionate about?

There are many topics that are close to my heart in the current debates. As someone who is passionate about nature and more specifically about mountains, I feel strongly about the global challenge of climate change and particularly the melting glaciers. I am very aware of this because I come from the region of the French Alps. Climbing the Mont Blanc last summer and regularly hiking has made me realise how fast glaciers are receding. I deeply believe that we need to think globally about the energy we use. For me, the meaning of history is not to revert to the old times but to use human intelligence to create, develop and operate sustainably. International travel and exchanges are key for humanity development so stopping them would mean going backwards. But we must collectively put all R&D efforts into finding the right technologies to save our planet whilst not disconnecting humans from each other.

We must collectively put all R&D efforts into finding
the right technologies to save our planet
whilst not disconnecting humans from each other.

Video edited by Dovilė Bogušytė

Tatiana Chernyavskaya - Industrial Development Expert at UNIDO

Tue, 15 Feb 2022 10:52:34 GMT

Interviewed by Anel Arapova

Meet our Talent, Tatiana Chernyavskaya, Industrial Development Expert at UNIDO. In this interview, she talks about the rising trend of environmental activism, the role of gender equality in achieving the Sustainable Development Goals and Paris Agreement Goals and redefining leadership as an important aspect of inclusiveness and empowerment.

You have extensive experience working for various structures within the United Nations. Could you tell us more about your career journey and what your current role as an Industrial Development Expert at the United Nations International Development Organisation (UNIDO) entails?

My journey in the United Nations started in 2004 when I joined the UN Economic Commission for Europe (UNECE) as an intern in the Trade and Timber Division. After the internship, I joined the Gender Advisor of its Executive Secretary, which allowed me to contribute to the Beijing +10 conference. Personally, it was very inspiring to see how Eastern European and CIS countries were approaching the matter of gender equality and giving women a greater role as powerful participants in economic development.

During my 17 years working in the UN system, I also worked in UN University which is headquartered in Tokyo, Japan. It was truly a great opportunity for me to engage with research on the UN sister agencies and contribute as a Research Associate. My work has mainly focused on how the 2008 financial crisis affected economic development and the environmental agenda.

I first came to UNIDO as part of a project focusing on public private partnerships for infrastructure and sustainability to contribute to a regional programme on technology foresight and innovation. That work gave me an opportunity to learn about the key activities of the Organisation and how industries can contribute to economic growth and development. It was what brought me to the UNIDO Headquarters in Vienna, Austria.

Currently, I am working as a Project Coordinator of the EU4Environment programme. Founded by the EU, the programme is dedicated to greening the economies of six Eastern Partnership countries. Particularly at UNIDO, this comprehensive programme is responsible for circular economy and new growth opportunities. This allows us to work directly with small and medium-sized enterprises to help them achieve higher resource efficiency, as well as their sustainability goals.

A significant portion of your work is centred around questions of sustainability and the environment. What are the biggest current trends and challenges in the field? At UNIDO, what do the intersections between international development and sustainability topics look like?

Environment and sustainability issues definitely have become top priorities in recent years. It will not be news to anyone that most issues are centred around decarbonisation. The Paris Agreement has highlighted that responsibility does not only lie with industries, but also various sectors like transportation and energy.

One major aspect that cannot go unnoticed is that more and more trends are not only driven by policy or frameworks but by people’s behaviour. There is a rising movement of environmental activism, calls for more ethical consumption, and a change in the global vision for our world. Another trend related to industries is the focus on supply chains as critical elements in the agenda.

Moreover, all of this is now linked to digitalisation. While providing impactful tools for services, it allows us to be less dependent on many established patterns that have historically negatively affected the environment.

My daily work consists mainly of informing and building the capacity of stakeholders to introduce these new trends in their processes and translate them into tangible actions. Across industries, all the tools are available to bring profitability and sustainability together. Now, since we see that economic growth cannot go without serious environmental considerations,: ESG criteria and circular economy are becoming the driving forces for change in industries.

If we continued developing at this pace, we would need three planets by 2050. That is why sustainable instruments and decisions are at the core of economic development.

If we continued developing at this pace,
we would need three planets by 2050.
That is why sustainable instruments and
decisions are at the core of economic development.

You coordinate the EU4Environment programme in Eastern Partnership Countries. Could you tell us a bit more about the programme and its main objectives? Since its launch in 2019, what notable milestones have been reached?

EU4Environment is a programme that unites several UN Agencies, the OECD, and the World Bank with the main goal of incorporating environmental matters into the heart of policies, decision making, economic and development agendas of six EU neighbouring countries: , Armenia, Azerbaijan Belarus, Georgia, the Republic of Moldova, and Ukraine.

All partners of the programme bring their own unique knowledge and agenda, which are combined to look at different aspects of sustainability in the Eastern Europe region. In particular, UNIDO’s work is driven by its mandate to inclusive and sustainable industrial development. We work directly with enterprises promoting resource efficiency, greener production, and new opportunities stemming from a focus on circular economy.

In 2020 and 2021, we had to go through quite a rapid transformation in order to continue showcasing efficient use of resources to enterprises in the countries. Nonetheless, due to the digital tools put in place, we could use them as another instrument of interaction.

Regardless of the challenges, I am very happy to admit that enterprises have continued to accept and support the green agenda as an issue of high importance. The crisis has also helped a lot of them see that sustainable practices add resilience and efficiency to daily business operations.

In your opinion, what is the role of gender equality in achieving the UN Sustainable Development Goals (SDGs) and Paris Agreement Goals?

There is no doubt that gender equality is a very important aspect of development. Gender equality is at the core of SDG 5 and the reason for that is quite simple: we cannot speak about development if we exclude half of the world population.

Moreover, when coupling gender equality as presented by the UN and the goals set by the Paris Agreement, two things can be highlighted. On one hand, it is imperative that we speak of the impact that climate change has on rural areas where women are the main caregivers. On the other hand, due to our unconscious biases, we often exclude women from important decision making when, in reality, their differentiated perspectives give key insights into how the issue might be tackled.

At the core of this is education. In particular, STEM fields are sometimes thought of as not attractive to girls and women. For issues related to climate change where innovation and technology play such an important role in finding a solution, the inclusion of women becomes a defining factor. In my opinion, to see positive change in our efforts to mitigate climate change, women’s opinion and role in decision making need to not only be considered, but also made more visible.

Gender equality is at the core of SDG 5 and
the reason for that is quite simple:
we cannot speak about development if we exclude
half of the world population represented by women.

You are a participant in the 6th edition of the Women Talent Pool Leadership Programme. What were your motivations for joining and has anything you have learnt whilst on the programme surprised you?

I was interested in leadership concepts from an early age. In school, I would easily take on different leadership roles and responsibilities. However, for some reason, leadership and my work did not coincide until I started reading more on the topic of professional development. WTP’s 6th edition became a great trigger for me to start considering leadership as a norm rather than a separate and unreachable domain.

The first surprise came to me at the programme’s opening. During her speech, Petra De Sutter spoke of leadership as an internal power to bring people together and inspire each other with openness and ease. She was very articulate when speaking about the internal barriers that we tend to create for ourselves over becoming leaders, not only in professional teams but also within families and social groups. What struck me as interesting was the reframing of leadership as a tool to empower people from within.

During the programme itself, the variety of sessions on personal development, acceptance, and mindful decision making was a pleasant discovery. It showed me the importance of soft skills that we have a tendency to disregard in our education and professional development. For me, this helped me redefine leadership as an important aspect of inclusiveness and empowerment.

WTP’s 6th edition became a great trigger
for me to start considering leadership as a norm
rather than a separate and unreachable domain.

You are currently based in Vienna, Austria. What attracted you to the city and what are your favourite things about it? What does a perfect day there look like for you?

Coming here to work for UNIDO, I was pleasantly surprised by how welcoming Vienna is. I consider myself very blessed to be given this opportunity since Vienna is an absolutely beautiful city where music and cultural heritage are represented all around you.

Vienna has an ideal location with the mountains and the seaside all being only a few hours away. There are so many festivals and events that cater to families with kids. Learning German obviously helps a lot when it comes to integrating into the city and discovering all it has to offer.

A perfect day for me would start with a brunch at the Naschmarkt where you can find anything from fresh produce to oysters with champagne. It could be followed by a leisurely walk either through the old centre or around the parks surrounding the city. A highlight could be the City Park (Stadtpark) which has a very beautiful pond with all sorts of birds.

In the afternoon, one can choose an activity close to one’s heart. For those looking for a hiking opportunity, the famous Wiener Wald (Vienna Forest) and vineyards in the 18th and the 19th districts could be a great challenge to take on. In the evening, the State Opera can be a great choice for music lovers.

Video edited by Dovilė Bogušytė

Carole Stiegler - Sales Director at Orange

Thu, 13 Jan 2022 11:05:19 GMT

Interviewed by Linda Zenagui

Meet our WTP6 Talent Carole Stiegler, Sales Director at Orange. We talked about how to become a successful leader in high demanding positions while still being able to take time off for the family, and why developing trusting relationships is so important for career success.

In 2019, you were promoted to the position of Large Account Sales Manager at Orange Business Services (OBS), the branch of Orange, the biggest French operator. Could you tell us about some of your biggest milestones during your time there?

When I joined OBS in 2019, I worked with my teams to undertake two main tasks. First, we modernised the core business to maintain our clients’ loyalty. This involved developing key strategic activities for Orange such as those around data, cloud computing or cyber defence and having our teams of key account managers implement innovative strategies focused on our pool of large accounts customers. We now systematically put in place strategic committees to facilitate high-level discussions with our clients.

Second, I redefined the teams’ scopes to enhance their motivation.

Stepping into a role as a team leader is both challenging and exciting. What have you done to strengthen your leadership competencies and ability to handle demanding jobs?

When I took my position, I wanted to inspire my teams by switching from being just a manager to being a leader. I try to give as much autonomy to them as possible whilst supporting them to achieve their goals. I act as a coach for them and I always make sure their efforts are rewarded.

When I took my position, I wanted
to inspire my teams by switching
from being just a manager to being a leader.

In 2020, when COVID-19 hit, OBS had to meet the most urgent needs for digital services. With hospitals in search of better connectivity and people switching to teleworking, OBS teams had all hands on deck. How did you manage to keep your colleagues motivated and energised during such intense times?

With the arrival of Covid, we faced a unique situation overnight: all of our clients needed better connectivity. At the very beginning of the first lockdown, I had to implement new strategies for keeping in touch with my teams, one of which was introducing daily calls with them.

These daily calls had several benefits. First of all, it allowed me to gain a better understanding of the challenges my teams were facing. Daily calls were also useful to brainstorm and come up with creative ideas to overcome these challenges. Finally, since we were all working from home, we used this time to reconnect with each other and ensure that we still feel close. During the particularly intense times, I had to manage the stress within the teams. I needed to be calm, peaceful and collected to handle the situation properly.

More than a year and a half after the first lockdown, we are still reinventing the way we work. We obviously can not go back to the old system. Where I work, people have embraced a “hybrid work model” where half of the team work from home and the other half is in the office.

We were lucky to have support from the company to provide employees with specific training on the new ways of working and the management of stressful situations.

Managing teams can be stressful, especially when remote work is a “new normal” and every day might feel like an endless marathon. How do you maintain a healthy work-life balance and manage to reconnect with joyful things in life?

I have two sons and I do not want to have to choose between my work and my family. Finding the right balance is indeed one of the main challenges I face; however, I have implemented a few golden rules.

While I am at work, I stay 100% focused on my job and my teams. However, I disconnect from work during the weekend. I know it can be tempting to check your emails during your time off but it is not a healthy option in the long term. I also enjoy listening to music with my sons and completely unplugging from work when I am spending quality time with them.

I am lucky to be working in a company where I have the autonomy to manage my workload. There is trust with my managers. I have goals to achieve but I can manage my time flexibly. As such, I believe I have found the right balance now.

I have two sons and I do not want to
have to choose between my work and my family.
Finding the right balance is indeed
one of the main challenges I face; however,
I have implemented a few golden rules.

You are the participant in the 6th edition of WIL’s Women Talent Pool leadership programme. What led you to join the programme and what do you think are the main challenges and opportunities for the next generation of women leaders?

I am delighted to be a part of the WTP6 programme as it allowed me to meet very inspiring women and learn new things.

For instance, we recently had a Career Development session where I learned precious time and career management techniques. Even though all participants have high-responsibility positions, we all walked away from the event with ideas on how to manage better our work-life balance. Through the programme I also had the chance to take part in workshops, which have been inspiring to get a helicopter view of my skills and learn how to develop them.

As for the future challenges women will face, I do not believe there will be fundamental differences. Women will still need to demonstrate great abilities and knowledge to handle high-responsibility jobs.

If you could share just one important professional or life lesson that you have learnt over the years, what would it be?

Building trustful relationships with stakeholders is a long process, but an important one. If I could share one life lesson I have learned over the years, it would be to stay committed, be brave and be honest in building long-term, trusting professional relationships. My advice is to always say the truth, as people appreciate honesty in others. Finally, never stop building your network. I, myself, still have strong ties with former colleagues and clients, and this has been important for me.

If I could share one life lesson I have learned over the years,
it would be to stay committed, be brave and be honest
in building long-term, trusting professional relationships.

We like to close our interviews with a more fun question: What will be your first holiday destination once all travel restrictions are lifted?

I would definitely go to Italy. I love this country, it is “dolce vita” with the rich culture and exquisite food. I am sensitive to environmental issues, therefore, I would go to Italy by train. Genoa and Turin are the two cities I would like to visit as soon as possible.

Rita Verderosa - Senior Investment Manager Technology Transfer Fund at CDP Venture Capital SGR

Wed, 05 Jan 2022 08:34:52 GMT

Interviewed by Hajar el Baraka

Meet our Talent, Rita Verderosa, Senior Investment Manager of Technology Transfer Fund at CDP Venture Capital SGR. In this interview, she talks about how her strong academic background has helped her in her career, what changes are needed for investment firms to become more diverse and why she is passionate about empowering girls

You have an impressive academic background having obtained a Bachelor’s degree and three Master’s degrees in Finance and Economics. How does having such a strong academic background help you in your current position?

Studying is fundamental for every job or position, even more so for technical jobs like mine. A strong academic background makes it possible to solve critical problems during our daily work. When I started my professional career, my academic background helped me overcome barriers. It gave me critical thinking and hard skills without which I could not do my job. Of course, soft skills are also very important for working in a company. These soft skills could include empathy, the passion you put into your job and the capacity to understand other people.

What does a typical day look like at your job as a Senior Investment Manager at CDP Venture Capital SGR? What makes you proudest to be where you are today?

I deal with the screening, analysis, evaluation and selection of technology transfer funds characterised by a clear value proposition and go to market strategy.

Typically I schedule analysis and due diligence meetings with potential fund managers to select the right people whom to give money to invest in suitable deep tech startups. I also deal with the negotiation of fund rules, in terms of quantitative metrics and governance principles.

The final aim is to boost the Italian technological ecosystem – launching funds means launching new startups and it leads to more job opportunities. I am proud of having a real impact on the economy and creating real value in the marketplace.

I am proud of having a real impact

on the economy and creating real value

in the marketplace.

CDP Venture Capital SGR is committed to accelerating the marketing of high-tech intellectual property via its Technology transfer funds, on which you are working. Can you tell us more about why this work is so important? How do you recognise whether research is worth investing in and how do you transform it into a profitable product?

The Technology Transfer Fund managed by CDP Venture Capital SGR is a multi-compartment fund. We invest directly in pre-seed projects and indirectly - throughout fund of fund facility - financing fund managers who invest in deep tech startups. On the one hand, the aim of the tech transfer fund is to finance intellectual property and derive value from research activities in Italy and all over Europe. Research is the pillar and the source of every type of innovation and intellectual property. In a preseed stage, it’s very difficult to understand if a specific type of research is worth investing in or not. For this reason, we invest in the proof of concept stage (PoC), which is the first laboratory evaluation of the technology; if the PoC is positive, we invest further in seed and early-stage rounds.

On the other hand, there are the tech transfer funds financed by us, that could take a look at PoC and early-stage projects that have already been financed, to invest in furtherly.

Our main aim is to invest in the scale-up of these targets.

A study from Bella Research Group and the John S. and James L. Knight Foundation found that investment firms owned by women and minorities manage just 1.3 per cent of the investment industry’s 69$ trillion assets in the US despite being overrepresented in the top quartile of performance. In your view, which changes are needed for the industry to become more diverse and what happens when they do?

In my opinion, women need to have more confidence in their entrepreneurial skills. This should become the new normal. We should no longer be surprised by the results achieved by women, for example, them entering C level positions. A lot of stereotypes would then finally be erased because we would see that women generally are doing well in their jobs and that prejudices are a cultural and social issue.

This should become the new normal.
We should no longer be surprised
by the results achieved by women,
for example, them entering C level positions.

You are one of the participants in the 6th edition of WIL’s Women Talent Pool Leadership programme. Can you tell us why you wanted to participate and what have you gained from this experience?

When I was informed about WIL’s Women Talent Pool Programme, I was very excited because finally, I had found a serious programme dedicated to the training and promotion of female leadership targeting young women. I had never before participated in a programme focused on women’s leadership, particularly coming from a world fully dominated by men in C level positions. I have really appreciated the entire experience. It has been a nice discovery that has changed me in many aspects: I have had the chance to network with diverse women from different sectors and backgrounds.

You have been volunteering for more than four years at a school providing an educational and cultural point of reference for female students. Why is it important for you to work on empowering girls through education and how can this lead to achieving gender equality?

During my university studies, I lived in a female college recognised by the Italian Minister of Education, University and Research, where I received a complete education also with reference to soft skills. My role was to be a mentor for young ladies and to work on their empowerment. Based on my experience, one of the major difficulties girls face is feeling underestimated and the fear of doing something wrong. I think it’s really just a cultural issue and, by supporting young girls, we can build the future of female leadership.

Video edited by Dovilė Bogušytė

Cecilia Mazzocchi - Deputy General Counsel at Capgemini

Tue, 30 Nov 2021 10:44:10 GMT

Interviewed by Hanna Müller

Meet Cecilia Mazzocchi is Deputy General Counsel at Capgemini and the participant of our Women Talent Pool Leadership Programme. In the interview, she discusses making career success a reality, how to bounce back from failures and the impact of having inspiring mentors around you.

You have been Deputy General Counsel at Capgemini Italy for more than 10 years now. What does your day-to-day work look like? Were there any key factors which led to you getting to where you are today?

At Capgemini Italy, we are a small legal team of four people. I work mainly with the financial services market units - banks and insurance companies - and with what we call the CPRD market unit which refers to consumer products, retail, and distribution. As you can imagine, this business is crucial in Italy since we deal heavily with fashion, food and beverage companies.

It was my passion for work that led me to where I am today. I fear neither hard work nor pressure, even in tough situations. I keep a cool head, try to keep in control and maintain team spirit.

Can you tell us about your career path; how did each role lead you towards your current position? And did you plan your career strategically?

Since the beginning of my career, I have worked for Capgemini twice. The firsttime was just after I graduated. It was a very exciting moment because we were in the middle of the integration process after the acquisition of Ernst & Young.

After I passed my bar exam, I decided to work in a law firm to experience a new profession and role. I nevertheless stayed in touch with my former boss from Capgemini and I also kept working with them as an external consultant. I think that every lawyer should have experiences both as in-house and in a legal firm, because it gives you a wider picture and allows you to choose properly what fits you better.

In fact, after some years at the law firm I came back to Capgemini as I was fascinated by the process of following a deal from A to Z, in all its phases and from all angles, not only legal but also from a delivery and business perspective. I cannot say that I really planned my career strategically, I just tried different approaches and followed my interests. In my opinion, being passionate is the best way to achieve career goals.

I cannot say I really planned my career strategically,
I just tried different approaches and followed my interests.
Being passionate is the best way to achieve career goals.

Gender diversity is a critical priority for Capgemini. What are some of the company’s initiatives to provide equal growth opportunities and favourable working conditions for all employees?

In our case, gender diversity works the other way around, since we are an all-female team. Still,I would like to share my personal story. The second time I joined Capgemini, I found out I was pregnant. We had not signed the contract yet and I expected some difficulties in formalising the employment because of my pregnancy. Quite on the contrary, Capgemini was afraid I would not want to join them anymore!

Having three children has not prevented me from continuing my professional path. On the one hand, companies must create equal opportunities for all, but on the other hand, employees must organise themselves adequately to be able to do their job. I wish we heard women saying less often, “I had to choose children or work”. Both the employer and the government must provide all necessary tools and support to allow women to do both.

I wish we heard women saying less often,
“I had to choose children or work”.

Both the employer and the government
must provide all necessary tools and
support to allow women to do both.

Who or what inspired you in your career path to get to where you are today and who are your current role models? Should every aspiring leader have a mentor?

It is important to have a mentor, because even in a leading position the exchange with competent people allows you to see things from a different perspective and to change your mind. All my bosses have been an inspiration to me and have always pushed me to do my best. Beyond that, I am absolutely fascinated by the women I have met during the Women Talent Pool Programme, especially my mentor, Magdalena Hauptman. They are a real source of inspiration for me.

It is important to have a mentor,
because even in a leading position
the exchange with competent people
allows you to see things from
a different perspective
and to change your mind.

Sometimes things just do not work out the way we want them to. What have you learned from those times in your career when things have not gone as you hoped or expected?

This is not new: we are going through tough times. We must cope with a heavy workload and cannot commit our time for trainings or networking, at least not to the extent we would like to. What I do is to try and simplify complex situations. A certain amount of pressure is important to stay motivated and productive, but too much can lead to stress. I break down each project into small assignments: in this way, I understand if I can timely manage all the projects or if I need additional resources to complete the work. I am convinced that every failure, if processed, leads to professional growth. I have always learned a lot from my mistakes. This is a good method to deal with professional failures, to understand what one has done wrong and how to react in a positive way.

I am convinced that every failure,

if processed, leads to professional growth.

I have always learned a lot from my mistakes.

What advice would you give your younger self or other aspiring female leaders?

Do the things you like, do them with passion, study, challenge yourself. Don't be lazy. Decide where you want to go and create the necessary path to pursue your goals, and above all, do not be discouraged by failures. We are always reluctant to admit our weaknesses, but we must face them to solve them, if possible, or to find a way to transform them into success.

We like to close our interviews with a question from the Proust questionnaire. The one we have chosen for you is: what is your current state of mind?

From a professional point of view, I am excited because we are going through a major integration process that will help us grow - many challenges but also many opportunities.

From a personal point of view, I am constantly on the move. I have decided to take up my old passions of tennis and sailing again, which I had put away for a while to focus on work. I have discovered that, despite my age, I can do everything well, maybe even better than when I was younger.

Video edited by Dovilė Bogušytė

Mariana Kopecká - EMEA Supply Assurance Manager at Lenovo

Tue, 26 Oct 2021 10:45:24 GMT

Interviewed by Aurélie Doré

Meet our Talent, Mariana Kopecká, EMEA Supply Assurance Manager at Lenovo. In this interview, she talks about what makes her so passionate about her job, why education should be at the core of all gender equality policy, and her desire to strengthen a networking tradition among women. She also shares her tips on how to maintain a healthy work-life balance.

Can you describe your current role as EMEA Supply Assurance Manager at Lenovo? Why you are so passionate about it, and could you share with us one of the major projects you have supervised?

I am leading a team of specialists in the technical field, which supports the global supply chain of Lenovo in EMEA. I have been working for Lenovo for more than ten years: I have held various positions, but this one has given me so many opportunities not only on a professional but also on a personal one.

During the past two years, the IT sector and electronics industry more generally went through a huge revolution. The COVID-19 pandemic created a huge spurt in demand, our daily work changed completely, and we are now living in a new era. From a technical perspective, every single day is a new challenge, particularly as the electronics industry is facing shortages, such as of chips.

We also had to adapt to working from home and my leadership skills needed to change as well. I like meeting people, connecting with them and adapting my management style accordingly. Working in a virtual world deprived me of many of the tools I deploy when I meet people in person, hence, I had to find alternative ways to stay connected to my team.

Adjusting to the COVID-19 crisis has definitively been a milestone in my career. It has helped me not only to move forward in my professional life and shape my leadership skills, but also had a big impact on my personal life since I am the mother of a two-year-old little girl.

I am passionate about my job because I see the progress and real value I can bring, not only to my company but also to the world. As Lenovo is one of the biggest IT leaders, we have a direct role in supporting education, research and healthcare professionals, who are fighting on the frontline of the COVID-19 pandemic. I am proud to be having an impact on our fast-changing world.

I am passionate about my job
because I see the progress and
the real value I can bring,
not only to my company
but also to the world.

Lenovo has recently reinforced its commitment to responsible and gender-equitable artificial intelligence by joining Cercle InterElles, a French-based meta-network of 16 companies across scientific and technological industries. How does this commitment to diversity and inclusion impact your daily work?

I am lucky to work for a company that understands the importance of diversity. Although Lenovo joined Cercle InterElles recently, its commitment is not new: diversity and inclusion are part of our DNA. As a woman, I never felt I had to work harder or fight more to get to where I am now. I always felt like a valid partner in the discussion, and I am proud to work for a company that understands its impact and uses it properly. I appreciate Lenovo’s effort to put D&I at the heart of our corporate values , particularly as I understand that it is not the norm everywhere. We need to keep making our voices heard.

Women are still underrepresented in executive business roles, especially within the IT sector. Was it difficult for you to establish yourself in the tech industry? What in your view can be done to close the gender gap in tech?

I am very proud to work for a company that understands how important it is to recruit people not only for their technical abilities but also for their talent and potential. If I am being honest, establishing myself as a leader was more difficult than establishing myself in the IT sector as a woman. However, I do recognise there is a gender gap in the technology sector, and it must be addressed. Gender discrimination starts in childhood, so we need to first understand our own biases and how we raise our children in order not to reinforce stereotypes. For example, we can encourage them to play with a diverse range of toys regardless of what gender they are “intended for”. Moreover, we need to provide as many opportunities as possible for children to have diverse experiences.

Education plays a big role as well. I have a friend in Austria where it seems these questions are taken heavily into consideration. His daughter who is in sixth grade had a discovery course on robot programming. She loved it, even though she was the only girl in the class. I think this example shows the importance of adapting to our children’s interests, talents and potential, regardless of their gender. Education is the pathway towards gender equality.

Education is the pathway towards gender equality.

You joined WIL Europe as a Talent a few months ago. Why is it important for you to be involved in a network dedicated to female leaders? What have you done or are doing to develop your network?

We as women still have a long way to go to change our behaviour and way of seeing things, especially when it comes to networking. Men still have more experience using networks for career advancement, because they have been doing it for years. Women lack these spaces and there is room for improvement in sharing information, supporting each other, and getting rid of the competition that still lies within us.

Being part of WIL Europe is important to me because I want to invest my time in creating a networking tradition among women which will lead to a more equal system. Women can bring a different energy to the discussion and, in this way, we can all learn and grow together.

As a person with a busy schedule, what do you do to unwind and relax after a workday? Do you play any sports? And if so, to what extent is sport is an integral part of your life?

I am a huge advocate and enthusiast when it comes to work-life balance. What keeps me sane is gardening, CrossFit and Olympic weightlifting. I believe that various activities can improve the quality of life, you just need to find the one that brings you joy.

For me, sport is not about forgetting my daily tasks but mainly about keeping myself in shape and taking care of my body. These activities act like a catalyser that allow me to reduce tension and better handle pressure, so I take them very seriously.

There is a common misconception about working hard: long hours do not necessarily lead to greater productiveness or better results; it is just an illusion. Surviving is not the same as creating, and since passion is feeding our energy, we must identify and nurture it to stay efficient. Working towards those goals with my team is what I care about most. Giving them the opportunity to invest in themselves acts as a real driving force for me. I see the world as a living ecosystem where we all are interdependent and so by helping people around me develop their passion, I contribute to keeping the ecosystem active.

Surviving is not the same as creating,
and since passion is feeding our energy,
we must identify and nature it to stay efficient.

We like to close our interviews with a question from the Proust questionnaire. The one we have chosen for you is: who are your heroes in real life?

I admire all the people around me who are brave enough to step out of their comfort zone, overcome fear, start something new and go after their dreams. Aside from my parents and friends, I was very moved by the story of a woman who used to be very well established in the finance sector and decided to leave the comfort zone to start a new clothing brand.

I am also inspired by public figures like Jacinda Ardern and Sanna Marin. They manage to juggle busy personal and professional lives and this is uplifting to see. Perhaps the most inspiring is their ability to keep their humanity and politeness, even in the most difficult of times.

Video edited by Dovilė Bogušytė

Stephanie Langerock - Belgian Commissioner for the International Whaling Commission

(Past member) — Tue, 20 Jul 2021 14:43:50 GMT

Interviewed by Hanna Müller

In this interview, WTP6 Talent Stephanie Langerock tells her what motivates her to serve as Belgian Commissioner for the International Whaling Commission. Inspired by an encounter with humpback whales in Colombia and Cousteau’s films, she has developed a strong commitment to ocean conversation and biodiversity. In her words: stay stubbornly optimistic and incorporate diverse perspectives to drive the green transition!

You are Senior International Relations Officer responsible for Biodiversity at the Belgian Federal Public Service Health, Food Chain Safety and Environment, a role which includes serving as Belgian Commissioner for the International Whaling Commission. Could you tell us more about this Commission and your daily work more broadly, and why you are so passionate about it?

The International Whaling Commission (IWC) was founded more than 75 years ago and is charged with the conservation of cetaceans and the management of whaling. In addition to regulation of whaling, today's IWC works to address a wide range of conservation issues including bycatch and entanglement, ocean noise, pollution and debris, collision between whales and ships, and sustainable whale watching. Besides my role as Belgian Commissioner for the IWC, I am also chair of the IWC Bycatch Mitigation Initiative of which I am very proud as we are bound to start several pilot projects to prevent the accidental catch of cetaceans in fishing gear. As a child of the ocean, I find it very rewarding to contribute to the protection and the conservation of biodiversity and our marine ecosystems.

As a child of the ocean, I find it very
rewarding to contribute to the protection
and the conservation of biodiversity
and our marine ecosystems.

Prior to your career in biodiversity, you worked in different fields, including consulting and transport. What made you take the leap into environmental sustainability and biodiversity?

My career until today has mainly been seizing opportunities when they were offered. Only recently, I started thinking about my personal purpose and how to move my career forward. I have always been interested in many things at the same time, but the central theme of my career is international relations and an affinity with social causes. That is what brought me to Federal Public Service and the World Health Organisation representing Belgium.

I have always been fascinated by the documentaries of Cousteau. When I was 18, I went to Colombia where I really got in touch with nature, both on land and sea. That was when I first saw and heard whales. For me, it was a life-changing experience. At that point, I thought of studying Marine Biology. When I came back home, I returned to my first love, languages and cultures. Later in my career when I returned to work after having a burnout, my current boss asked if I wanted to join the biodiversity team as Belgian Commissioner for the International Whaling Commission. He knew I was intrigued with whales. My interest in nature was triggered again and I did not think twice. My current role helps me to grow and reconnect with nature and with myself.

My current role helps me to grow and
reconnect with nature and with myself.

You describe yourself as someone having a strong sense of fairness and justice. How have these values guided you, both in your private and professional life?

I have always been driven by equality, even when I was at secondary school. I volunteered for several organisations, both with youngsters and elderly people, trying to contribute to the community. Treating everybody fairly and offering equal opportunities is my utmost concern. We need to achieve equity, look at individual needs, respect each other and promote everybody’s uniqueness. I try to live by these values by listening actively and being empathetic.

You strive for the conservation of the oceans and marine biodiversity. How can we keep conversations focused on the ecological transition? Are you optimistic for the future?

First, yes, I am optimistic! Two years ago, I had the opportunity to spend three weeks in Antarctica as part of Homeward Bound, an immersive global leadership programme for women. During our voyage I met Christiana Figueres, the former Executive Secretary of the United Nations Framework Convention on Climate Change who is considered as one of the architects of the Paris agreement talked about stubborn optimism.

I think that I have always been a stubborn optimist - I just did not have a name for it. I believe that things can and will get better and that there is always a possibility for success. The climate and biodiversity crises are tough, but I am very much convinced that, as humans, we have everything in our hands to bend the curve and protect and restore nature. We are all dependent on our forests, rivers, oceans, and soils that provide us with the food we eat, the air we breathe, the water we drink.

We need to keep raising awareness. For many people, the ocean is a vast blue hole. For me, Antarctica is the heart, the Amazon are the lungs of our planet, and the ocean is our veins, which connect us all. It is in our own interest to protect and to keep the ocean healthy.

The climate and biodiversity crises are tough,
but I am very much convinced that, as humans,
we have everything in our hands to bend the curve
and protect nature.

What role do women play in building a more sustainable and environmentally friendly society?

Women are half of our society. For me, it is just unimaginable that 50% of our population would not have a voice. It is essential to consider women and men when we talk about sustainability. They both have the right to be around the table when we make environmental, social or economic decisions that have an impact on all of us. We need more diverse perspectives, not only for the green transition but for any kind of social transition. To push boundaries and consider all possible angles, a wider range of influences and opinions is needed. And that is where women play an essential role. So, it is time to raise our voice, and advocate for inclusive, authentic, and empathetic leadership.

We like to close our interviews with a question from the Proust questionnaire. The one we have chosen for you is: what do you consider your greatest achievement?

I would not say that there was one great achievement in my life, but I am currently most proud of the person that I have become. I feel good in my skin contributing to the green transition and creating a more equitable and respectful world where humans can live in harmony with nature.

Video edited by Nadège Serrero

Alba Casero Mier, Media Intelligence and Digital Media Manager at Orange Spain

Wed, 07 Jul 2021 09:04:08 GMT

Interviewed by Anel Arapova

This month, we met Alba Casero Mier, Media Intelligence and Digital Media Manager at Orange Spain. As participant in WIL’s Talent Pool Programme, Alba discussed her passion for Mathematics, what Data & Analysis means for an enterprise, and the importance of risk-taking in decision-making.

Prior to launching your professional career, your studies were focused on Mathematics. What attracted you to this discipline? How were your further career choices affected by your strong mathematical background?

What attracted me to Mathematics was its ability to bring order to what appears to the human eye as chaos. It is like a puzzle in which the pieces fit together and allows us to understand the world around us. Even now, I am sure that if I went back in time, I would go back to studying Mathematics again

Of course, all my decisions (and my opportunities) have been influenced by this mathematical background. On the one hand, since Big Data and analysis are becoming more and more important for companies, many doors have been opened for me. On the other hand, I really like mathematics' application from a less technical, more business-related point of view. I love the global vision and understanding what the discipline can give you in any area of business. In a way, I became a hybrid profile between data and business, which has been guiding my career a lot.

In a way, I became a hybrid profile between
data and business, which has been
guiding my career a lot.

You have had a rich and varied career in data marketing and modeling, which started in Neometrics and has involved working as a Data Analyst and as a Senior Manager in external consultancy firms, as well as in-house. You also have an air traffic controller licence and are currently teaching at ISDI! What have been the most striking differences in your roles, not only in the nature of work itself, but also other factors like group dynamics and leadership techniques? What tips could you give to professionals looking for similar career variation?

The most difficult thing is to adapt to working with such different profiles and objectives. Even when the work is similar, you cannot approach all jobs in the same way. In my role, it is not only important to do a good business analysis but also to know how to explain it in a way that makes people understand it. Otherwise, it is not useful. You cannot explain a mathematical model in the same way when you work in a specialised technical team or when you work in a media agency with marketing people.

The world of air traffic control is very different from the rest. There is much more independent working, leaving you alone and very focused on what you do. While it also has an important teamwork aspect, it is a team that you hardly see. It is more about blind trust since you know that the team has to be there for everything to work.

My best advice would be to try to be empathetic. Empathy is key to being able to adapt to new contexts and teams. In my opinion, adaptation is the key to success. Understanding the position of others, as well as their needs and limitations, will make them understand you much better and generate very enriching synergies in any role.

Understanding the position of others,
as well as their needs and limitations, will make
them understand you much better and generate
very enriching synergies in any role.

You have been Media Intelligence and Digital Media Manager at Orange Spain since September 2019. Could you tell us about some of your biggest milestones during your time there? What has been the greatest lesson you have learned?

At Orange, I have learned to question data more, as well as to be critical and perhaps more cautious. It is easy to make great recommendations based on mathematical models when you are an external company (agency, consultancy, etc.), but everything changes when it is your money and when it is you who must make the final decision and take the risk. As an external company, you propose a recommendation and hope that there are people on the other side who are going to consider it and take everything into account. In a sense, it is much more relaxed.

Certainly, the most difficult thing in Orange has been finding the balance between being brave enough to make decisions and change things, while at the same time being prudent and aware of the risks. In a company as large as Orange, these decisions always affect many people. Being able to reach agreements in areas with such different objectives has also been a very interesting challenge. In terms of a lesson, I think the greatest one has been the fact that even if you go faster alone, you go further as a team.

Even if you go faster alone, you go further as a team.

Where do you see your career taking you within the next ten years?

This is a tricky question! I've been thinking a lot about it in recent weeks. The truth is that, until now, I have progressed without a very clear roadmap, and that has allowed me to be very flexible and surprise myself. When I started studying Mathematics, I never thought I would end up working in marketing and loving it. Since I don't usually make long-term plans, I cannot predict where I will be in 10 years. What I hope is that my work continues to be enjoyable and motivates me as much as it does now. It is also important that it continues to allow me to maintain a balance between my professional and personal life while still generating impact.

There is no doubt that the current pandemic has accelerated the speed at which we are “going digital”, with ever-increasing reliance on technology. What in your view is the role of data and analytics in developing an effective strategy in the post-pandemic economy?

In our case, at Orange, data and analytics have been key when it comes to understanding how the pandemic affects consumer habits like media consumption, digitisation, as well as any new needs. Moreover, it has allowed us to see how these habits have been changing at each stage of the pandemic. This has helped us to gain a better understanding of the business and to adapt as necessary. And as I said before, adapting is the key to success. Data and analytics allow us to adapt to changes in a faster and more reliable way.

As a participant in the 6th edition of WIL’s Women Talent Pool leadership programme, you are joined by 49 other women from a variety of different sectors and industries. What led you to join the program and what have you got out of it so far?

One of the things that caught my attention about the programme was having the opportunity to meet other women in leadership positions. In my environment, it is still not easy to find leading women in more technical areas, for example, in data analytics. Networking with them has been a very enriching experience. I believe that the programme, in addition to helping us develop very important skills from a practical point of view, also offers us a space to share our experiences and support each other.

Out of the events and workshops I have attended, I found them all to be very different. I found the workshop on networking to be particularly useful since networking is not necessarily my strongest point. Now that everything has been moved online, networking has become even more difficult, I found the tips very applicable.

I believe that the programme, in addition
to helping us develop very important skills from
a practical point of view, also offers us a space
to share our experiences and support each other.

We often end our interviews with a question from the Proust Questionnaire. This time, the question is: When and where were you happiest?

In general, I consider myself to be a very happy person, so it is difficult for me to choose just one moment. Perhaps this moment could be when my nephew, Martín, who is now three years old, was born and I saw him for the first time. He was so small and so cute! I have lived far from my family for a long time, and it was very emotional to be able to live this moment with my little sister (who is not so little anymore). I was living in Barcelona and when little Martín decided to come to the world, I took the first flight to get to the hospital on time.

Anyway, I would have an endless list of good moments. You have to make decisions that make you happy!

You have to make decisions that make you happy!

Video edited by Nadège Serrero

Gabriel Brunnich Dunand - UNESCO Project Manager, in charge of International the Fund for the Promotion of Culture (IFPC)

(Past member) — Wed, 23 Jun 2021 12:25:39 GMT

Interviewed by Aurélie Doré

Meet our Talent, Gabriel Brunnich Dunand, UNESCO Project Manager, in charge of the International the Fund for the Promotion of Culture (IFPC). In this interview, she talks about her commitment to women’s rights, children’s rights and education, the impact of the Covid-19 pandemic on access to culture, and how data can be used to create gender-sensitive policy and address gender gaps.

Can you describe your current role as UNESCO Project Manager, in charge of the International Fund for the Promotion of Culture (IFPC) and share one of the major initiatives you have supervised?

I have been working at UNESCO for the past 14 years. I am currently a Project Management Officer for the International Fund for the Promotion of Culture (IFPC), which has supported the production and organisation of cultural and artistic projects all over the world, with a focus on gender equality and sustainable development through culture. The Fund has supported over 30 projects around the world, ranging from drama and dance theatre in Palestine to the first African circus arts festival; from peace building theatre in Sri-Lanka to a collaborative environmental art project in South-Africa. There is a lot of diversity within and between the projects, and that has been exciting to see.

I also am responsible for chairing the Fund’s Administrative Council meetings, which means presenting all the findings of the projects, the financial situation, and the strategic direction of the Fund. For the past two years I have also been Secretary of the Working Group on IFPC, which is a consultative mechanism involving Member States, the Fund’s Administrative Council and the UNESCO Secretariat, to rethink the strategic direction of the Fund. I feel proud to have been able to accompany this challenging process, including communicating with the more than 190 stakeholders involved, and to play a part in restructuring the governance of the Fund.

Article 27 of the Universal Declaration of Human Rights states that “everyone has the right freely to participate in the cultural life of the community, to enjoy the arts and to share in scientific advancement and its benefits.” Why is ensuring access to culture for all citizens so important and what can be done to make this a reality?

Cultural rights, which can be described as the right to have access to culture, to participate and enjoy culture, are human rights. Whether we are talking about museums, heritage sites, traditions being passed from one generation to another, or artistic creation, culture has the power to inspire, transform and inform us. Especially in time of crisis, it has a unique role as a coping mechanism and in helping us to become more resilient.

During Covid-19 we have seen how much having access to culture and being able to enjoy culture is often dependent on having access to digital communication tools and networks. The digital divide has been exacerbated by the pandemic. From one day to the next, our reliance on digital communication tools to work, learn and engage with others skyrocketed. Those who have limited, or no access to such tools have effectively been excluded from participating in the online events that have been organised during the pandemic. A concerted effort is needed by governments and the private sector to address the digital divide and internet infrastructure gaps: access to digital tools is a key part in making sure that everyone has access to culture.

Culture has the power to inspire, transform
and inform us. Especially in time of crisis,
it has a unique role as a coping mechanism
and in helping us to become more resilient.

Women, who hold a higher proportion of precarious jobs in the arts and culture sectors, are particularly vulnerable to social and economic insecurity. What in your view can governments do to address the gender gaps in the cultural and creative industries? What has been the impact of the Covid-19 crisis on culture professionals, particularly women?

Women hold a higher proportion of precarious jobs not just in the cultural industry but across sectors. This is partly due to the disproportional amount of time women spend on care giving and domestic work, which has the double burden of being unpaid for the most part, as well as often being invisible when it comes to policy making.

In my view, the only way to reduce the gender gap is to create policy with a gender perspective in mind. And whether it is about culture, education, or health, it all starts with data. We need good data to understand how and where people spend their time. Sex-disaggregated time-use data is particularly key in this sense as it informs policy makers in determining where investments need to be made.

In times of crisis, vulnerable and marginalised communities are often hit the hardest. The UNESCO report “Gender & Creativity: Progress on the Precipice”* notes that without gender sensitive data and policy, Covid-19 could actually have an exceedingly long and regressive impact on gender equality. This is an issue that needs to be addressed now, or else the long-term effects of Covid-19 could be very harmful to the progress that has been made in recent years. Since 2021 is the International Year of Creative Economy for Sustainable Development, I hope it can be a turning point. If governments take the opportunity to invest in and collect data through a gender perspective, policy can be developed in a gender sensitive way that takes into consideration the reality of all people.

Training and mentoring programmes, like WIL’s Women Talent Pool programme, are also key in addressing gender equality. Being able to meet like-minded women, to support one another in developing our professional skills, and have networking opportunities are all crucial.

Finally, general awareness raising on the importance of gender equality is another key piece of the puzzle. Organisations like UNESCO have a key role to play in making people aware about stereotypes and moving beyond them.

*https://unesdoc.unesco.org/ark:/48223/pf0000375706

The only way to reduce the gender gaps
is to create policy with a gender perspective in mind.
And whether it is about culture, education, or health,
it all starts with data.

As well as culture, you have also worked on projects focused on women and education, including a mission at UNDP where you looked at the impact of rural energy access on women’s empowerment and an experience as an early years’ teacher at a school in the Bronx. Could you tell us more about your personal story and where your commitment to these issues comes from?

My first job, and probably one of the most life changing for me, was teaching preschoolers in a multiservice community centre in the South Bronx in New York Some of the children in my class lived in homeless shelters, some of the mothers were former drug users, and most of the children were dealing with the realities of urban poverty on a daily basis. This was compounded by a lack of access to quality health care, which is very common for marginalised communities. The air quality in the South Bronx is such that many children in this area suffer from some of the highest rates of asthma in the US. This is when I came across the concept of “environmental inequality” or “pollution inequity”.

The resilience of these children and their mothers, however, was truly inspiring. Nevertheless, I found that many of the public policies in place which were intended to help struggling families, were actually counterproductive. I felt the need to go back to school and to study public policy, so that I could try to impact societies on a more systemic level and address some of the challenges that were clearly beyond the scope of what I could achieve in my classroom.

I then moved to France where I got my master’s degree in political science with a focus on development studies. Once I finished my degree, I spent some time in Burkina Faso, Mali and Senegal with the United Nations Development Programme (UNDP) where I collected data on the impact of energy access on women in rural areas. I also worked in Mali with an association called Djantoli, that focuses on preventive health services for young children.

All of these experiences crystallised for me how important it is to invest in women, not only for families but for society as a whole.

All these experiences crystallised for me how
important it is to invest in women, not only for families
but for society as a whole.

You speak three languages fluently (English, French, and Spanish), and your professional experience has taken you all over the world, including Nicaragua, Burkina Faso, Mali, Senegal, France, and the US. The benefits of international experience have been well-researched and are typically described in terms of the advancement of intercultural skills and competences. How has your experience with and understanding of different cultures impacted your outlook, and career?

I’ve always loved studying languages, travelling and experiencing cultures that are different from my own. Being able to speak another language is a window to connect with other people. The travel I have been able to do through work and my studies has enriched my life enormously, expanded my world view, helped me question who I am and has opened my eyes to other ways of living.

That is one of the reasons why I have loved working at UNESCO. I am in contact with people all over the world, and I usually use two or even three languages each day. I really enjoy the cultural and linguistic diversity. I have also been able to experience what it is like to work with governments that are collaborating together to address topics like peace, sustainable development and gender equality, through education, culture, science and communication. Despite the challenges of intergovernmental processes, it has been very inspiring to see the progress that can be made!

After 14 years working in the cultural sector at UNESCO, I have also come to understand that doing the hard work that is in UNESCO mandate cannot be done by governments alone: the private sector has a key role to play as a partner and stakeholder. Having an open dialogue among different stakeholders is key, and at this point in my career, I am very eager to explore how the private sector can strengthen its role as a key partner and stakeholder in addressing issues such as sustainable development and gender equality. It is very heartening to see how the concept of corporate social responsibility has taken off in the past few years, and how even major companies around the world are considering the triple bottom line of People, Planet and Profits.

At this point in my career, I am very eager to
explore how the private sector can strengthen its role
as a key partner and stakeholder in addressing issues
such as sustainable development and gender equality.

In your spare time, you enjoy composing piano music. Is there a musical composition or artist that particularly moves you and why?

I love many composers. Frederic Chopin and Claude Debussy are among my favourites. Most recently however, I have really been enjoying playing Erik Satie’s Gnossienne n°1. For me, it is like a musical poem that expresses feelings and images that cannot be expressed through words.

Video edited by Nadège Serrero

Anna Maria Björklund - Nordic Data Protection Officer at Capgemini

(Past member) — Wed, 09 Jun 2021 14:26:23 GMT

Interviewed by Hanna Müller

Meet our Talent, Anna Maria Björklund, Nordic Data Protection Officer at Capgemini. In this interview she talks about why having strong data protection regulation is so important, what being responsible for driving cultural change around data protection means to her, and why she is admirative of Greta Thunberg.

You have been Nordic Data Protection Officer at Capgemini for two years after several roles in the legal field in Sweden. In parallel, you are a teacher at a Stockholm-based privacy academy. How would you describe your current role at Capgemini and why is it important?

I serve as the Data Protection Officer for all Capgemini’s activities in Sweden, Norway, Finland and Denmark, and advise and support management and business about the company’s activities in respect of personal data. I often act as the intermediary between different functions and business areas. I have daily interactions with the business in our various locations and with colleagues in the international data protection network. Interacting and cooperating with various stakeholders in my line of work is one of the best aspects of the role. I learn something new every day.

Capgemini is a value-driven company operating in the fields of consulting, digital transformation, technology, and engineering services. Data is at the Group’s core and data protection very high up on the corporate agenda. Capgemini is entrusted with valuable data from both our clients and our employees. This makes the role of the DPO meaningful and important.

What has been the greatest triumph of your career thus far?

Every time I have been able to ignite and drive cultural change around data protection in an organisation has been a triumph for me. Whether starting small, or with just a loose network of privacy lawyers; whether raising awareness at all levels of the organisation, or creating Group-wide implementation projects, new corporate processes, and entire new business roles or even departments. When people from right across your organisation start reaching out to you for advice early on in their business processes, you know you are on the right path.

To become GDPR [EU General Data Protection Regulation] compliant is about getting data protection into the DNA of the organisation and that starts with corporate culture. Compliance should not be a choice; it should come naturally.

Every time I have been able to ignite and
drive cultural change around data protection
in an organisation has been a triumph for me.

The EU General Data Protection Regulation (GDPR), which came into effect in 2018, regulates how companies protect EU citizens' personal data. For many on the internet, this Regulation remains a black box of legalese and obscure policy. Can you explain us why the GDPR is important and how it applies to EU citizens’ data?

This regulation is important because it is about your data. Every day your personal data is being collected, used, transferred, and possibly misused by different parties.

Your data is valuable and, if used incorrectly, it could potentially harm you. Knowledge about where your data is being processed and by whom and for what purpose puts you in the driver’s seat, and that is one of the goals of the GDPR. Further, data protection rules stem from the fundamental human right of integrity.

At the same time, the existence and interpretation of the data protection regulatory framework should not put a stopper on ethical innovation. Digital transformation is vital and should be for the benefit of all. The GDPR is also about creating a level playing field for parties that need to process personal data and is better adapted to the development of technology than the previous Data Protection Directive from 1995.

It has been argued that, in seeking to protect internet users, the EU has provided public officials with a tool to undermine press freedom. How can we ensure that data protection laws are used to protect rights, and not as a tool to silence or intimidate journalists and public interest reporters?

Freedom of expression and of information, is a fundamental human right, just as the right to privacy and to your integrity are. To pit those two rights against each other is not the way to go. The GDPR states that these rights should be balanced but doing this kind of balancing act is not an easy task. The GDPR also states that Member States should reconcile the right to the protection of personal data with the right to freedom of expression, including for journalistic purposes. If Member States have not yet achieved this, then they need to work on it.

I foresee the need for the EU to support and work with the EU Member States to ensure progress. The legal framework in Sweden, where I’m from, may not be perfect, but real effort and historical reasons have resulted in a coherent model with a constitutional right of expression.

Freedom of expression and of information,
is a fundamental human right, just as the right
to privacy and to your integrity are. To pit those two
rights against each other is not the way to go.

What are the most common mistakes or misperceptions you have seen when it comes to data privacy and security? And concretely, what can companies do to protect customer data, company secrets and internal communication from cyber-attacks every day?

The most common misconception I have come across is a lack of understanding that data protection laws in Europe have in scope all data that can directly or indirectly be used to identify an individual. Not everyone do understand why it is necessary to cover data that might, at a first glance, look basic and not particularly sensitive.

Data that could be used for one purpose by a certain party without risk for you may in the hands of another party, together with other data about you, be used to form a profile of you, your interests and opinions. Suddenly, the data is coherent, detailed and no longer unsensitive and basic.

When it comes to cybersecurity, we need to start with training, training and more training! Comprehensive and recurring training in information security and data privacy is absolutely fundamental.. Companies and organisations should understand that the chain is not stronger than the weakest link and ensure that the whole life cycle of data activity is protected. A very sophisticated and advanced security measure is of less value if the same data is transferred unprotected at a later stage.

Data that could be used for one purpose
by a certain party without risk for you may in
the hands of another party, together with other
data about you, be used to form a profile of you,
your interests and opinions.
Suddenly, the data is coherent, and no longer
unsensitive and basic.

We like to close our interviews with a question from the Proust questionnaire. The one we have chosen for you is: Which living person do you most admire?

I would like to name Greta Thunberg, a young, Swedish woman with incredible glow and seemingly relentless energy for her cause, who fights back against ridicule, harassment, and pure ignorance with references to facts and science. I would not agree with Greta on everything but.

but she has contributed to the struggle of getting the climate crisis on the top of the political agenda.

Video edited by Nadège Serrero

Rebecca Francis - Associate Director at Osborne Clarke

(Past member) — Fri, 28 May 2021 08:58:15 GMT

Interviewed by Hajar El Baraka

Meet our Talent, Rebecca Francis, Real Estate Solicitor and Associate Director at Osborne Clarke. In this interview, she tells us how she ended up in a career in law and what her professional journey has been like. She also gives some valuable advice on confidence and personal branding in the workplace.

You hold a bachelor’s degree in Law and obtained your LPC right after it. Have you always wanted to become a solicitor? What motivated you to choose this career path?

I started down this career path a long time ago! I think I had an idea in my head when I was 13 or 14 of what a career in law might mean. I was very interested in public speaking, debating and politics at school, so for me, it was a natural fit to pursue a career in law. It seemed like a career that gave structure and had a clear career progression.

Of course, what I thought a career in law was when I was 13 or 14 is very different to the realities of working in a commercial law firm. The biggest realisation for me since I qualified is that you are the asset and the product you sell. It is very much about marketing yourself as well as the firm and business development. Yes, it is about having an understanding of the law and keeping on top of it; but you also have to be incredibly commercial and really understand your client’s drivers, as well as the marketing side of things. It’s been an interesting journey so far and it certainly hasn’t disappointed.

I enjoy talking to people, going to events and meeting people. But selling yourself as a lawyer can take some adjusting to. Finding a balance is key. Being personable and trying to relate to people is also important: we shouldn’t be ashamed or shy away from saying “this is what I do, and this is how I can help you and let’s have a chat about it”. My ability to do this has progressed over time, and I’ve certainly found it an enjoyable aspect of my career.

“We shouldn’t be ashamed or shy away
from saying : this is what I do, and this is how
I can help you. Let’s have a chat about it”

You are currently an Associate Director at Osborne Clarke in the UK after having been a Senior Associate for almost 6 years. What does a typical day look like for you? What kind of real estate issues and clients do you act for?

I am a Real Estate Disputes Lawyer. I do not work on the transactional side, though I do a lot of work with my colleagues in that department. What I love about real estate disputes is that there is no typical day. I would say half my working day is dealing with genuine disputes if things go to court or alternative dispute resolution. The other half is advisory: it’s about working with clients and colleagues to try to avoid disputes later down the line. I really like having the best of both worlds: full blown litigation but also the advisory side.

My specialism is in residential or mixed-use property. I am slightly obsessed with buildings - maybe I should become an architect in a next life! I find it fascinating to be involved with things that affect us all. We all need somewhere to live and how we live is constantly changing. I have been privileged to work with many clients who are at the forefront of these changes, and seeing people who want to live and work in a different way. For instance, ownership is not the holy grail for everybody: long term purpose built rental, flexibility, technology, working from home etc, are preferable for many. All of the above are things that our clients, who are mainly developers and investors, are involved with, and I have been fortunate to be involved in their work.

What was the most successful case you have worked on or your best experience throughout your career?

The answer is probably a case on which I am working right now! It’s very much in my area of expertise and involves an iconic building that played a part in my childhood. It was a dispute that went on for a while and for which we just had the results. We won on everything. I have really enjoyed the subject matter. Doing site visits was incredibly interesting to me and getting a positive result at the end of all of it was the cherry on top.

Working with our trainees and getting them so involved throughout the whole process so that they could see a dispute from start to finish, was especially fulfilling.

Across the globe, we are now transitioning from remote/hybrid working being a new way of working to being a standard way of working. How did this change impact the real estate industry and how did you adapt to it as a solicitor in this field?

I think there was a feeling of shock in the real estate industry when the pandemic first hit, and we went to full lockdown in the UK. Retail has probably suffered in a way that residential hasn’t, but generally the industry responded very positively by looking at the opportunities and recognising that it implies a huge cultural shift. Some of clients who were already in the space of purpose built, rental and alternative living assets were perfectly placed to strike and make even more of a business case for what they were offering. So, although it was mixed, the feeling was generally positive after the initial lockdown.

In terms of how we responded as lawyers, we were busier than ever on the disputes side when the pandemic hit. The government was bringing out vast amounts of legislation and measures to support businesses and we had to get to grips with it on the day it was published and advise our clients in real time about what this meant for their businesses. I think we will see the fallout of it for a long time to come.

I was lucky to be in a firm where connected working wasn’t new for us. In fact, we already worked from home a day or two a week, so it wasn’t a huge shift for us to then to go full time remote working. Obviously, MS Teams was not part of my life before March last year and now it very much is! There were certain things you had to get used to, but I think we adapted really well, and we were able to deliver for our clients.

Acritas and Thomson Reuters, as part of the “Transforming Women’s Leadership in the Law” programme, conducted a research study on approaches to improve gender diversity at senior levels in law firms. This research found that only a third of New Partners in law firms, both salaried and Equity, were female. Do you recognise this lack of gender diversity in senior levels in law firms and, if so, what are the factors behind it? How is Osborne Clarke tackling this issue?

The short answer is yes, I do very much recognise those findings, particularly in a commercial law firm. There is a stark difference between female representation at the junior end of the spectrum and senior end. We have by far more women at the junior end than males and our partnership is made up of around 25% females. That is certainly changing: in 2019 about 63% of new partner promotions were females so that’s a huge change and very different from the general findings of that research.

The steps Osborne Clarke is taking are making an impact but obviously, you can’t rest on your laurels: it’s about retaining diversity and good strong female talents as well as simply recruiting. The reasons for it are very complex and it’s a combination of factors. But from my experience, what jumps out are the things women do subconsciously in terms of the draw and the drain on their time. Even in a work setting, things women generally get asked to do over and above their day job and which they volunteer to do means they have less time for other things such as chargeable work, networking etc.

Traditional forms of networking and business developments have not helped either, particularly in real estate which is traditionally a very male industry. There is a lot of going to the pub, lots of sport events and not everybody, male or female, is able to do that. I think this has made people self-select out of going through the promotion process, for example.

There is a need to be more creative about business development and how we work and what is necessary to be able to fulfil a role. At Osborne Clarke, they have recruited for specific roles to enhance diversity and inclusion in the firm. It is business critical for them and it goes all the way up to the Executive Board. I think it’s not as easy for smaller firms to go at it as hard as OC have, but there definitely things all firms can do so hopefully the only way is up.

You always try and steer away from stereotypes. But looking at my female colleagues we do tend to want to make sure we are 100% perfect on something before we put ourselves forward. If we could be a bit braver and just say “yes, I am going to go for it and do as much as I can”, we would reap the benefits. It’s about your potential, your progression, and justifying it on that basis.

“I look at my female colleagues and we do tend to want
to make sure we are 100% perfect on something
before we put ourselves forward. If we could be a bit
braver and just say “yes, I am going to go for it and do as
much as I can”, we would reap the benefits.”

As well as being a Talent in WIL’s Women Talent Pool programme, you are also a member of Women in Property, which provides mentoring, networking and professional development for women in the property sector. Can you tell us more about this organisation? What do you expect to achieve or learn from your role in both of these organisations?

I joined Women in Property as soon as I qualified and found it immensely helpful, particularly at the start of my career. For me, it was a safe space to go out and practice networking. They put on diverse events covering the full spectrum of real estate industry, enabling you to meet people you never normally would. Immersing myself in a female-only safe space was incredibly valuable and I have learned a great deal. I still value it and would encourage any junior lawyers to attend.

The same applies for WIL. It’s about extending your network to people who are outside the London legal bubble and your own firm. It gives you a different insight into how different companies are doing things and what conversations they are having about diversity and inclusion. For me, this is what WIL is about: broadening your network, sharing ideas and having conversations about things that otherwise you wouldn’t.

We usually end the interview with a question from our Proust Questionnaire. Ours for you is: what advice would you give to your younger self?

Don’t be too disheartened by setbacks! My progression to where I am now definitely didn’t take the path I was expecting. But along the way I developed skills and met people I never would have done otherwise, which ultimately led to me getting to where I am today, in an area I really enjoy. It may have taken a bit longer than the 13-year-old me would have wanted or thought, but it means that I have been able to do more things and grow.

Also, have your own style! As I said before, it’s about marketing yourself. You must have your own way of doing things and be true to yourself and try not to conform to pre-imagined stereotypes. In law, so much of it is about building relationships, so you have to be human. It is easier said than done. Early in your career you have less experience, and I think that only when you feel comfortable enough about your expertise can you start to relax and let your own style and personality shine through. To gain that expertise, you have to put the leg work in.

“Don’t be too disheartened by setbacks! My progression
to where I am now definitely didn’t take the path I was
expecting. But along the way I developed skills and met
people I never would have done otherwise, which ultimately
led to me getting to where I am today,
in an area I really enjoy.”

Video edited by Nadège Serrero

Andreea Ionescu - Technical Lead at Orange Services Romania

(Past member) — Tue, 20 Apr 2021 13:51:12 GMT

Interviewed by Hanna MULLER & Nadège SERRERO

Meet our Talent, Andreea Ionescu, Technical Lead at Orange Services Romania. In this interview, Andreea talks about being a women in a male-dominated industry, the evolution of the IT sector in the last ten years, and she shares with us the powerful advice that her father once gave her.

You are an experienced iOS Developer with a PhD focused on Image Processing. Can you give us some background information on your role as Technical Lead at Orange Services and what set you off on your current career path?

My main role is to ensure the success of my team and our projects. As a technical leader at Orange Services Romania, I develop mobile applications and undertake administrative activities and projects for our mobile team. In the Orange Labs department, we are working on activities around our OKRs (Objectives and Key Results). I am responsible for setting the objectives and key results for each employee in my team. On the software side, my team and I are working on the “My Orange” Romanian application to create a better experience for our customers. We always take into account our customers’ feedback and develop products accordingly.

As well as this, I spend part of my working time on innovation activities in my capacity as Innovation Manager for our Orange Labs Romania department. At Orange innovation activities are strongly supported, for instance we organise internal challenges to motivate our employees, because we believe that everyone can have great ideas. I really enjoy this part of my job because I can pursue my great passion: image processing.

To your question about what set me off on this current path, I believe that it’s related to the fact that I spent many hours working in the IOS environment. I have been an IOS developer since 2011 and since then I haven’t wanted to do anything else. I feel privileged to be able to contribute in the development of key applications used by hundreds of thousands of iOS users. With every application, I believe that I am helping people to access what they need directly from their mobile phones, in the best way possible.

If I had to describe myself in a nutshell, I would say that I'm a people's person; that I ensure that my ideas are heard loud and clear; and that I do everything I can for my team and our projects.

At Orange innovation activities are
strongly supported, for instance we
organise internal challenges to motivate
our employees, because we believe
that everyone can have great ideas.

Drawing on your experience in the IT industry, what would you say is the greatest transformation in technology seen in the last ten years and where do you think the digital revolution will take us next?

In the last 10 years, companies have started to invest more in research and innovation activities. Artificial Neural Networks were first invented in the 1980s, but Artificial Intelligence (AI) only became famous in 2012 because of the appearance of deep learning.

Before 2012, the main issue with these algorithms was the lack of big datasets and computational resources. The first deep learning applications based on big data sets were developed for speech (sound) in 2010 and then images, in 2012. The big image dataset used in 2012 was ImageNet, a well-known dataset containing over 14 million images. As big datasets become widely available, AI become better and better at finding more domains of application.

In the mobile area, the last ten years has seen mobile devices become more and more powerful in terms of computing and hardware functionalities. Nowadays, the development process is easier and faster than it was 10 years ago. I remember developing my first mobile application using Augmented Reality back in 2011 when the framework was not as permissive as it is today. I had to write many lines of code to do what I can do today using a framework and just a few instructions. Things have become much simpler.

In my opinion, the digital revolution will take us towards a more virtual connection between customers, products and services using Virtual Reality and Augmented Reality. I'm sure we will see it increasingly, as a result of the pandemic, in the marketing industry and it will become better in mobile gaming applications. This will happen because of the 5G connectivity that has started to cover metropolitan areas. In my city, for example, Orange already offers 5G connectivity to clients: you just need a compatible mobile device to benefit from an amazing speed connectivity.

In addition, people will start to receive better services according to their preferences and history. Machine Learning is already present in some applications that we are using daily, even if we don’t always notice it. For example, the search engine from Google and all those chatbots we are talking to instead of human agents.

AI algorithms are becoming a must-have to survive in the competitive marketplace we have today. Not just for advertising but also to create customised offers according to people’s needs. It sounds scary to know that a computer can predict your next move, but it shouldn’t, because everything is made for you to have the best experience possible on the internet.

I do believe in a strong collaboration between IT and Psychology!

In my opinion, the digital revolution will take
us towards a more virtual connection between customers,
products and services using Virtual Reality and Augmented Reality.

Despite the world’s first computer programmer being a woman, Ada Lovelace, according to the European Commission, women represent only 34% of STEM (science, technology, engineering, and mathematics) graduates worldwide. What do you think are the major barriers for women to pursue a career in one of these fields and what do you think we should be doing to encourage more young girls to consider a career in the software industry specifically?

In my view, women are better at multitasking than men. But in the IT field you must concentrate all your attention on a single task: the code you are writing. I would compare this field to a continuous chess game in which you must constantly think about your next move in order to build a successful strategy.

I think women have been performing as well, if not better, than men throughout history. The problem is that women don't have enough time to invest in this field. You need to be available more than eight hours per day in order to continuously learn new frameworks, since things change very fast in the IT field. The major barrier for women is having more tasks to do in their personal lives, like looking after the house, raising kids and taking care of other people. If we want to have more women in the IT field, we must support them to dedicate more time to their education, and to create interactive workshops to show them that developing software is not as difficult as it might seem.

Nowadays, you can create basic webpages using apps and drag and drop functionalities, and a website may be completed in a couple of hours. There is a great deal of focus on theory at university. In order to attract anyone (men or women) into the IT domain, we have to start by showing students that it can be easy and fun. We must teach them to develop easy applications with many visual elements and then go deeper in algorithms and data structures. Nobody uses heavy algorithms in their daily tasks: only researchers or those working on Machine Learning tasks.

I would compare this field to a continuous
chess game in which you must constantly
think about your next move in order
to build a successful strategy.

What challenges have you yourself faced within in male-dominated spaces and what advice would you give to women looking to break into the field of computer technology?

It was very hard for me to find my first job as a software developer. Ten years ago, it wasn't very popular to find internships and jobs in tech companies, and they were searching for experienced developers, which was impossible for me because, at university, I attended all my classes and didn’t have time to gain experience on the side.

My advice for girls is to invest their time in education: go to workshops, go to private IT classes if you feel your teacher is not explaining things well enough, go to university and, if you can, do a PhD. During a PhD, you have the opportunity to do what you love and meet other people who are passionate about the same topic.

The only way you can pass the technical interviews in IT companies is to be prepared technically as well. I'm 100% convinced that if your interview test is perfect, you won't have any issues simply because you are a woman. Nowadays, tech companies have really evolved and are simply looking for the best skills. Being a woman or a man isn’t relevant for them.

My father used to tell me: “Out there are hundreds of beautiful women; why not try to be one of the smartest too.” I was lucky to have him as a role model and I tried to make him proud. So, girls, find what motivates you, prove to yourself you are better than yesterday, and never stop learning!

So, girls, find what motivates you, prove to yourself you are better than yesterday,
and never stop learning!

You are part of our Women Talent Pool Programme this year. In a few words, can you tell us why you wanted to participate and what you expect from it?

This initiative is a great opportunity for me to develop myself and my leadership skills. I'm interested in following the trainings organised by WIL and to participate in the networking events. I know that women from top positions get invited to WTP events, and their experience and advice for me are priceless. I find them very inspiring. I want to learn from the best!

On the WTP Programme are other talented women from different domains and I'm curious to learn how they managed and progressed in their careers. There is a real challenge in figuring out how to succeed when you’re competing with those with similar skills and capabilities.

We always conclude our interviews with a question from the Proust questionnaire: What do you consider your greatest achievement?

My greatest achievement is that I'm an independent woman in every aspect. I'm working in a dynamic environment, which is very desirable and, despite what people say, I'm pretty sure that software developers won’t be replaced by "robots" anytime soon! I am living a happy life and I think that that is what people should be seeking.

Video edited by Nadège Serrero

Martina Kavanova - Marketing manager at Lenovo Czech

(Past member) — Tue, 20 Apr 2021 13:34:59 GMT

Interviewed by Hajar EL BARAKA & Nadège SERRERO

Meet our Talent, Martina Kavanova, Marketing manager at Lenovo Czech. In this interview, Martina shares her passion for managing teams, the positive impact for her of an international personal and professional life, and why she wishes she had learnt German!

Prior to embarking on a career in marketing, you obtained a bachelor’s degree in psychology with a business certificate and a master’s degree in work and organisational psychology. What inspired you to study Psychology, and how has it been useful in your current role as Marketing Manager at Lenovo Czech?

People have often come to me asking for my advice. So, I concluded that psychology might be a good area for me. I chose a Psychology major during my bachelor’s studies because I wanted to understand how people think and how can I help them out. Later on, I realised that, although it is interesting, this was not the path for me and so I chose marketing instead. However, I use psychology every day. It is a great tool to understand people, to assist them and it also gives you a new perspective on how people might think or react in different situations and to different topics. I use it when I manage, when I talk to my peers, and when I interact with my bosses. You can use psychology to help you go in the direction you want to and to shape your perspective.

“I use psychology every day. It is a great tool to understand
people, to assist them and it also gives you
a new perspective on how people might think
or react in different situations and to different topics”

You worked briefly in HR before taking up your first marketing role. What motivated you to make this career change?

The first time I worked in HR was during my bachelor’s studies in Psychology. I thought it would be interesting to see how business and psychology fit together. While I was working as an HR professional, I decided that this area was not creative enough for me, even though I really love working with, helping and managing people. Marketing is much wider and more varied and allows me to be creative; at the same time, I still get to use the HR part as a manager. It is the perfect work combination.

A recent webinar by Deloitte explored how the current health crisis is changing consumer behavior and marketing approaches and highlighted the importance of marketing technologies in this context. In your opinion, what are the benefits of digital marketing technologies, and how do they impact your work?

I believe you have to look at it from two perspectives. The first is the professional perspective, which is marketing based; the second one is personal, which is management based.

When it comes to the professional perspective, these days everything has changed. We have moved from meeting each other face-to-face to online conversations and events; we are now targeting our customers online only, which is much better because you can learn more them and track their interests. On the other hand, you have to be more sensitive about what people are saying and how they are saying it because you cannot interact directly with them. You have to be much more observant. This is why I tend to prefer to make sure people’s cameras are turned on as I want to see their expressions and how they are reacting, something which you cannot tell just from their voice.

This way of living and interacting is becoming the “new normal”, but I don’t wish for it to continue forever. I believe the right way is to have a mix: some part-time working from home, and some part-time working from the office to give people the chance to interact.

Coming back to the personal perspective, online interaction and working makes our lives easier because we don’t have to travel as much. Therefore, although I would say that “new normal” shouldn’t be forever, there is a need to accommodate new ways of doing things.

What I miss the most in the way we worked before is definitely the face-to-face interaction. Having calls is not the same. I really miss the team I work with because my management approach is to have a personal connection with them and that’s much better-established face to face.

Currently, I am bringing two new employees to my team and I wonder how I can do it most effectively. It is not an easy task, since you need to give them the same attention as you would in normal times!

“This way of living and interacting is becoming the “new normal”, but I don’t wish for it to continue forever. I believe the right way is to have a mix: some part-time working from home, and some part-time working from the office to give people the chance to interact.”

You have experience not only working in international environments but also studying in both the Czech Republic and Germany. What have you gained from working and studying in different locations around the world and what has been the biggest challenge?

My family and I moved around a lot. In the beginning, I had a limited English vocabulary. Then we moved to Germany because my mother was offered a job there. It was difficult at first and people did not really understand me! Later, however, because I used English so much during my high school studies, I decided to pursue a bachelor’s degree at an American University in Prague. Afterwards, I moved to the Netherlands for a master’s degree in work and organisational psychology. This experience taught me a great deal. For starters, it taught me to be self-sufficient because I had no one else to reach out to. I am also still in touch with many of the people I met even 15 years ago. We have a group with people from the master’s degree in Maastricht where we discuss work-related issues. If someone needs help, wherever they are, we are there for them. That’s something I learned from having an international experience and mindset: if you ask different people who have different opinions for their advice, this gives you a new perspective.

As for work, I started in a Korean company which was a shock for me because I was used to the American style of management. Koreans are quite strict and have a completely different cultural background and they expected me to abide by the same rules even though I was based at the time in the Czech Republic. Then, I started working at Lenovo, which is a Chinese company originally, even though I am part of the EMEA team. So, I switched from a typical Czech background to a typical American culture, to a Korean company and now I am in a team with people from across Europe, the Middle East and Africa. My current situation is the best for me because I already have enough experience to manage it well.

You are taking part in the 6^th edition of WIL’s Women Talent Pool Programme. How do you think such programmes can encourage more women to take on leadership roles in Europe and what do you expect to learn from being in this year’s WTP?

I think the WTP programme is going to encourage me and the other participants not to be afraid; show us that it is ok to think a certain way. Just because your opinion is not shared by everyone, you can speak up. As was mentioned a few times at the programme kick off, without engagement, it is difficult to learn - information goes in and goes out. It is so important not to skip over things when we’re trying to develop ourselves, but to go deeper into certain topics. I hope I will learn a great deal within this programme. My goal is to be more comfortable in a man’s world because at Lenovo, the management team is composed of more men. Moreover, I am the youngest there. I want to be perceived on the same level as them. I do not think that I am any less competent, but I need to make them realise that as well.

“I think the WTP programme is going
to encourage me and the other participants
not to be afraid; show us that it is
ok to think a certain way. Just because your opinion
is not shared by everyone, you can speak up.”

We always end the interview with a question from the Proust Questionnaire: If there is one thing you could say to your younger self, what would it be?

Study German! I moved to Germany when I was 16 years old and went to an American school there. I didn’t need to learn German, though, even though we stayed there for three years, it would have been the perfect chance to learn it. I think learning German would have been great and it was a missed opportunity for my development. It would have been easier to learn while living there. I would have used it when I travel, work and talk to my friends in German.

I would like to add something regarding to my management role. I used to be in the student body, and I learned how to manage people there. Then I moved forward in my work life and at Lenovo, after a year working there, they gave me the possibility to become a manager. I really appreciated it because that has always been a dream of mine to lead a team. I think I am good at it: I am empathetic, I listen to people and enjoy helping them. I am still young, and, since I have no prior management training, this is an opportunity to learn on the go. I think every company should take a leap of faith. So far, I have had only positive reviews from my team and I definitely want to thank my Lenovo general manager for CZSK, who gave me this opportunity.

Video edited by Nadège Serrero

Paola Brucker-Dhont - Government Relations and Policy Director France at VMware

(Past member) — Wed, 31 Mar 2021 08:03:25 GMT

Interviewed by Maria Luiza MENEZES DE OLIVEIRA

Meet our Talent, Paola Brucker-Dhont, Government Relations and Policy Director France at VMware. In this interview, Paola talks about how she has found the transition to the private sector, her admiration for Christine Lagarde, and she shares with us her advice on how to choose a meaningful career path.

You recently joined VMWare as Government Relations and Policy Director France, after spending five years at Alstom, where you were Public Affairs Director France and Export. What does your role entail, and what skills are required for you to be successful in your job?

That is quite an easy question to answer, even though it is always quite difficult to explain government relations and public affairs. It’s a fairly rare job, and it's not the sort of thing you think about going into as soon as you leave school. Public affairs consist of reaching out to public stakeholders or policymakers and creating a channel for your company to connect with them as well as reaching out and explaining to them what you're doing. It's about raising brand awareness, of course, but it's also about having an impact on the policy landscape. When a government is thinking about building a future metro network or the impact of the move to cloud for the public administration, you need to talk to experts and companies who sell solutions, be it trains or cloud technology, or infrastructure, are experts. I strongly believe in discussing and talking to bring to decision-makers the points they need to be aware of. What's the landscape? What are the stakes? What are the challenges?

In this sense, the area of public affairs is about teaching, it's about diplomacy, and it's about not being afraid of reaching out to other people who might sometimes be in quite high places. You need to be confident in reaching out and building a channel. You need the confidence to keep it open, to maintain it and to build a long-term relationship of trust. So, that's it! There's a bit of strategy, a bit of tactic, and a need to be able to take current affairs into account. What are the trends? What is the political situation? What is the impact of the geopolitical situation? When dealing with large companies, often it's not just the local policy that's important but also geopolitics. It's interesting, it's really an amazing job, but it's something I would never have imagined doing when I came out of school.

When dealing with large companies,
often it's not just the local policy that's important,
but also geopolitics.

Prior to entering the business world, you spent several years working in the French Ministry of Economy and the Foreign Trade department specialised in trade policy and exports. How have you found the transition from the public to private sector?

It wasn't actually as difficult as one might imagine. I moved to a big company: a traditional, long-standing and very well-known one here in France. It sometimes felt like being in the administration again. There was so much red-tape, hierarchy, structure, and processes to be validated, that I felt like it wasn't so different. I think French and global companies should keep in mind that they should not lose their agility and flexibility by becoming too heavy-handed bureaucratically.

However, it also felt quite liberating because the work in a company feels more purposeful. Sometimes you win a deal, sometimes you lose a deal. Everyone has to pull their weight. Everyone in the team needs to contribute. When you win, you celebrate together and build team spirit. When you lose, well, you're sad together too, and you need to pick yourself up again and get motivated again with the team. It's challenging to be result-oriented, but it's also stimulating because often it goes hand in hand with recognition. A job well done will be celebrated, a victory won will be fought for the whole team, and it will be shared. In the administration, there is a great deal of effort made by intelligent people spending lots of hours trying to come up with solutions that will improve citizens' lives. Often, they work very late, and the meeting that they had been working so hard for gets cancelled for some political reason, and all the hard work goes to waste. A negotiation that didn't come to fruition, well, the next day, you start on something else… The point is that there's no result, and there's no business that will drown or be closed down if you don't meet the target. It's frustrating because there are many smart people there. Yet there's not enough recognition: of the effort and of the good work being done. Because, done well or not done well, it doesn't change anything: tomorrow you just have another task to do, and that's a pity.

The work in a company feels more purposeful.
Sometimes you win a deal, sometimes you lose a deal.
Everyone has to pull their weight. Everyone in the
team needs to contribute. When you win, you celebrate
together and build team spirit.

Both companies for which you have worked specialise in male-dominated fields: VMWare is a virtualisation and cloud computing software provider and Alstom is a leader in the transportation sector. What, in your view, can be done to encourage more women into the fields of technology and transportation?

This is a good question because, in both companies, I have seen that it is not only about women not being present enough in the company. It is also about these companies not being able to recruit enough women. And that's not because they aren’t attractive: it's because there are not enough women in this field of the market. We should start by getting rid of stereotypical thinking when we finish school. And that is not something dictated by men or women: it's really a question of society and culture. When we think about what we want to do next in our lives, we often question our strengths. If our strength is biology, we think, "Maybe I should do something in the field of medicine". If we're good with children, we think "Maybe I should become a teacher". So, we start with something we think we're good at. However, first of all, we do not know all the jobs that are out there. There are so many jobs that we don't even suspect exist. Second, we don't usually consider where we'd like to go with these jobs. It's not just about making money. For example, when you bring a train to a country where there hasn't ever been a train or people have commuting times of 2-3 hours, renovating the railways improves people's lives. People do not take 2-3 hours to commute anymore. People can get out of their faraway villages and connect to big cities. It's about creating an environment where you can choose to take the train over your car because you have access to comfortable train rides. So, instead, you should ask yourself: Where do I want to make a change? What are my fields of interest? I would like to see the world changing for the better, and that’s what technology is all about. It's not about "Should I be studying engineering or coding?" or "Am I good at maths?". Artificial intelligence can help detect cancers before any doctor can because it's been trained to recognise cancers where the naked eye can't. It's about a genuine interest in a particular field where you think you can make a change. Then, you can think about how to get there and choose your studies accordingly. Maybe we should change our way of thinking and encourage students, be it boys or girls, to change their way of thinking when asked to choose what they want to do next.

Maybe we should change our way of thinking
and encourage students, be it boys or girls,
to change their way of thinking when asked to
choose what they want to do next.

You have studied in both France and Germany and speak three languages fluently. How has multilingualism and an international education have added value in your career?

That’s not such an easy one to answer. By now, it feels very natural to me to be multilingual, so I don't even think about it anymore. However, it's a real benefit; it's opening yourself to something broader. Learning languages means opening your mind to the culture that goes with it, because you can't learn a language fluently when you're just studying in your home country. You want to learn when you are in a foreign country and want to order the dish that the person next to you is eating. Being able to do that is just delightful, and of course, the work aspect comes in too. VMWare is an American company. Every day, I work with colleagues from all over the world, which was the same as in Alstom. People are so pleased when you can communicate efficiently with them in their language. Multilingualism and having an international outset also means having the capacity to adapt to your partner. It's not just about speaking their language but also about connecting with them and being culturally sensitive. That is what languages are about. It is not just about academic achievement.

You are one of 49 talents participating in the 6th edition of WIL's Women Talent Pool leadership programme this year. In a few words could you tell us why you wanted to join the WTP6 and what do you hope to gain from this experience?

I really wanted to join because I became interested in Women in Leadership in 2015 when they did a presentation at the French Treasury. They talked about the idea that, generally, women need to do more to achieve and have to sacrifice more than men to get to the same place. When they talked about feeling like an imposter and not feeling good enough compared to our male colleagues, it resonated with me a lot. I really wanted to join a place where we could talk about these things, and people could help each other by sharing their experiences. WIL seemed like a place where women could connect and reassure each other that we've all felt the same way at some point. A network where women are recognised and encouraged to be strong, without copying their male counterparts, is really inspiring to me.

WIL seemed like a place where women
could connect and reassure each other
that we've all felt the same way at some point.

We usually end our interviews with a question from the Proust questionnaire. Your chosen question is: Which living person do you most admire and why?

I really admire Christine Lagarde, who is currently the President of the European Central Bank and was Managing Director of the International Monetary Fund. Christine was also the Minister of Finance in France when I was working in the Ministry. I had the privilege to travel with her on an economic delegation trip to Indonesia and Singapore. I was very impressed by this cool-headed woman who had such a stark impact on her female counterparts in Indonesia and Singapore. I found it very inspiring that she was able to talk in such a confident and competent way about topics of such high importance, including that of economic diplomacy. I believe that if there were more women like her, it could make a real difference. It would encourage other governments to have female members and female leaders working at the international level. Having people like her, people who are strong and competent, is so important. Being competent and having integrity is a challenge for some. In Singapore I saw Christine Lagarde shaking hands with the piano player in the lobby. Her feet are really firmly on the ground and I found that really admirable. I wish we had more leaders like Christine Lagarde.

Video edited by Nadège Serrero

Elizabeth Villa Covarrubias - Global Learning & Talent Development Manager at Rexel

(Past member) — Tue, 30 Mar 2021 13:13:23 GMT

Interviewed by Hanna Müller

Time to be bossy, girls: As part of our Women Talent Pool programme, Elizabeth Villa Covarrubias, Global Learning & Talent Development Manager at Rexel, discusses her career path in digital learning and shares her advice on how women can achieve success in male-dominated workplaces.

You have been working for Rexel for the last six years, including three in your current position as Global Learning & Talent Development Manager. Can you describe us your role at Rexel, and explain how you got to where you are today in your professional career?

Being born and raised in Mexico City, I had the opportunity to study abroad in the US where I developed a keen interest in international affairs and foreign cultures. Upon my return, I began working as an organisational psychologist in Training and Development at Yves Rocher where I was responsible for about 400 employees. At that moment I fell in love with French culture and started to study the language. For me, French society embodies female empowerment and freedom of speech. That is why I decided to complete my Master’s degree here in France. I finally stayed. That was eight years ago.

After working in digital learning at L’Oréal, I joined Rexel, an international supplier of electrical parts and services. My current role as Global Learning and Talent Development Manager includes connecting our Learning Managers around the world, implementing the Learning Management Systems at global and local levels, and developing our leadership programme.

During your career you have had several roles related to digital learning. How would you define “digital transformation” and what does it really mean for today’s business leaders?

Digital transformation is an experience; I keep in contact with my friends online, I celebrate birthdays with my family online, and I do my shopping online. In this way digital transformation is not about technology, but an opportunity to be more human in our personal and professional lives.

For the last six years I have been working in a complete virtual way. I start my day at 8 AM connecting with teams based in Australia and in the evening, I have calls with collaborators from the US or Canada. Digital transformation connects us, brings us together, and helps us to be more human.

Digital transformation is not about technology,
but an opportunity to be more human in
our personal and professional lives.

COVID-19 seems to have suddenly pushed digital transformation much further ahead. How are companies like Rexel coping with this?

What is certain is that the future of digital learning must be human-centred and it is directly related to employee development. Thankfully, at Rexel we did not start our digital transformation journey last year but about five years ago when we started to implement our global digital learning strategy. When the COVID-10 crisis started, our collaborators were already prepared. Today, digitalisation has become a way of life at Rexel. The current pandemic has just confirmed our way of working for the last few years. We had the opportunity develop our digital skills early enough.

What is certain is that the future
of digital learning must be human-centred
and it is directly related to employee development.

Considering your experience in Talent Management, what in your view are some strategies that can help women achieve the success they want in their workplaces, especially in male-dominated roles or industries? And what has helped you build confidence?

Building confidence is a life-long process. I have been doing a great deal of introspection, questioning myself about my personality, my self-concept, and the role I have as a woman in our society. Here is some advice I would like to share with other women:

Speak up for yourself and defend your ideas. Trust yourself, stand up, and fight for what you believe in.
Women are very empathetic, which is indeed a very powerful tool. Try to analyse the possible impacts of your decisions on others beforehand.
Define your values and make sure you follow them in your daily life inside and outside of work.
I cannot tell you how many times in my life I have been called a bossy girl. Today I am proud of myself and glad to be following my passion for Learning and Development. Embrace your bossy side. Let go of fear and become a leader.

You are part of our Women Talent Pool Programme this year. In a few words, can you tell us why you wanted to participate and what you expect from it?

For me it is not only a pleasure being selected for the Women Talent Pool Programme, but it also is a responsibility. I expect to develop my personal leadership skills and build a network of women who support each other. I would love to share my own experiences and try to be an inspiration for other women of younger generations.

We always conclude our interviews with a question from the Proust questionnaire: Who are your heroes in real life?

I am glad to have a lot of people around me who inspire me every day. The first hero is my Dad who is an incredibly intelligent man. He has been working on digitalisation for almost 40 years. My second hero is my Mom because of her empathy and kindness. And the third hero I choose is my brother, who taught me how to communicate and to build strong relationships with others. Then, there is my partner: his professional values push and empower me hugely as a woman. And my last hero is my female network: my friends, my former managers, and my colleagues who are there to support me every day.

Video edited by Nadège Serrero

Natalia Melniciuc, PhD - IT Mediation Manager at Orange

Fri, 27 Nov 2020 16:05:45 GMT

Interviewed by Alison Oates

Meet our Talent Natalia Melniciuc, an IT Mediation Manager for Orange Moldova, and a member of the WIL Talent Programme 5^th Edition. In this interview, we discuss how inclusivity in the IT sector has improved in recent years, as well as the impact that being part of different women-led professional communities has had on her perspectives.

You are currently an IT Mediation Manager at Orange. What does your job entail and what do you enjoy most about it?

In my current role I lead a team of IT experts, providing IT services in implementation Telco Mediation solutions for our international clients in Belgium, Luxembourg and Moldova. I am responsible for ensuring productive collaboration between the clients and the teams, as well as organising internal delivery processes and driving continuous improvement activities.

I am always on the lookout for new projects that can take my team to another level. This is what I enjoy most about my job: driving growth, taking on new responsibilities and developing new skills and team maturity. As a leader, I am always focused on both processes and people. I really love when team members proactively bring new ideas, and I always ensure that we have a safe environment for people to give and receive feedback. Trust, openness, and mutual respect are key to the success of our team. This helped us to transform in a strong Competence Centre of Mediation domain during the last years.

“As a leader, I am always focused
on processes and people”

Prior to this experience you studied for a PhD analysing the economic impact of the IT sector in Moldova. How has this study helped you in your different roles?

Studying a PhD, for me, required maximum levels of self-discipline and concentration because I was working full-time alongside my degree. I spent long hours researching and investigating, which helped boost the analytical skills I still use today.

Throughout my PhD, I was analyzing the relationship between different sectors and trying to understand the impact of IT over Economics. I used this knowledge in my subsequent job roles, where I had to reveal non-obvious dependencies between different disciplines and create bigger picture over the topic. For me, my PhD was a marathon. It taught me to be patient and consistent, and I consider it to be one of my biggest personal achievements.

The IT sector remains a very male-dominated field today. What have been your experiences as a woman working in this sector and what can be done to make the IT sector more inclusive to women?

I have dedicated my entire professional career, more than 15 years, to the IT sector; thus I have seen considerable progress being made for women in this field. When I started in the sector, IT was not promoted to women, and as a result women rarely chose this area for their careers. I can think of a very clear example of discriminatory attitudes towards women in my own personal experience: one of my male teachers once began his lesson saying, “Today I will solve problems with the boys, and the girls can do anything else they want, but quietly!”

Years later, at the 2018 Summit for Women in Technology, the Head of IT solutions for Siemens (Germany) gave her inspirational speech with a story similar to mine. I was blown away, and for the first I realised that this story did not have a geographical component but instead represented a global, deep-rooted issue in our society.

Today, more and more women are choosing IT and we are fortunate to have many different events, conferences and webinars, aimed at promoting inclusion and diversity in the IT sector. However, men still need to work harder by promoting and accepting women in senior positions. It is time for them to accept, support and promote women. The idea of diversity and talents despite the gender in our society is actual than ever before.

“It is time for society to accept,
support, and promote women.”

2020 has been a year of unprecedented turmoil and change. How can the IT sector better meet our needs both during and after the COVID-19 pandemic?

The pandemic has launched a new era for IT. The speed of the economy already required fast IT development; however, COVID-19 has accelerated this need even more. The IT sector has to be dynamic since it is a partner for many other economic sectors. For example, IT provides online tools and digital services which enable the economy to adapt to our new reality. Everything we are seeing at the moment – with recent developments such as working from home, online entertainment services, online health, and education activities - requires integration between IT and other sectors..

These changes have placed a great deal of pressure on IT companies. This is not only because of the demand COVID-19 has brought, but also because there are increasing questions regarding security, privacy, and agility.

I feel that IT should reinvent itself quickly. This reinvention applies not only to technologies, but also to the people who work and develop IT. People have to be ready to adapt to the changes we have seen in 2020, and be more open and agile.

“People have to be ready to adapt
to the changes we’ve seen in 2020,
and be more open and agile.”

You are a strong advocate for personal and professional development and have taken part in different management and talent programmes, including WIL Talent Pool Programme 5th Edition. What attracts you to such programmes and what have you learned from being in WIL’s WTP?

What I love most about these programmes, other than gaining knowledge, is that you meet people you would never usually meet in your day-to-day life. These people often have a similar energy and a hunger to grow, and I have found that networking in this way often has a long-lasting impact, which for me is a great achievement. WTP, in particular, is a great community of women who are willing to share their experiences without competition (as is often the case with male-dominated spaces); it is an opportunity to expand your perspective and way of thinking.

As well as your extensive work in IT Mediation Management, you seem to enjoy working in international environments. What have you gained from working with different nationalities and what has been the biggest challenge?

Working with different nationalities is about tolerance and the ability to accept different views. When we work with people of different backgrounds, we all bring diverse approaches. This is both a great advantage, and a substantial challenge. However, working in these environments in incredibly beneficial; it encourages continuous self-development, always retaining a “beginner’s mind”, the ability to listen, to accept and strong communication skills.

We usually finish our interview with a question from the Proust questionnaire. What do you consider your greatest achievement?

My greatest achievement would have to be gaining understanding of key life principles, which for me are the following:

Happiness is a process and not a result. Focus on the process and doing what makes you happy and the result will come.

There are times for action and times for patience, and you should be grateful for both.

Human relationships are always the most important aspect.

“Happiness is a process and not a result…
There are times for action
and times for patience.”

Marion Serpantié, Head of Strategy - Networks Operations at Orange WIL-Women Talent Pool program (WTP) participant

Thu, 29 Oct 2020 11:25:49 GMT

Interview by Aurélie Doré

For this month’s interview, we had the pleasure to meet WTP Participant Marion Serpantié, Head of Strategy and Supplier relationships at Orange France Network and Services Operations. Shortly after this interview, Marion returned from her maternity leave and undertook a new role at Orange as Deputy of Field Operations, “Paris- Ile de France”, in charge of Performance. We discussed gender equality in the scientific world, as well as 5G deployment and its risks. Learn More about Marion in this interview.

Can you describe your role as Head of Strategy and Supplier relationships at Orange France Network and Services Operations?

I joined Orange 12 years ago as network engineer on the IPTV domain, and I never left! I have been Head of Strategy and Supplier relationships for three years now. There are two key parts to this role. The first part focuses on anticipation and strategy; I define what the Networks Operations at Orange France in 2025 will be, and then I strategise how our actions can lead to social, economic, and operational performance. To define my role more precisely, at Orange France Network and Services Operations we oversee all of the maintenance of the equipment which delivers services to our mass Market and Pros customers. We must guarantee a high quality of service for our customers, but also make sure our teams have the tools and skills required to operate the networks, and finally we must also guarantee that our profitability is sustainable.

The second part of my role surrounds supplier relationships. My team oversees all the suppliers (Network, Services, and subcontractors) to make sure they respect their engagements in terms of operational and economical objectives, all whilst reaching a sustainable working relationship.

Wireless carriers around the world are beginning to deploy 5G. Indeed, in France, auctions have just started. This technology is the subject of much controversy, as many are afraid of the environmental and health effects of it. What is your position on this matter?

As I am on maternity leave for now, I can give my personal position on this topic. However, my personal position is actually quite aligned with Orange’s position, and specifically that of Stéphane Richard - Orange’s CEO.

Firstly, we need to be well-balanced. Being late on the deployment would penalise France, specifically for its role in business. 5G will enable new applications such as ‘Internet of Things’ (IoT) or extremely low latency, therefore being a lever for competitiveness.

On the other hand, not considering civil society's expectations could be a trap. The “stop and go” strategy on these topics is quite difficult to manage, therefore if we need a debate, it needs to be based on scientific data and not on fake news, as this has the potential to be deeply destructive. Confidence in 5G has been shaken by misinformation preying on the fears of the public. This misinformation has been spread via the internet and has been presented as facts. We cannot force French people to accept something they do not want, but 5G is more an opportunity than a risk for the environment.

What challenges did you encounter during your career in terms of gender inequalities and lack of diversity and how did you overcome them?

Gender inequalities and lack of diversity start way sooner that you would think. Even from as early as my high school studies, there were only 20% women versus 80% men in my courses in science. Choosing to study science is still unusual for a girl. I remember my Physics teacher explaining me that there is a good reason why “ingenieur” is a masculine noun in French, therefore suggesting that as a woman I had no seat at the ‘engineer’ table. Countering this inequality starts with educational choices, but gender biases are still strong: we must highlight female role models in the scientific world to help pave the way for future generations.

Fortunately, Orange understands that gender equality and diversity is a strategic asset to nurture future business growth. I have had a lot of managers who believe in diversity, and three out of seven of these managers were women.

Yet, besides all of this, gender inequality and lack of diversity remains an issue. Take for example between 30 and 40, when your career as a woman is accelerating, you might want children - and you cannot handle this all at the same time. You cannot have equality at work if you do not have equality at home. I am lucky enough to have a partner who is invested in our family life, I can rely on him.

Choosing to study science is still unusual for a girl.
We must highlight female role models in the scientific world
to help pave the way for future generation

What skills are the most useful in your professional life and which were the most needed for your success?

Agility in complex environments is my most useful skill. This means being able to work in different environments with different people who all have their respective objectives. Succeeding to find an “end-to-end” solution with all the counterparts is really rewarding! You know it is a success when people feel concerned and motivated - and in the end, the solution is always stronger.

You know it is a success when people feel concerned and motivated,
as a result, the solution is always stronger.

What is the biggest career lesson you have learnt?

Do not plan everything and know your priorities! To be efficient, I need to both enjoy what I am doing as well as feel useful; I also need to know where I want to go next. But being able to go off path is what makes it fun. Don’t always stick to the plan - if an opportunity comes up, take it! Life is full of surprises, so enjoy it while you can.

Don’t always stick to the plan -
if an opportunity comes up, take it!

We usually end our questionnaire with a question from the Proust questionnaire. We picked this one for you: which talent would you like to have and why?

Some people are gifted with the talent of creating stories. I am extremely impressed by the ability to transmit emotions and feelings through writing - and of course I love to read them! If you are looking for your next novel, I would recommend reading Marie-Antoinette’s biography by Stefan Zweig.

You cannot have equality at work
if you do not have equality at home.

Michelle Gulrajani, DCG Solutions & MSP Sales Leader at Lenovo UK & Ireland

Thu, 29 Oct 2020 11:09:35 GMT

For this month’s interview, we had the pleasure of interviewing Michelle Gulrajani of Lenovo. Michelle discussed with us her transition from working as a Territory Manager and Account Director at Triangle, to opening her own consultancy firm. Michelle also shared with us some valuable advice to women wishing to endeavour to be entrepreneurs.

Interviewed by Hajar El Baraka

You have an extensive experience, having worked in sales before opening your own consultancy firm, “Signature Consultancy”, which was later sold to a competitor. How did your interest in the tech industry start and what inspired you to launch your own consultancy firm?

At a young age, I was never shy; I loved meeting new people and making new friends. It was actually a family member who initially guided me into sales, as she noted that this sector drew upon pre-existing skills that I had.

My position at Triangle was that of Senior Account Manager, where I was responsible for some of our biggest customers in the UK. It was in this position that I started looking at the business more strategically; even though I was a senior salesperson, I proactively worked with the business to tailor multiple off-the-shelf workshops and services based on what I was hearing from my customers. I was also involved in retraining existing employees in my team, from different backgrounds, into sales roles. Unfortunately, after many years, the company went into administration and that’s what led me to start my own business. I initially launched Signature Consultancy and set myself a goal of three months to start building a successful business.

To cut a long story short, I had a successful business for over eight years and that period was incredibly rewarding. After that time, with so much time in my career selling to end-users, I decided to sell the business to start a new challenge. I was keen to start a new adventure utilising some of the many skills I had acquired in my career and this brought me to Lenovo, working at a large corporate vendor.

Can you tell us more about how your prior experience helped you as an entrepreneur?

Running your own company is a tremendous experience. If anyone is reading this and thinking about starting a business, I would say: don’t hesitate; don’t live with the regret of not doing it!

Every day I draw from my prior experience as a reseller and business owner. I can genuinely relate to sitting on the other side of the fence as a reseller, and this perspective is important for me, our partners and customers at Lenovo. For the past 25 years, I have been selling to end-users and Managed Services Providers, so I can also draw on those experiences.

My biggest lesson is to not fear failing. I have made many mistakes. I was so busy when I started my business that I decided to employ another salesperson. It was the first person I had recruited. While that was a great success in terms of additional revenues and profit, I subsequently realised that what I really needed was someone to support me in the areas that were time-consuming, such as the invoicing and taking payments. Taking a step back and focusing on what would free up the right people, with the right processes to do the right job and maximise productivity, was a valuable lesson.

If anyone is reading this and is thinking about starting a business,
I would say: don’t hesitate;
don’t live with the regret of not doing it!

Another challenge that you must have faced is the coronavirus outbreak and its impact on the global tech industry, particularly as China is a major manufacturing centre. Has this crisis impacted your work and how have you tackled these challenges?

Inevitably, Covid-19 impacted our business in terms of both supply and demand. However, I feel we did better than many in our industry, thanks to our excellent operations and supply chain. As a global organisation , we do have multiple factories around the world, and we are currently opening a new factory in Budapest. Looking ahead, as more and more people work and study from home; not only in terms of devices, but also data centre and infrastructure technology to power that increase is required in digital consumption and the requirement for faster networks.

Obviously, we have had to adapt the way that we work with our teams. In terms of managing my team, I conduct team calls multiple times a week. Often, they are more informal to try and recapture those missed chats around the coffee machine. This month we even have one of the team who is going to teach us how to make sourdough pizzas on a video call, a great team building exercise that we are looking forward too. As a business, we have regular calls with our UK and Ireland team to ensure that everyone is kept up to speed with our strategy.

Having held management and leadership positions throughout your career, what do you consider to be the key leadership skills necessary to succeed in such positions?

Adapting your style based on the individual and your company or team is incredibly important. By doing this, rather than adopting a broad management style, you get the best out every team member. This also helps them to develop as individuals throughout their careers.

People follow by example. I have always been passionate and enthusiastic in any role that I have done. That energy does transfer to my team and, as a result, it has created a good team work ethic with everyone caring about our vision and striving for success.

Never assume that you have all the answers. Being confident is essential, but being keen to learn from others around and above you means that you develop every day, which will result in you becoming a stronger leader.

Being keen to learn from others around and above you means
that you develop every day,
which will result in you becoming a stronger leader

There is still a long way to go before women are no longer considered a minority in tech. Statistics from tech Nation suggest that only 19% of the tech workforce are women. In your view, what do you think should be done to encourage more women to enter the tech industry and to attract them into senior and leadership positions?

There are so many young women who aren’t aware that the skills they possess could lead them to a career in tech. It is not all about being technical and in fact there are a wide variety of jobs available. Developing closer working relationships between businesses and academic institutions is the way forward so women can develop a greater understanding of the variety of jobs that are offered when choosing to pursue a career in tech.

The same applies to women returning to work. Women who are further on in their career often choose to make changes to their career path. Their prior experience could strengthen the tech industry, yet they too might not be aware of this.

I am a big advocate of organisations providing mentoring and support for all women in any workplace. I am lucky that at Lenovo, we have an extremely strong Woman in Lenovo Leadership Programme. By providing this type of platform, women together can grow their network, develop their leadership skills and encourage each other to progress within an organisation. I would certainly say that from my personal point of view that has been a great thing to be part of.

Closer working relationships between businesses
and academic institutions is the way forward so women
could develop a greater understanding of the variety of jobs
that are offered when pursuing a career in tech

We usually end the interview with a question from our Proust Questionnaire. Therefore, which talent would you most like to have? Why?

I would love to learn to fly and get my private pilot licence. The ability to jump into a plane and take a trip anywhere in the UK or France for the day or the weekend is really appealing!

Viola Zazzera, Chief Marketing Officer at Jacobacci & Partners

Tue, 29 Sep 2020 09:45:40 GMT

For this month’s interview, we have had the pleasure to meet WIL Talent Viola Zazzera, Chief Marketing Officer at Jacobacci & Partners. We discussed the company’s actions to reassure clients and colleagues in the face of the Coronavirus crisis, but also the importance of gender education both at the home with her children and in the workplace, as well as the successful response to her 4T-Tech Transfer Think Tank.

The Covid 19 crisis is unprecedented. The speed with which it has spread, and its effect on families and daily lives, have led to a deep sense of fear, anxiety and confusion. How did you work and support your teams and colleagues across the business?

The second half of February 2020 was, for me, a period of huge changes that turned me upside down - sometimes even now I wonder how I survived!

In fact, more or less in the same few days, I began to actively participate in the meetings of the Executive Committee of Jacobacci & Partners (the company in which I have been working for 7 years in the role of Marketing and Communication Manager), and then the situation in Italy worsened and we entered into lockdown. It was a bit like finally having a sedan available, but without fuel for refuelling: I had been promoted to the company's management team, but in one of the darkest and most uncertain times possible.

I remember the first meetings we had on the COVID emergency, where we were evaluating possible scenarios, only for the most catastrophic of these to come true a few days later. Thankfully, due to our daily contacts with China, we knew where all this was going to lead. Then, on March 13, the company entered lockdown, with accelerated widespread smart working for all employees of the company. We were scared, distanced and worried about the future. Indeed, we had in mind that, as Executive Committee, we had to protect both the health of people and that of our company, to guarantee a future for all of us.

There have been many initiatives aimed at our people to reassure, motivate and involve our teams and our colleagues. We have written over 40 newsletters (one a day) to keep the sense of belonging alive, organized aperitifs with art to tell the strategic and artistic aspects of our corporate collection, offered mindfulness breaks for adults and yoga for children, and launched other initiatives to bring people closer such as asking our people to send a photo of themselves working from home or to share a story. The memory of these actions will be remembered with a book delivered to each of us, to be kept and reread in the future. Our colleagues have greatly appreciated these initiatives, and we have created the basis for transforming ourselves from a professional legal services company of the advanced tertiary sector, to a real community which puts people at the centre.

We have created the basis for transforming ourselves
from a professional legal services company
of the advanced tertiary sector to a real community,
which puts people at the centre.

With so much changing so fast during this difficult time, you have a critical role to play as companies shape their response. What actions do you advise brands to take to serve and grow their customer base, mitigate risk and take care of their people?

The situation that arose during the pandemic has changed our order of priorities and has put communication at the centre of our actions, whether they are directed inside or outside the company. While internally we had the aim of informing and reassuring, externally we had to make our clients feel that they could trust us with their strategic assets, that we were operational and that we continued to work with our usual standards as market leaders. Even though we were distant, we were reachable, because the first thing we did when we saw each other on a video call or heard each other on the phone, was reassure each other. Our clients knew that whilst we were present to assist them with their business needs, we could also be there for them simply to just listen to their fears, which differed depending on their sector.

The lockdown, for better or for worse, has given a great boost to all digital communication activities, both inside the company and outside for clients. We have launched several projects to stay close to both our regular clients and to approach new clients. There have been - and still are - many initiatives in progress: sending regular newsletters, launching a detailed and well-structured editorial plan on our social channels, webinars on in-depth topics, and various collaborations.

What is your opinion on the widely spread argument “use the lockdown to…”? Is it a good marketing strategy or a mistake that shows a lack of empathy and transparency from companies?

I really love the words of Domenico De Masi, sociology professor at "La Sapienza" University of Rome, about Covid-19. In short, he interprets it as an extreme attempt by nature to remind and teach humans that they are mortal beings and that homo sapiens are not as wise as it is believed. It is an attempt to teach and remind us that health comes before democracy, and democracy comes before economics. To teach us that planet's resources have an end; instead of fighting each other, we would better to be united against three common enemies: viruses, global warming and inequalities.

In fact, in Jacobacci we have not limited ourselves to managing contingencies, but have launched many new projects, all with an eye to the environment. Personally, the attention to the environment was a theme that we had been pursuing for some years together with Enrica; from the plastic free and paperless, through to the carpooling company, we have relaunched these issues together with others in our communication and integrated them into company strategies.

If the lockdown is a big jolt to warn us that we need to change course, that we don't need to go back to life as before, it's a great opportunity to review our values and reconsider our goals. It was a hideous jolt, but we can rebirth our ideas and leave our children with a better world.

If the lockdown is a big jolt to warn us that we need to change course,
that we don't need to go back to life as before,
it's a great opportunity to review our values
and reconsider our goals.

The crisis also brings a lot of uncertainty about the future and will likely influence how consumers behave for years to come. What actions did you take at Jacobacci & Partners and how are you preparing for a post Covid-19 world?

Firstly, we established a commitment to maintaining and safeguarding jobs. I believe that we are a rarity amongst Italian companies as we have used this period not as a layoff, but rather to hire people as a more concrete way to support society. Then, we created special packages to support services which had declined in various sectors – for example, in the design sector or related to innovated start-ups. During this period, we have undertaken many actions at the company-level, and we have several more in mind for the autumn months to come. All our actions aim to take the most advanced digital world power, which is even more important following the most recent boost of the COVID-19 emergency.

One of these actions we are taking to support the brand is Jambassador - a pilot program devoted to the selection of colleagues. This project aims to create a group of company value "ambassadors", who can provide an authoritative voice on Intellectual Property issues via the social channel Linkedin. After all, who would be a better candidate than ourselves to speak well of our company! With the right tools, you can see the results. In fact just last month our page on Linkedin reached 10,000 followers and continues to grow!

You have recently been promoted to the company board at Jacobacci & Partners which makes you one of the three women holding a management position. How does your companypromote shared leadership? Could you tell us more about this concept and why is it important?

The founder of the shared leadership in the company is our CEO, Enrica Acuto Jacobacci; among other things Enrica is also the Italian representative in WIL. In a company that represents the evolution of a renowned professional firm, Enrica has adopted the governance of a large company. Enrica has established an Executive Committee (composed of the chiefs of various company functions) who interact to: create a value chain; to share responsibilities and guidance together; and to amalgamate and respect each other's skills. Eight people actively involved in the management of corporate strategies who easily put into practice all the actions necessary to run the company.

Shared leadership is not just an organizational issue, but it is a management culture and a mentality which is more easily found in a female leadership. It is this approach to management that helps to overcome the obstacles that traditionally separate company employees, especially when it comes with highly professional business. This more collaborative and sharing climate is truly fantastic: a leadership approach that gives the managing team a wide responsibility for the management of the company, whilst attracting talents and retaining people. Paradoxically, having worked in a crisis like the current one, it united us even more and increased mutual trust.

Decision making and responsibilities are distributed, but of course our CEO maintains a unique role in the entrepreneurial and strategic management that cannot be delegated. She has an exceptional vision and the business acumen to help us frame issues accurately, putting them in the right perspective, helping us decide together a course of action and then implementing it.

Shared leadership is not just an organisational issue,
but it is a management culture
and a mentality which is
more easily found in a female leadership.

On a more personal level, you are also a mother of a boy and a girl aged 12 and 8. How do you educate your children for gender equality? How do you prevent your children from acquiring strong gender biases and stereotypes?

It was a great stroke of luck to give birth to representatives both of the male and the female world, to be able to educate them in the same way, without any gender disparity. All children should have the freedom and the opportunity to discover and explore their own gender identity, without conditioning and without feeling judged. I have read them non-stereotyped stories, without princesses to save and courageous princes, from an early age. I let them play with what they preferred, and not with dolls and pots or tractors and bolts. I have always avoided repeating certain phrases that were said to me: “don’t behave like a tomboy” or “crying like a girl”. This behaviour perpetuates and strengthens a rigid and distorted vision of reality, in which there is no room for the child’s own experience; if we perpetuate these ideas, these children end up growing up with the belief that they are wrong.

Gender education is useful to create a freer and more balanced society, to create more tolerant individuals and to prevent others from experiencing their condition with difficulty, as something problematic, just because they do not correspond to what is accepted and considered as "normal in the society". Now that my children are older, as soon as they see a gender disparity they are the first to point it out to me with disappointment. This is a great satisfaction as a parent!

Of course, we try to maintain this approach also in Jacobacci & Partners, for example by using an inclusive language, which values diversity, or by creating transversal teams that enhance people's skills.

What do you consider your greatest achievement?

In general, the balance that I have reached between work and family life - certainly made possible also by the Jacobacci & Partners’ company policies which are attentive to these aspects, in particular in support of women and mothers who represent 80% of our human capital. This attention was certainly inspired by our CEO who has made ‘Work-Life Balance’ her personal and professional mantra.

But my "child" at work is certainly 4T-Tech Transfer Think Tank, the event on innovation and technology transfer that we have been organizing for seven years now. It is a great challenge every year to make it grow and evolve in content, format and interaction with the public, whilst remaining faithful to its original formula. And we see the fruit of our labours reflected in our turnout: more than 500 participants every year, and the success of an event that has now become the main in Italy.

For those who want to learn more about this event: https://techtransferthinktank.jacobacci.com

Rebeca De Sancho Mayoral, Project Advisor for the Enterprise Europe Network at the European Executive Agency for SMEs (EASME)

Fri, 31 Jul 2020 09:54:16 GMT

Interviewed by Hanna Müller

13 years ago, Rebeca De Sancho Mayoral moved to Brussels to pursue the European dream: a continent of peace, solidarity, tolerance, and economic prosperity. Today she is a Business Advisor at EASME European Agency for Small and Medium Enterprises adhered to the European Commission. An interview about women without bank accounts and economic independence for female entrepreneurs!

For the past 13 years you have been working in Brussels on international projects at the European Commission. Why have you chosen a career in European policies?

I moved to Brussels 13 years ago to work for the European Commission. Coming from Spain, I looked up to Europe as the place where I wanted to live. I was passionate about the idea of one united Europe: a continent of peace, solidarity, tolerance, and economic prosperity. As a Spaniard, I was grateful when we joined the European Union in 1986 as one of the first countries. Joining Europe has had a positive impact on Spain, even in such areas as gender equality. In Spain, 30 years ago, women were not even allowed to open a bank account without their husband's permission!

Obviously, this personal perspective motivated me to support the European project so that not only Europeans, but also citizens in other nations partnering with the European Union, could benefit from it. Today, I am proud of being a European ambassador wherever I go.

Joining Europe has had a positive impact on Spain,
even in such areas as gender equality.

You have also worked with multiple neighbouring countries on an array of topics, ranging from internal markets and home affairs, to innovation and digital policy. How did your career develop to encompass policies and initiatives with these focuses?

When I was a child, my mom had a newspaper shop where I had access to many magazines and books. It was like a public library back in a time when we could not just google. I remember always reading the international section on the first pages of the newspapers. From a young age, I also longed to travel and explore the world.

Later, my first work experience was in Chile at the Spanish Commercial Office. That was the moment when I became more intrigued by the diplomatic European world. It felt like a dream that had come true when I finally came to Brussels to join the Enlargement project of the European Commission.

From there on, I understood diplomacy in a new and different way. For me, it means building up relations with other countries, long-term collaboration, and implementing meaningful projects together.

You are a current participant in the 5th Edition of the WIL Europe Talent Pool Program (WTP). How has leadership and personal development been important to you?

In preparation for this interview, I checked when I last paid for a coaching session. It was in 2014 with a private coach who seemed quite expensive to me compared to the salary that I earned at that time. However, I considered it a long-term investment. Sometimes we realize that we cannot grow the way we want, and we need help to overcome our inner barriers.

The journey of personal development starts in yourself. You need to find out who you are, accept yourself, set goals and follow them. Everyone you will meet in your career contributes to this inner journey, either in a positive or a negative way. Throughout my career, I was lucky to have unofficial mentors at my side. Today, I mentor younger women in Brussels at “Women in International Security”, and I am also part of the female leadership programme at the University of California.

The most important part of all these programmes and networks is the community that I created around myself, and the support of other women. We check up on each other and share where we are going in our professional and personal lives. Connecting with others is a way to build and expand your career network.

The journey of personal development starts in yourself.
You need to find out who you are, accept yourself,
set goals and follow them.

Do you have any inspiration and motivation for other women?

We all have inner doubts that hold us back in our careers; even Michelle Obama discussed this. It also happens to men, although they talk less about it. I believe whatever happens in your professional or personal life, it will teach you something. Stay true to yourself and believe in yourself.

Life is not linear, and your career path will have ups and downs with bumps, but if you trust the process and believe in yourself, you will make it to the finish line with integrity, courage, and passion.

You are a relentless advocate for gender equality, and even wrote your master’s thesis on the topic. You are also a founding member of "Women in International Security Brussels". Where does this passion come from?

Ever since I was a child, I noticed the differences between girls and boys. At that time, I just could not name or frame it because the awareness of gender issues did not exist. There are many rules for being a woman and society set a standard of rules, and, dos and don’ts. Even though all women in my family were working outside the home, they were still doing most of the housework and, carrying more of the burden than men.

There has always been an internal battle in me, trying to understand why women do not live the same way as men. The definitive eye-opener was the economic aspect: financial inequalities between men and women manifest themselves as not only unequal pay, but women are also promoted less often than men and fear asking to be paid what they are worth. When we look at single parents in Europe, we see that 80% of them are female. Consequently, the risk of poverty is much more dramatic for women. These gender injustices triggered me to support women and fight for equality. If we want to close gender gaps, it requires policy interventions that enhance women's economic opportunities and outcomes.

If we want to close gender gaps, it requires policy interventions
that enhance women's economic opportunities and outcomes.

What has the European Commission done for women’s independence, and women in finance and entrepreneurship?

We have a clear-cut objective: economic independence for female entrepreneurs. There are a lot of factors, such as reconciling business and family that make entrepreneurship a less attractive option for women than for men. The European Commission is working with EU countries to overcome these barriers and encourage more women to start their own companies.

Concretely, we are trying to build a community of female entrepreneurs around Europe, connect organizations, and raise awareness on this topic. There is funding available and we host events, workshops, and webinars. We deliver training and provide mentoring sessions to promote success stories.

Additionally, we created several tools such as networks and the e-platform called WEgate to help women become entrepreneurs and run successful businesses. Every year we award the EU Prize for Women Innovators and, obviously, we work to maintain gender parity on the European Innovation Council Board as well as the funding granted.

Reconciling business and family makes entrepreneurship
a less attractive option for women than for men.

Which talent would you like to have and why?

I admire tennis players because of their capacity to focus and keep concentration during important moments of their performances. Although some of them are extroverted and very active, they know how to maintain control under high pressure.

In his book “The Inner Game of Tennis,” Gallwey discusses personal development and inner blockages. He describes the constant conflict of the two players we have in ourselves: the conscious one who knows all the techniques and the unconscious mind. To truly play at your best, you need to quiet your conscious mind by letting go of judgment. Then trust your unconscious mind to do what it does best.

Tennis teaches invaluable life lessons that will apply to just about anything you pursue for the rest of your life.

To truly play at your best,
you need to quiet your conscious mind by letting go of judgment.

Siham Soulaimani, Diplomat – Legal Counsellor, French Ministry of Foreign Affairs

Fri, 31 Jul 2020 09:42:30 GMT

We had the pleasure of interviewing Siham Soulaimani, Legal Counsellor and Diplomat at the French Ministry of Foreign Affairs. She discussed with us her views on diplomacy in a post-pandemic world, the challenges of diversity and inclusion, and the value of connecting with women from different careers and backgrounds through networks such as WIL Europe.

Since 2017, you work at the French Ministry of Foreign Affairs. What reasons made you choose this path?

As a European jurist, I had my first experience in the diplomatic field through European institutions, in particular during my internship in the European Court of Justice and my one-year experience in The Hague. I quickly understood I wanted to become a civil servant and represent my country at an international level.

Working in a multicultural and cosmopolitan environment, carrying the voice of my country, and having an impact on transnational issues have led me to choose this career.

As Board Member of the association La Cordée, what do you think is the main problem that needs to be fixed in order to achieve more diversity and equal opportunity in the public service?

In the past months, the question of more diversity, equality, and inclusion in France has been in the center of the debate. Both the public and private sectors face the challenges of inclusion and representativeness of translation.

Despite its principles and the development of measures on these themes, the public sector has still not managed to obtain concrete results: the example of equality is relevant: the trend that senior positions are reserved for the male elite. Our society tends to think of men as a legitimate source of authority. After years of continuous professional learning and teachings, the situation is certainly evolving but unfortunately not as quickly as it should. An example that we can find in practice nowadays in many institutions and companies is the existence of pools of experts.

The pool of experts consists of people from different backgrounds while achieving the diversity of genders, regions, academic background and disciplines and in this way you create a diverse balance of candidates.

Awareness seems to be emerging and I think that to really change things, there are first of all the psychological barriers of the actors that must be removed. For example, we have to question the recruitment criteria and profiles sought by the public sector: we have to recruit talents who are representative of our society.

We have to recruit talents who are representative of our society.

What challenges did you encounter during your career in terms of gender inequalities and lack of diversity and how did you overcome them? Did you have any role models or figures that inspired you to pursue your career?

I was never directly confronted with anti-feminist or anti-diversity discourse. However, indirectly I did face some situations in which I felt that I was not treated like my colleagues equally when yet I had the same qualification and experiences.

An example from such indirect confrontation was that I received excuses for not inviting me for important meetings or that I was expected to argue more to make an objective statement. In both situations, I felt excluded and I learned from my experiences for instance to be more proactive in asking to be associated in all the meetings, as I believe that this is a way to tackle issues of inclusion.

I have been fortunate to meet several women who have somehow motivated, helped, or inspired me. My role models are the women I met during my professional experiences: my colleagues in the administration, volunteers during my associative activities, former mentors, or even the women whom we have the opportunity to meet during events organized by the WIL for the talent pool program.

They inspire me with their determination, personality, expertise, and organizational skills. These women showed me that it is possible to lead a good career while having a rich personal life. With their different approach, they allowed me to learn and to think about my own career and the path I want to take in the future.

How has your experience with WIL inspired and encouraged you to create more opportunities for yourself and future women in your field?

Being in a program among women who are inspiring, experienced and have a genuine interest in giving advice has been helpful and refreshing. Working in the public sector, the WTP program gave me the opportunity to meet women with different careers, backgrounds, or approaches.

I never had this kind of opportunity before and I feel fortunate to be surrounded by positive energy.

I believe deeply in the concept of role model. As a volunteer, I already tried to connect people to help them fulfill their goals and to coach others to enter the public sector. It's a long-term job but the results are worth it. In a sense, it is to give back what I have been given.

What skills are the most useful in your professional life and which were the most needed for your success?

The main qualities required in my profession are certainly thoroughness and the ability to adapt to different situations. This calls for being proactive and having a capacity for rapid analysis of issues and challenges. In order to be a good diplomat, you must also have a taste for diversity and project yourself into other cultures to understand them.

I think that being able to adapt has been my strength throughout the years. On a personal and professional level, I had the chance to experience different working environments, with different expectations and a renewed positioning. Each time, the beginnings represented a challenge, but learning strengthened my ability to be agile and to adjust.

How do you think diplomacy and international relations will be affected by the covid-19 pandemic?

Beyond the current situation, diplomacy has in recent years evolved by its means and its dimension. Immediacy has taken a prominent place in bilateral and multilateral relations thanks mostly to technologies, which led to adapt to a new tempo and learn to react to new emergencies.

Regarding global crises, they affect diplomatic relations because by their nature they question our system and the way it is run. Just like the crisis in 2008, the current crisis has revealed new fragilities and has been surprising.

In the short term, the covid-19 crisis has been indicative of certain underlying trends, exposing new ruptures and defining new challenges. In the future, the biggest challenge in international relations will be to adapt to the aftermath of consequences.

But in the long term, the new lines drawn after the crisis could prove to be only the continuity of current diplomatic relations with different intervention methods and tools.

In the short term, the covid-19 crisis has been indicative
of certain underlying trends, exposing new ruptures and defining new challenges.

What is your personal motto?

Be true to yourself. My experiences taught me that to meet the challenges you need to be passionate and work hard. I have learned that despite your best efforts sometimes you will never be what people expect. But your difference can become your strength, it depends just on how you present it to the others.

Your difference can become your strength,
it depends just on how you present it to the others.

Pauline Derrien, E-Health Manager, Orange Consulting

Tue, 30 Jun 2020 13:11:01 GMT

Interviewed by Alison Oates

Pauline Derrien is a manager at Orange Consulting for the E-Health sector. She works extensively with hospitals, pharmaceutical groups and health insurance companies leading their digital transformation. We discussed what innovation looks like in the healthcare sector, the impact of the COVID-19 pandemic for medical professionals and how Pauline is striving to make women’s voices heard.

Can you describe your current role as EHealth manager at Orange Consulting?

I have worked for Orange Consulting in the Ehealth sector for 9 years and I have been a manager for a year and a half. Our role is to help our clients from the health sector in their digital transformation. Our customer base is varied; we work with pharmaceutical companies, hospitals, health insurance companies and so our projects vary from developing custom-made solutions such as chatbots to deploying software throughout an organisation.

As a manager, my role can be defined by 3 areas; I sell our consulting projects, I act as a project manager for these projects and I coach the different consultants we work with. The health care team is very small, and so depending on the project I often bring on board other consultants from Orange and guide them throughout the mission. Our approach is unique because we are not healthcare specialists, meaning that we take ideas and inspiration from other sectors which is not something that the healthcare field is used to but is very popular with our clients!

Our approach is unique because we take ideas and inspiration from other sectors which is very popular with our clients

How are new technologies influencing the ehealth sector? What does innovation look like in this field?

The E-health sector is quite late in terms of innovation. A lot of new technologies are being developed for the health sector however because of strict regulations it takes a long time for these technologies to appear on the market. Today, even though you can book a doctor’s appointment or access or medical files online the majority of people do not use this. There are numerous apps that exist to help us track our health, as well as 3D printing which is gaining popularity. However, such technologies are not immediately accepted or promoted by the wider medical community which is why they are only used on a small scale.

In a country like France, where healthcare and social security is heavily funded by the state, new technologies require extensive financial investment which is difficult as budgets are already small and healthcare users are not willing to pay for such services.

Following the COVID-19 pandemic, how does the ehealth sector need to respond? What changes would you like to see in the post-covid19 world both in France and internationally?

The COVID-19 pandemic has accelerated activity for the Ehealth sector. The number of virtual appointments has exploded during the pandemic; even doctors who were previously reluctant have been forced to work this way and have seen that it can be successful.

Secondly, data-sharing should have become more widely used especially for research linked to COVID-19 however we are seeing much reluctance on the part of hospitals and pharmaceutical companies to transfer data and knowledge amongst themselves. Conversely, within organisations we are seeing an increase in shared collaborative tools with many hospitals installing software facilitating collaboration between remote and on-site employees. Finally, during this crisis healthcare professionals have to make quicker decisions which I hope will continue in a post-COVID world.

During this crisis healthcare professionals have to make quicker decisions which I hope will continue in a post-COVID world

More generally, what will the world be like after the Covid-19 crisis according to you?

We have seen a lot of solidarity during this crisis and we should try to keep this in a post-COVID world, not only solidarity between people but also institutions, the public and private sector, and different organisations. I feel that this has been the best response to the crisis but also will be fundamental in moving forward from this pandemic. Meals have been distributed to the homeless, doctors and nurses have received snacks and hand cream to help during their long shifts, which I hope will stay with us.

I had a lot of hope at the beginning of the pandemic that it would help with the green transition, for example the drastic drop in CO2 emissions we have seen. I would like to see a stronger emphasis from governments on this issue to ensure that moving forward all companies and institutions are committed to the ecological transition.

You are now a manager at Orange Consulting. What have you learned since becoming a manager and what has been the biggest challenge?

I was lucky to have a lot of management training when I took on this new role which was very useful. I work in a small team of 8 and manage one consultant, however I trained with Orange managers who lead teams of 40 or 50 people which was a valuable experience. As a manager, I always try to keep in mind four key qualities: common sense, empathy, adaptability and listening. During lockdown, we have been conducting short daily meetings of 30 minutes in our team to help manage our workload but in general our consultants are very autonomous and are used to working independently so thankfully lockdown has not affected our work too much!

As a manager I always keep in mind four key qualities: common sense, empathy, adaptability and listening.

You co-founded the network ‘Femmes de Santé’, a platform for women working in the health sector. Why is it important for you to promote and support the role of women in this industry?

In the health sector, 50% of doctors are women however they represent only 15% of professors of medicine and only 7% of professors of surgery. This is a very clear example of inequality within the health sector and I wanted to try and make a difference. We decided to create a network for healthcare professionals-both men and women- to share ideas and initiatives around supporting women in this sector. We have an annual talent programme including 13 women who are making a difference in their profession.

Last year, for example, we had a participant who created an association for clowns in hospitals as well as a doctor researching rare diseases. The idea is to give visibility to these women and promote the great work they are doing, not only to help other women currently working in this field but also to inspire and encourage young women to work in healthcare.

You are also a strong advocate for more diversity in tech, having played an important role in Double You, Orange’s network for more diversity. Could you tell us more about this initiative and the work you are doing there?

Doubleyou was created in 2011 as a diversity network for Orange Business Services, and I joined the Chair committee in 2016. It is a network created by employees for employees, completely independent of the corporate HR department which for me makes Doubleyou unique. We have three main approaches to support diversity; facilitating access for women to higher jobs, promoting a balance of men and women in all services across the company and also encouraging a stronger balance between professional and private lives.

Our main activity is to organise events for our members (10% are men!), such as breakfast meetings on diversity, workshops on personal development, annual conferences for Women’s Day and networking events with DoubleYou groups internationally.

We usually end our questionnaire with a question from the Proust questionnaire. We picked this one for you: Which living person do you most admire?

I am inspired by many different people, especially those who use personal struggles and resilience to make the world a better place. I was very lucky to visit one of the Généthon laboratories which researches gene therapy for rare diseases. The President of this association, Laurence Tiennot-Herman, is an inspiration for me because of the groundbreaking work she is leading in trying to cure rare diseases.

I am inspired by those who use personal struggles to make the world a better place.

Emmanuelle Bautista, Counsellor for Services and Investment, French Permanent Representation to the European Union

Tue, 02 Jun 2020 11:36:19 GMT

Interviewed by Alison Oates

Emmanuelle Bautista is a Counsellor at the French Permanent Representation to the European Union. She has worked for both the French Embassy in Berlin and the French Permanent Mission to the World Trade Organisation in trade policy and dispute settlement. We discussed how diplomacy has drastically changed over recent years, the future of international trade and the underrepresentation of women in the media during the COVID-19 pandemic.

You have held a number of positions in international trade, in particular for the World Trade Organisation (WTO) and the European Union (EU). What first attracted you to international trade and investment policy and how have your roles changed over the years?

I began to work on Trade and Investment Policy when I was posted to the Economic Unit of the French Embassy in Berlin. It was an exciting time because trade policy was at the heart of civil debate in Germany, namely because of negotiations for the Transatlantic Trade and Investment Partnership (TTIP) with the US. At the same time, increasing discussions between France and Germany centered on two important issues; reciprocity of public procurement and reform of the investor state dispute settlement (ISDS). I began to work on trade policy with these subjects until I moved to Geneva to work for the French Permanent Mission to the WTO.

Here, I was in charge of market access and legal issues which were both technical and very challenging. It was also very interesting to see how an international organization like the WTO (over 160 member states) actually functions. Now, I work in Brussels for France’s Permanent Representation to the EU which has enabled me to deepen my expertise on trade and investment policy.

As trade policy is an exclusive competence of the EU we have a huge responsibility defending and promoting the interests of our country. I have been very lucky that in each of my previous roles I have taken on more responsibilities and have deepened my technical skills and expertise, which definitely helps me in my current role at the EU level.

With trade policy, we have a huge responsibility
defending and promoting the interests of our country.

How have economic and commercial diplomacy changed or evolved over the last 10 years, and what key trends have emerged during this period?

Not only have economic and commercial diplomacy changed over the last 10 years but diplomacy as a whole has changed. We have a lot of crises all over the world and are always dealing with emergencies; having to react quickly, be flexible and to know everything in advance. We also have new means of communication with social media which I think has a huge impact on our work. The nature of diplomacy traditionally requires time to reflect and analyse but today we have to react quickly which is challenging for us.

For trade policy, there have also been profound changes. It has become more technical and complex and today covers areas such as non-tariff barriers, sustainability, consumer protection, labour rules and technological development. Trade policy is no longer a single area of diplomacy but rather an umbrella in relation with economic policy, financial policy, environmental policy and much more. There is also a stronger pressure and demand from the civil society on trade policy to be accountable.

Big players in international trade have also evolved, and new players have emerged. China joined the WTO 2001 and is now one of the biggest players but is also, as the European Commission stated, a “systemic rival” alongside the US who have reassessed multilateralism and their commitment to the WTO since the election of Donald Trump. Here for the EU, it has been very challenging finding a position in the middle.

I would also like to mention the changing role of developing countries who are now more engaged in negotiations for trade agreements within the WTO but still need technical assistance and capacity building in their development. We need to find a balance between this evolution but also the fact that they still need support.

Diplomacy traditionally requires time
to reflect but today, we have to react quickly.

With the COVID-19 pandemic already bringing about profound change to the world as we know it, how should international organisations respond? What role should they play in a post-pandemic world?

First of all, it is important to remember that international organisations such as the WTO are member-driven. This means that change will depend on the members proposing new initiatives.

The WTO has already launched new ideas by publishing reports on the trade of medical products and the future impact on trade as a whole. It has also asked all members to notify any export restrictions on trade related to COVID-19. This is important because transparency is one of the core principles of the WTO and will become more important as the crisis continues.

For the future, the WTO will need to go further in its cooperation with other international organisations (World Health Organisation, International Monetary Fund) and will also have to work on a new plurilateral agreement on medical products. The WTO will have to tackle other issues like digitalization, sustainability, supply chain, SME, developing countries and gender. But most of all, and this is not only a question for the WTO, a new definition of trade policy is needed.

You have worked extensively in dispute settlement for both the WTO and the EU. What roles can women play in resolving conflict and dispute?

Generally, in conflict and dispute, women have a better capacity to listen and let people speak without interruption or judgement. This, for me, is fundamental and is linked to our sense of empathy. Women have a capacity to search and look for a solution which is why we are so good at mediation. Many of my colleagues in investment policy and dispute settlement are men and I feel that many women are not comfortable studying or working in these fields because of this. As a woman you have to fight harder and longer than men, especially when it comes to finding a balance with your family life. The problem is that even though many women work in male-dominated industries, we do not see them enough.

You are very active on social media and seem committed to opening a dialogue about women in leadership. What, in your opinion, can we do to push the dialogue further and bring real change for women in leadership positions?

We not only need more visibility for women in leadership but for women in general. Currently, with this crisis, we are once again seeing an underrepresentation of women in the media. In newspapers, on TV, headlines are focused on the achievements of men during this pandemic. I am quite shocked because it feels like we don’t exist; that there are no women working during the pandemic or thinking about the future. There was one newspaper headline in France which said “Thank you to them” using the male pronoun for “them” (Merci à eux) even though the photo only included women! Visibility is very important because without it how can young girls imagine working in a field where we do not see any other women?

You are an active participant of our 5th talent pool programme. What do you like most about the programme?

I like a lot of things about this programme! It was an opportunity to meet so many different women and exchange with them with openness, empathy and goodwill. This gives me a lot of inspiration, ideas and fresh air; both professionally and personally. I particularly enjoyed the speed dating session at our WIL event in Barcelona, where one woman told us about her move to the US where she decided to focus her career only on what she is good at and what she loves doing. It was completely new and refreshing to hear that focusing on soft skills could translate so well into a career!

Meeting so many different women
gives me inspiration, ideas and fresh air!

Proust question: What talent would you most like to have and why?

I wish I could stop asking myself so many questions; to be able to let go and to see what happens. Doubt can sometimes be a good motivator but overthinking too much can be dangerous!

Sasha Rubel, Programme Specialist, Digital Innovation and Transformation, Communication and Information Sector, UNESCO

Thu, 30 Apr 2020 09:02:06 GMT

Interviewed by Vera Jonsdottir

Sasha Rubel, a participant of our Women Talent Pool programme, is Programme Specialist, Digital Innovation and Transformation, Communication and Innovation Sector, at UNESCO. In our interview, she talked about her current role and what she likes best about working for UNESCO, how her creative background has contributed to her career, her vision of the post-covid19 world, and much more!

Can you describe your current role as Programme Specialist at UNESCO and what do you like about working for such a prestigious organization?

I lead our work on digital innovation and transformation, specifically projects related to digital entrepreneurship, innovation, artificial intelligence, and internet governance.

What I like most about working at UNESCO is working in a multicultural environment as I work with people from 195 countries every day, with different perspectives, backgrounds, and expertise. With a Franco-Polish mother, a Scottish-Austrian father who grew up in India, and a large part of my youth spent in West Africa due to the motorcycle racing career of my mother, I know first-hand how much cultural – and career - diversity can enrich both your personal and professional life.

I also love the fact that I can bring together, in my job, different stakeholders and build crossroads where people from the private and public sectors, civil society, academia and the technical community can come together, talk, and dream up impactful, meaningful projects – and implement them together.

Lastly, UNESCO is a great opportunity to continue to challenge myself, learn, and grow in emerging areas that are important for women’s empowerment, inclusive growth, and self-determined development and I love the fact that my job allows me to harness creativity for the greater good.

UNESCO is a great opportunity to continue
to challenge myself, learn, and grow in emerging areas
that are important for women’s empowerment.

Beyond your role as a Programme Specialist, you are a dancer, musician, and video artist. How has this contributed to your career?

Having been trained as a dancer, video artist and a musician, I place creativity at the heart of the way I work.

Managing a team for me is like composing music or choreographing a dance. You find the most beautiful notes inside people and put these notes together to make something even more beautiful than the individual note. This is also relevant in ensuring that my team grows together, and encourages a form of deep listening practice necessary for productive teamwork.

My creative background is also a concrete asset working in the tech sector, which needs people that come from other horizons. We do not necessarily need more engineers or more backend software developers or coders – we also need designers that think out of the box. We need a multidisciplinary approach so that tech can be inclusive and harnessed for social good at large.

Through my creative work, notably in West Africa, I learned a lot about how creative practice can be transformed through the use of new technology. This intersection of cultural diversity, collective intelligence, and artificial intelligence is a very productive space, and also underlines the ways in which technology can give communities agency to imagine and co-create the futures they want.

Lastly, the creative sector also underlines the importance of finding your own voice. For women particularly, in a sector that is dominated by men, how to take up space, philosophically, psychologically, and physically, including in our own bodies, is a crucial exercise. Being creative can particularly help us as women to find how to do that professionally in our daily lives.

Managing a team for me is like composing music
or choreographing a dance. You find the most beautiful notes
inside people and compose these notestogether to make
something even more beautiful than the individual note.

After undertaking a PHD in anthropology you worked for several years in West Africa. Can you tell us a bit about your work there and the connection between culture, technology, and development?

My relationship to West Africa goes back to my childhood. After I graduated University, I went back to Mali and Nigeria with a Fulbright Fellowship to study performance-based peer education and do research for the center for disease control and prevention (CDC). Having studied infectious disease and public health, I had planned to become a doctor – and still dance. This was at the beginning of smartphone popularity. I became interested in the ways in which technology was opening up entirely new horizons for solving local development challenges, including those related to health. And it changed my life, and career.

I went back to the Continent in 2013, when I moved to Ethiopia as Liaison Officer to the African Union. For two years, I got to actively shape the ways in which emerging technology was part of development plans at the Continental Level like Agenda 2063 of the AU, and facilitated the EU-AU Digital Economy Task Force that articulated partnership priorities between the two Organizations in the field of digital transformation. I also played a lot of music with the incredible jazz musicians part of the incandescent Addis Ababa nightlife.

In 2015, I moved to Dakar to become Regional Advisor to the Sahel. I worked specifically, in the framework of the G5 Sahel, on training military personnel on how to work with the media to combat terrorism, promote access to information, and protect freedom of expression. At a time of democratic transition in the Gambia, I had the opportunity to support the revision of the Constitution and laws related to access to information and freedom of expression. And I still found time to play music, largely because the nightlife in Dakar starts after midnight.

In Dakar, I became a part of a network of women working in the ICT Sector, and through this network, established a partnership with the Government and Orange to work together to establish training programmes for young women in coding and the development of mobile app solutions to address local development challenges. This led to the opening of a free coding school, targeting young girls, in the heart of Dakar, but also lifelong friendships with the women in this network. It taught me first-hand how important it is to work across different sectors (public and private), but also how powerful we can be when women come together and mutually support and celebrate each other.

You have been working at UNESCO since 2009. How has UNESCO adapted to the shift to digital transformation?

My response has two sides: how do we change as an organisation and in our different areas of work in digital transformation.

As an organization, I would highlight that the speed of digital innovation is quicker than any policy process of any international organisation that exists. Which means that we need to completely reinvent how we work. Therefore, digital transformation is an incredible opportunity for us to come together and reinvent how we work internally, but also how we work with our partners. It also provides a great opportunity to develop, thanks to digital tools, public policy processes that are multi-stakeholder and inclusive. Governments cannot afford to develop policies behind closed doors. We must engage all sectors and citizens, and blow open these doors. If you want to develop truly impactful policies and programmes based on real need and dialogue, everyone needs a seat at the table, and particularly women.

Concerning our areas of work, digital transformation changes how we need to work intersectorally because, for example, the question of artificial intelligence is not just a question for the ministry of science and technology. It is also a question of the ministry of culture with copyright issues, for the ministry of education with issues around self-directed learning etc.

At UNESCO, we also emphasize that we need to position particularly developing countries, women, marginalized groups and young people, to be not only consumers, but also producers, of digital solutions and innovations. So this means that solutions to sustainable development challenges won’t need to be imported from offices in Paris or New York or San Francisco; they can be made on the ground.

Solutions to sustainable development
challenges won’t need to be imported from offices
in Paris or New York or San Francisco;
they can be made on the ground.

Can you tell us more about your work in AI and ethics and your standard-setting instrument under development?

At UNESCO’s general conference in November 2019, the 193 Member States mandated the organization to develop the first global standard setting instrument – or in other words, a recommendation – on the ethics of artificial intelligence.

This is a two-year process, and we hope the recommendation will be adopted officially in November 2021 by our Member States. It builds on some of the great work of other regional and international organizations which are working in this field like the European Union, the OECD, and the Council of Europe, as well as the IEEE and ISO.

In this framework, I am leading the development of an online platform to ensure multi-stakeholder input from the widest range of people possible and the development of a Decisionmakers toolkit to help policymakers – in government and the private sector- translate principles into practice and render them operational in AI development and deployment. Principles and frameworks on the ethics of AI exist, and some very good examples come from private sector companies like Orange, Microsoft, and Thalys. We are hoping to highlight some of these in our use cases: if we want an ethical and responsible AI, we need to be concrete about what we mean.

This recommendation will also reflect our two global priorities which is harnessing AI to ensure sustainable development in the global south, and also how we can address gender bias in the algorithms, in the systems, and in the tech sector more broadly. Women need AI, but AI needs women.

You are currently employed in the Digital Innovation and Transformation Section in the Communication and Information Sector at UNESCO. What is your department doing to address the COVID-19 Crisis?

I am leading specifically three responses at UNESCO to the COVID-19 Crisis.

The first initiative is called CAIAC, short for Collective and Augmented Intelligence Against Covid-19. It is a coalition between UNESCO, UN Global Pulse, the WHO, the AI Initiative, IBM, C3, and Stanford. We are developing a portal that will make sense of the enormous amount of knowledge and data related to COVID-19, and help navigate and translate that data into actionable insights and informed decision-making – both for policymakers and frontline healthcare workers.

Secondly, we are supporting the development of an AI-enabled mobile app that will help mitigate COVID-19 developed by the Quebec Artificial Intelligence Institute and Yoshua Bengio, who is one of the three inventors of deep learning. This mobile app will be launched as a free and open source and peer to peer solution, so it can be taken up for free and benefit countries most in need. It is also one of the only solutions to date that has ethics-by-design at its heart, and respects fundamental human rights related to data protection and privacy.

A really exciting project I am leading is the online campaign #DontGoViral. I developed this campaign with our partners, i4Policy, to combat the infodemic and disinformation around COVID-19. The campaign, launched on 1 April, addresses the urgent need to ensure access to culturally relevant and openly licensed information in local African languages in order to facilitate awareness-raising. The intent is to produce creative content that can circulate across the globe, with a focus on Africa, where populations are the most at risk given both lack of health infrastructure and lack of quality information. In partnership with 170 hubs in 45 African countries and the BBC world service, we have had more than 400 submissions from 36 African countries, with more than 54 million likes on FB and twitter alone. Our #DontGoViral playlist is proof: you can dance, learn, and save lives all at once.

What will the world after the Covid-19 crisis be like according to you?

COVID-19 will completely change the way we think about technology, education, community, and about the possibility of us coming together as a global community to work in a coordinated way for the common good.

It is also going to change how we think about women’s roles in the public sphere. Women comprise the majority of frontline healthcare workers globally, meaning that female representation is vital in tackling the COVID-19 crisis. Currently, 70% of health care workers globally are made up of women but only 25% global leaders are women. Without women in leadership positions, women’s issues could continue to fail to be addressed – in the crisis, and beyond.

Then lastly, one of the main questions COVID-19 raises is the need for women in leadership positions. We are currently seeing how countries that are being led by women during COVID-19 are managing the situation in a more efficient way, placing the primacy on global wellbeing instead of GDP or political gain. COVID-19 will dramatically change how we measure our growth and development, and this is also where women’s leadership will play an important role.

COVID-19 will dramatically change
how we measure our growth and development,
and this is also where women’s leadership
will play an important role.

More information on Sasha:

Sasha's biography
LinkedIn Profile
Twitter Handle: @SashaRubel

Teresa Peiro-Camaro, Associate Director, EMBA Admissions, INSEAD

Wed, 29 Apr 2020 15:10:41 GMT

Interviewed by Hanna Müller

Teresa Peiro-Camaro, a participant of our Women Talent Pool programme, is the Associate Director for the EMBA admissions at the global business school INSEAD, a partner of WIL Europe. In our interview, she talked about the social responsibility of leaders, introspection during the lockdown and French kissing!

Can you describe your current role as Associate Director at INSEAD?

INSEAD is one of the leading and largest business schools in the world. Our mission is to bring together people, cultures and ideas to develop responsible leaders who transform business and society. We have four campuses in Europe (Fontainebleau, France); the Middle East (Abu Dhabi) and Asia (Singapore); and in February, we opened our San Francisco Hub for Business Innovation.

Beyond our full-time Master of Business Administration (MBA) programme, we also offer an Executive MBA (EMBA). As head of the EMBA Admissions team, I am responsible for the class composition of all three GEMBA sections (Asia, Middle East and Europe) and the TIEMBA section, which is a joint programme between INSEAD and Tsinghua University based in Beijing, China.

You can think about my role as that of a gatekeeper. As soon as a candidate completes an application, my team takes over. In the pre-selection process, candidates either take an in-house test or submit their Graduate Management Admission Test (GMAT) or Executive Assessment (EA) score. The next steps include discussing a case study and passing a motivational interview.

Candidates sometimes believe that it is enough to submit a great score to make their way into the programme, but our final decision is based on their holistic application, including their personal qualities and life journey. On average, our candidates bring over 14 years of work experience. At this stage of their professional careers, executives look for more than management theories.

At INSEAD, participants embark on a transformational journey that challenges their assumptions and certainties. For example, the Leadership Development Programme with coaching sessions allows participants to receive and give feedback on a regular basis. Our programme enables them to redefine the way they think and lead.

Our mission is to bring together people,
cultures and ideas to develop
responsible leaders who transform
business and society.

The golden area of business education began in the early 50’s and was long time considered as an accelerator for your professional career. How has the impact of business schools shifted during the last years? And how do business schools adapt to a changing education landscape?

During the second half of the 20th century, right after INSEAD was founded, the MBA diploma became the gold standard of business education. It was a prerequisite to attain senior management or leadership positions. Then, following the global financial crisis in 2008we observed a tremendous change. What was the change?

Today’s INSEAD students have a very different collective outlook than those of a decade ago. While they may once have been largely driven by money and status, now strongly consider the societal demands for greater accountability and social responsibility in the way large and small companies conduct their business.

In that respect, INSEAD took the initiative to entirely redesign our academic curriculum . We now provide a first-class learning experience for the next generation of students, with greater focus on sustainability, ethics and social purpose. We are responsible for preparing students to make a difference through their work as responsible leaders who transform business and society.

We also have a variety of extracurricular social activities. Last year the GEMBA’19 Class, organised ‘INSEAD RUN4CHANGE’ to raise money for a global campaign supporting female education and empowerment around the world. We ran 20,000 kilometres and even exceeded our funding target of €20,000.

Leaders do not only
have an impact on their team
but on the whole society.

Can you explain the difference between the traditional MBA and the full-time EMBA? For which of both should I apply to evolve my career?

The main difference between both programmes would be the average age (37 vs 29 years) and length of work experience (5.6 vs 14 years). Moreover, the EMBA vs the MBA puts a different focus on self-development, maturity and defining your next career move. It is about becoming a better leader, switching to the next level, growing inside your organisation or your sector. The EMBA at INSEAD includes a Leadership Development Programme where we coach and accompany students in this personal development. We do not measure success via entry-exit salary or becoming a CEO but by the breadth and depth of their responsibilities.

In your opinion, what is the value of an MBA and is it still worth it in today’s world?

I do not think that the value of an MBA has decreased, but it has definitely shifted. One day a woman came to my office whose husband had gone through the EMBA and she said to me, ‘I do not know what you have done to my husband, but I want to go through the same programme. INSEAD gave me a better husband’.

After completing our EMBA program, many executives stay with their company. They do not change their employer, but rather their role. The programme gives students the opportunity for introspection and to figure out who are and what they want. We have students who worked at global companies before and have now founded their own start-ups.

Beyond your role as Associate Director, you are a licensed career coach. What would be your advice for professionals who may be worried about the impact of the Covid-19 crisis on their career?

The current context is really challenging. However, it also is an opportunity to step back, rethink and take some time for ourselves. We have never spent so much time with myself before. We pause and ponder: is this really what it is all about? Is there something we should be doing that we always wanted to do? Where are we going? What do we want from our professional life?

I am sure that the Covid-19 outbreak will trigger a lot of long-lasting changes to the way we live and work. Many people will change careers or try something new. It can help us understand that we have this one and only life.

The outbreak will trigger
a lot of long-lasting changes
to the way we live and work.

What will the world be like after the Covid-19 crisis according to you?

No one knows exactly what will come, but one thing is certain - we will not get out of this the same way we got in. I found this quote by Haruki Murakami, which describes the current context very well, ‘And once the storm is over, you will not remember how you made it through, how you managed to survive. You will not even be sure, whether the storm is really over. But one thing is certain. When you come out of the storm, you will not be the same person who walked in. That is what this storm is all about.’

Society, government, healthcare, economy, our lifestyles and more - will change. Daily habits will not be the same as before. There will be more sophisticated and flexible use of technology, more remote work, and a revived appreciation of the outdoors and life’s other simple pleasures.

Even our cultural habits might change. Physical distancing and wearing masks in public will be the new standards; and that will change the way we interact with each other. I am not sure if we will ever go back to ‘la bise’ in France. Kissing each other on the cheek to greet friends might no longer be tolerated.

Whatever the world will look like once we have overcome Covid-19, this period will last in our memories. I told my son that he will remember this period his entire life. When he is older, he will look back on the time he was locked down with his parents for several weeks.

However, I stay positive. Humans are quite inventive; they adapt rapidly and start thinking differently when they need to.

When you come out of the storm,
you will not be the same person
who walked in.

Jessica Dabrowski, Communications Specialist, Florence School of Regulation Energy & Climate – FSR Global, European University Institute

Mon, 30 Mar 2020 14:31:12 GMT

Interviewed by Vera Jonsdottir

WIL had the chance to interview our talent Jessica Dabrowski, Communications Specialist at Florence School of Regulation Energy & Climate, FSR Global, European University Institute. A Polish American living in Italy, Jessica shares in this interview how her dual-citizenship has influenced her, her work at the Florence School of Regulation, the mission of Lights on Women initiative, an initiative she founded to bring more visibility to women in the energy field, and much more!

You have dual citizenship, both hailing from Poland and the United States and are now living and working in Florence, Italy. How has your background and current country of residence influenced you?

As a first-generation Polish American, I am the product of two cultures melded into one. This has shaped many aspects of my life, from my inherent curiosity and adaptability to my unwavering ability to push the boundaries of my comfort zone. My dual-citizenship opened the door to countless experiences – new places, people, cultures and career opportunities – but it was my multicultural upbringing that gave me the confidence to walk through it.

My Polish roots strongly influenced my decision to move to Europe to pursue a master’s degree in European Union Policy in Florence, Italy. After I graduated, I continued my journey abroad working as a digital strategist in Vancouver, Canada and later remotely from The Hague, Netherlands. This position gave me my first taste of how digitalization is reshaping the way individuals across the globe learn, work, and live, as well as the solutions that will play a role in enabling people to adapt. I became particularly interested in the concept of ‘lifelong learning’ and how digitalization is transforming higher education. So much so that it took me back to Florence to work at the European University Institute’s (EUI) Florence School of Regulation (FSR) to develop a portfolio of online courses, as well as a community and experience that helps global energy professionals connect, exchange and learn.

Nearly seven years after first moving to Florence, I am still here! Moving to Italy taught me how to take changes and challenges in stride, as well as the importance of true independence and re-ordering my priorities. I also learned the value of taking things slow, not an easy feat for someone who grew up right outside of New York City!

You recently transitioned into a new role as Communications Specialist of FSR Global, an initiative of the Florence School of Regulation. Can you tell us about FSR Global and the work you do?

The challenges we face today – from technology and demography to energy and climate – are transforming our societies. These challenges extend beyond borders and require unified efforts to overcome them, all while ensuring no one is left behind. This collaborative approach and vision were fundamental to the creation of FSR Global. Through the initiative, the Florence School of Regulation extends its mission beyond Europe to facilitate the development and delivery of effective energy policy and regulation in Asia, Africa, Latin America, and the Caribbean.

One way we accomplish this is through the FSR Knowledge Hub, a platform that strives to make information about energy policy and regulation open and accessible. Using digital strategies, I connect the dots between the FSR’s three pillars – applied research, policy dialogue and training – and our global community of practitioners, policymakers and students. Working at the nexus of policy and academia, the knowledge we create is often highly technical and complex. Breaking it down and building bridges between our ‘scientific’ and ‘non-scientific’ audience – as well as helping the rest of our cross-functional team (e.g., our researchers) do so – is one of the most important and enriching aspects of my work.

While my responsibilities have spanned across digital learning, content strategy, marketing, and community building, I have considered facilitation my most important role. As a facilitator, I help our team, stakeholders, and community connect, engage and exchange knowledge, channelling their collective abilities to achieve common goals. As workplaces become less hierarchical and more culturally diverse and geographically dispersed, I believe effective facilitation will allow organizations to retain the best expertise and foster the collaboration and creative solutions needed to adapt to the Future of Work.

Building bridges between our ‘scientific’ and ‘non-scientific’ audience is one of the most important and enriching aspects of my work.

You founded the Lights on Women initiative that focuses on bringing visibility to women in the energy field. How does Lights on Women achieve its mission? What inspired you to establish this initiative?

A diverse talent pool will be a key driver of innovative and inclusive solutions to accelerate the energy transition and tackle energy and climate challenges our societies face. Yet the energy sector remains one of the least gender-diverse sectors in the economy.

Many impactful initiatives focus on promoting and encouraging women’s participation in energy. The Lights on Women initiative aimed to complement those initiatives and to find practical solutions to relatively new problems: namely, how to respond to the dynamics of gender inequality within digital platforms.

In this context, I made it a priority to address gender balance within media content and communications at the FSR. We began taking meaningful steps to integrate a gender equality perspective into our online activities and to counteract discriminatory norms, attitudes, and unconscious biases that contribute to the under-representation of women in energy. After our first year, we saw a 30% increase in the representation of women across our dissemination channels.

The Lights on Women initiative was created to shine a light on women’s expertise and make their contributions visible to the wider energy community. Three years later, it has blossomed into much more. Last year, the initiative kicked off its first annual scholarship to support women in energy, particularly in their pursuit of the technical knowledge (training) needed to advance their careers. We also offer the training and tools needed for women to best represent themselves across all forms of digital media, where their expertise can have the most reach. We hope that these targeted actions will empower women to take ownership of their knowledge and encourage them to share it, closing the “confidence-gap” that is often a barrier to participation and in turn, break the cycle that under-representation causes.

A diverse talent pool will be a key driver of innovative and inclusive solutions to accelerate the energy transition and tackle energy and climate challenges our societies face.

In addition to increased visibility, what else can help women reach tier-1 positions?

I believe that seeking out a sponsor within your organization or field at an early stage is key. Sponsors play a more direct role than mentors in the advancement of young professionals, taking meaningful and concrete actions to facilitate their career progression. A more hands-on approach to guidance, endorsements and access are especially important for female professionals, who are not earning leadership positions at the same rate as their male counterparts.

That said, it’s often the sponsors who find you, not the other way around. So how can female professionals attract sponsorship? A good place to start is to nurture relationships within your organization and enlist help; be proactive in finding support and trusted co-workers, ask questions, and invite feedback. Building on this, communicate the substance of your work and value of your achievements, especially to senior colleagues (and encourage the women around you to do the same!). Take credit for your accomplishments and don’t underplay your role in your team’s success.

You are a participant in the fifth Women Talent Pool Program. Could you tell us about your experience and why such programs are necessary?

Programs like the European Network for Women in Leadership and its WTP program play a key role in empowering women and encouraging them to reflect on their potential as leaders. I am very grateful to be a part of a program that promotes the open exchange of diverse experiences and perspectives. The WTP program connects its members with many ambitious women who motivate each other to set the bar high and provide valuable advice on how we can take our careers to the next level. From conferences to webinars offered by the network, it has been incredibly inspiring to learn about the journey’s women have experienced in high-profile positions, the challenges they have faced and the unique ways they overcame them.

Lastly, we like to conclude our interview with a question from the Proust Questionnaire: What is your motto? Why?

I don’t have a motto, per se, but I would say that my perseverance and drive for self-improvement guides me. I like to joke that if one door closes, I’ll find a cracked window to go through. We can plan; we can aim for perfection; we can wait until we are 150% “prepared”, but life is full of uncertainty, and if you’re doing it right, some failure too.

It is important to learn from failures or mistakes without dwelling on them and to focus on the bigger picture to overcome obstacles. Otherwise, we remain stuck at roadblocks instead of taking a detour (or a few) that can eventually put us back on the right road. Franklin D. Roosevelt put it best when he said, “When you come to the end of your rope, tie a knot and hang on.”

I like to joke that if one door closes, I’ll find a cracked window to go through.

Khatija Ameerally, Customer Experience Program Manager, Orange

Mon, 30 Mar 2020 14:18:05 GMT

Interviewed by Anel Arapova

Khatija Ameerally is a Customer Experience Program Manager at Orange, a role she masterfully acquired after formerly consulting with the Orange Group. As a talent in our WTP Program, Khatija discusses her career in customer experience, her take on a successful strategy, her vision of leadership and more!

You started your career at Orange when you were a student, first as a phone advisor, and then as a saleswoman in an Orange retail location. How did that operational experience prepare you for your future career in Customer Experience?

To work in Customer Experience, it is essential to place yourself in the customers' shoes. It seems obvious, but after having accompanied several companies, in France and abroad, I have first-hand knowledge that it is not inherently natural. Being in direct contact with customers has allowed me to better understand their expectations and needs.

This is also why our frontlines are the key to our business. If you want your customer experience strategy to be effective, a healthy employee experience is essential. Ultimately, happy employees make happy customers.

Ultimately, happy employees make happy customers.

For five years, you worked in Orange Consulting, a consulting subsidiary of Orange Business Services. In particular, you accompanied several companies in their Customer Experience strategies. According to you, what are the key components of a successful Customer Experience strategy and what should be kept in mind when developing one?

I am convinced that developing a strong Customer Experience strategy allows companies to differentiate themselves from their competitors. An effective customer experience begins before they enter a shop and continues long after they leave it.

Customer Journey Mapping is therefore a fantastic tool to assist companies in grasping the “extended” characteristics of the customer experience. Within the organisation, the customer experience strategy should involve all employees, from the salesman to the CEO. Working on customer experience transversally is a key factor of success.

Working on customer experience transversally is a key factor of success.

In 2017, you were promoted to Customer Experience Program Manager at the Group level, giving your career an international dimension. How does working with professionals from other countries enrich your experiences and the overall results of your work products?

Working at an international level with many countries in Europe and Africa allows me to meet colleagues of other cultures and diverse ways of working and engaging in practice sharing, all of which have helped me to develop my professional network and experience.

You are a participant in our 5th edition our Women Talent Pool Program, which “aims to train and promote the next generation of female leaders in Europe.” Why did it seem the right moment for you to take part in such a program and what have been the key takeaways thus far?

Taking part in the Women Talent Pool Program aids in my own professional and personal pursuits, while working together and learning from other female leaders. A colleague encouraged me to apply, explaining that WIL could assist me in exploring topics such as gender equality, which is of great interest to me.

Additionally, during a professional review, I was encouraged to further develop my leadership skills and strategic vision, which was another motivation for applying to the program. WIL events, roundtables, trainings and networking sessions are very useful. When I come to a WIL event, I always feel like I am in a “caring bubble”.

When I come to a WIL event, I always feel like I am in a “caring bubble”.

You have a three-year-old daughter. What lessons and advice on leadership do you want to pass down to her?

I am from Mauritius, a family-oriented culture. It is an important dynamic I wish to keep with my daughter. Recently, I noticed that she was differentiating toys by gender: “Cars are for boys” or “Dolls are for girls,” which I found surprising because this type of behaviour is not practised in our home. External interactions and environments can also shape a child’s worldview.

I may not be able to master everything about my daughter’s environment and interactions, but I will always be here to remind her the most important message I want to pass on to her: everything is possible and she can achieve anything she desires.

I will also tell her that according to me, leadership is a mix between confidence, optimism and engagement:

Confidence: be self-confident and trust the people and activity you lead
Optimism: be positive and have no limits
Engagement: show everybody that you are fully involved and that you aim to involve all the people, the company with you

Proust Questionnaire: Who is your favourite heroine in fiction?

Bridget Jones. Although she met challenges on her path, she ultimately succeeded and married Marc Darcy!

Elizabeth Oakman, General Manager, EMEA Hotels.com Brand (Expedia Group)

Thu, 27 Feb 2020 18:32:45 GMT

Interviewed by Anel Arapova

“When I was first old enough to read the newspaper, the area that interested me the most was the business section,” says Elizabeth Oakman, General Manager of EMEA Hotels.com Brand (Expedia Group) and a Talent in our leadership program, when asked about her interest in business. With more than 15 years of experience in consulting and management, Elizabeth discusses the challenges she faced when relocating, her career, and her vision for female leadership. Read our interview to find out more!

You have studied Commerce and began your professional career in Australia. What shaped your interest in Commerce as an academic field and future professional path?

If I think back to when I was young, I always had an interest in commerce. When I was first old enough to read the newspaper, the area that interested me the most was the business section. Particularly, I was really interested in what different companies were doing to shape the lives of their consumers across the world.

After working in generalist consulting for several years, you have joined Deloitte’s Mergers and Acquisitions (M&A) team in London. What were your main professional challenges after moving? How did you overcome them?

There were two big challenges that really came to life during this time of relocation and transition. The first one was the challenge of moving from Melbourne, Australia to London. From a professional perspective, in Melbourne, I was very networked as I worked very hard over the years and was trusted by my peers, partners, and clients. Upon moving to London, I had to push myself outside of my comfort zone to effectively build up my professional network.

The second challenge I encountered at the same time was moving from generalist consulting into Mergers and Acquisitions (M&A). However, I quickly realized that there were a lot of key transferable skills that I was able to apply in the new environment. There were some changes, especially in terms of the level of confidentiality and timelines associated with M&A, but the skills I already had gave me the confidence to jump in. The four years I spent working in M&A ended up being some of the most exciting work I have done in my career overall.

I had to push myself outside of my comfort zone to effectively build up my professional network.

In 2015, you joined the Hotels.com team and by 2018, got promoted to the General manager position. Could you explain how your unique professional and personal experiences shape your leadership? In turn, what professional and personal qualities do you look for in your team?

From the background perspective, I had the unique opportunity of working across a lot of organizations, often with access to senior management. These experiences gave me insight into a lot of different businesses. At the same time, living in multiple countries shaped me from a leadership perspective.

As a leader, I am known as someone who will get things done, but I do that in an environment where people can come to work and be themselves. I really value diversity of thought and backgrounds, while also supporting professional development and growth. The experiences I had early on really made me articulate what draws me to certain businesses, which I try to recreate in my own environment.

For my team, I obviously look for intelligent people. Another key element is emotional intelligence; I value people with drive and self-motivation to achieve the best result for the team and the business. Diversity of backgrounds, thought, and experiences can lead to better decisions from a management and leadership perspective.

Diversity of backgrounds, thought, and experiences can lead to better decisions from a management and leadership perspective.

You work closely with leaders of other Expedia brands, as well as supply businesses, to ensure your product’s relevancy to EMEA consumers. According to you, what is the role of female leadership in your industry? What future developments would you like to observe?

The role of a female leader is to pave the path for those coming up the ranks now, to be a mentor, an inspiration, and to help future generations to learn from the mistakes made prior.

Female leadership is also about being a strong voice to drive for equality, in terms of 50/50 male to female leadership. It shouldn’t only be on Boards, but also the executive teams, filtering right down through the organization. I want to see it not only in my industry, but across the board and I am determined not to stop until I see that, as we will all be better off in an equal environment.

The role of a female leader is to pave the path for those coming up the ranks now, to be a mentor, to be an inspiration, and to help future generations to learn from the mistakes made prior.

In your professional career, did you have a female role model whose leadership and personal qualities stand out to you?

Early on in my career, it was a struggle because there weren’t many senior women with a profile that stood out to me. The good news is that years later, I have been tremendously lucky to work with some amazing female senior leaders. I have quite a lot of role models, one of them being Ariane Gorin, a and alumni of WIL’s talent pool programme who works for my organization. The characteristics I look for in a role model include the ability to deliver business results while remaining authentic. A leader is someone who has the courage to be himself or herself and remain human.

In conclusion, we always end our interviews with a question from the Proust Questionnaire: When and where are you the happiest?

My sister Lucy, who I haven’t seen in two years, is visiting me in London this week. I am currently the happiest sitting on the couch at home, having coffee and catching up with her.

Astrik Gabrielyan, Talent Manager Europe, Orange

Thu, 30 Jan 2020 15:51:40 GMT

“Your initiatives give us a moment of fresh air!” In this interview, Astrik Gabrielyan, Talent Manager Europe at Orange shares her perspective on having a reversed role as a Talent in our leadership program, on how she recognises and develops emerging leaders, cultural adaptation and much more!

Your career background consists of a psychology degree, 16 years of professional experience with 11 years in HR, Design, and implementation of HR programs (Talent management, Career development, Performance Management, Learning and Development). How have these programs been applied to your own career? How has Orange developed since you joined the organisation 10 years ago in Armenia?

When my experience with Orange started in Armenia in 2009, it was a start-up company that we created from scratch. We had one year to recruit a team and build up a network and technical aspects. Each of us created our roles, processes, and procedures. Even the French executives noted it was an unbelievable project.

The start-up process is unique because it allows space for creativity and is a major stage for learning by doing and designing on the go. It also matches my character well, because I love this process of creation, deployment, and results: making the abstract idea into a project with concrete measurable results.

One of the first work experiences I had was in a special bookstore in Yerevan, Armenia, dedicated to art, history and contemporary literature, where I was a sales consultant. Starting a career with customer service jobs – sales or anything that directly interacts with the customer – is an important stage for developing interpersonal competencies and shaping a sensibility to understand the needs of your stakeholders. It was a perfect job also because one of my hobbies is reading and to do my job well it was required to read those interesting books.

You have an international life and career, in which you accompany high potentials based in six different European countries to become leaders all the while you yourself live in another country. What is it like to help leaders develop internationally?

It’s incredibly inspirational, enriching and challenging at the same time. In order to support someone, first you need to understand the person and his/her individual need, and that’s where one has to be open and careful to decode the behaviours, way of communication, gestures, humour, that are all different culturally. My background in Psychology helps me a lot.

I believe, any job that you do should be about giving and receiving, mutually growing. You need to give your best to the role and then you can receive a result. That is the way you learn and grow.

Any job that you do should be about giving
and receiving. You need to give to this job, to the roll
and then you receive. That is the way you learn and grow.

You therefore are constantly facing cultural diversity and different mindsets. How do you adapt your life to better understand another culture?

Everything starts with one’s intentions and beliefs. If you are open to learning and discovering new cultures, then it gives you energy, otherwise it’ll be quite a challenge.

I think my Armenian background is of help either. Geographically and historically, Armenia is on the crossroads, we are neither Europe nor Asia and thus have values and behaviours from both sides. At the same time, we have strong relations and historical links with Russia, a Slavic culture, and Iran to our south, an oriental culture. This historical background gives Armenians who are attentive to it sensitivity to different diverse cultures.

Your workstyle comprises: taking a role of catalyst in the projects and ability to create links and synergies between different kind of stakeholders. Could you tell us about some of your achievements that have given you such recognition?

In my daily role, I do talent identification, development, and coaching. Plus, I deploy different projects linked to our strategic priorities: e.g. career engagement, mentoring. These projects involve managing a community across eight countries. I need to synchronise eight different mindsets and ways of thinking, and even eight different holiday seasons!

We develop young talents to become leaders. For example, in 2018, we had 12 talents from eight countries; all representing different domains, and who did not know each other when selected. We combined them into one team with six months to work on a business subject given by the sponsors. My role as a project manager is to synchronize all stakeholders and to create an atmosphere in which everyone is aware of their role, the project mission and engaged in delivering the expected results, at the same time I need to make sure they grow individually and as a team.

You specialise in leadership coaching. How do you identify future leaders? What qualities do they embody?

In all companies and businesses, we imagine common traits of leaders. Someone who has strategic vision, who can lead, motivate and engage. At the same time, each company has their own model of leadership. Yet, the model of a leader is ever evolving in this fast pace world. Learning abilities, open and curious mind-set, or being a change agent, are becoming more and more demanded competencies and take a key place in the leadership model.

Learning abilities, open and curious mindset or being a change agent, are becoming more and more demanded competencies and take a key place in the leadership model.

You are now participating in the 5th edition of our Women Talent Pool Program (WTP). What do you hope to take away from this program?

As a talent manager usually, I match my talents with the program that would best fit their development plan. Yet this year, I was nicely surprised when my manager told me it was my turn. It’s a great recognition for me.

WIL is a place to learn, to get inspired, enlarge my network, and to share. WIL is a valuable platform to meet already successful women who are an inspiration in terms of leadership. Seeing strong women leaders who are succeeding, conveys the idea and feeling that I can do it also.

It is also an opportunity to exchange with professionals from other internationally recognized companies, like Lenovo, Microsoft, UNESCO, or the European Parliament. These exchanges have been inspiring because part of my interest is to discover how other companies are dealing with common global challenges. I try to get this inspiration online, but it is different when you meet the concrete person from another company culture and discover how else the work could be done. Your initiatives give us a moment of fresh air!

Seeing strong women leaders who are succeeding, conveys the idea and feeling that I can do it also.

Lastly, we like to conclude our interview with a question from the Proust questionnaire: What is the quality you like most in female leaders? Why?

There is this humoristic quote: “What can a woman make from nothing? A hat, a salad, and a scandal.” Well, maybe it’s not the most correct quote to be cited, but this notion shows the infinite range and richness of female creativity.

Female leaders often use their intuition to be creative and adapting. In leadership roles, you must find answers and solutions, that do not go from A to C but from A to Z. This is what is different for women. I have seen this in practice and do not need neuroscience to confirm that.

Anna Bowtruczuk, HR Director, Lingaro

Fri, 20 Dec 2019 10:46:14 GMT

Interviewed by Anel Arapova

“HR is the heart of this organization.” What developments have shaped HR? How can a psychology background benefit HR? And what role does HR play in fostering effective businesses? Anna Bowtruczuck, HR Director at Lingaro talks about the above, efficient cross-cultural management, and more in this month’s interview! Also discover what Anna believes to be her greatest achievement!

You hold a master’s degree in psychology, and you have completed postgraduate studies in management. How did you go from Psychology to Human Resources (HR) and how does Psychology apply to a HA Career?

I chose to study psychology without having a specific idea of what I would like to do in the future. Most of my closest friends from high school decided to study medicine or law. As for me, I had a strong feeling that studying the human mind would broaden my horizons and inspire me to take my ideal career path.

During my studies, I began to see myself more as a businesswoman than a therapist. After doing an internship in a bank’s HR department, I thought this was an excellent direction to take.

Fundamentally, HR involves dealing with people and its essence lies in understanding the person in front of you. You need to be able to observe their behavioural attributes and conduct yourself accordingly. Of course, processes, competencies and technology all come into play; but ultimately it is all about people. A good knowledge of psychology is additionally helpful when you are choosing the right person for a key role or advising a manager about how to deal with team members.

You started your career in HR in 2006 before joining Lingaro in 2012. What major developments have you observed within the industry?

There are several developments regarding the IT industry that I would like to mention. First, the war for talent is more competitive than ever. Winning it requires much more than simply offering a better salary, because current candidates consider a sophisticated variety of factors.

Second, when I was starting my career, everyone dreamed of working in a big international corporation. Today, many talented people prefer working in innovative start-ups, preferably providing solutions that have a positive impact on society. With that said, having a sense of purpose is becoming more important for younger generations.

Third, there is great demand for candidates who are open to change, hungry for new knowledge, and comfortable taking on different roles. There are a lot of new technologies and solutions available on the market –including open-source ones –that people can use both in their private lives and for business purposes. It is essential to be able to adapt to this rapid pace of change. The fact that you joined a company to work with a specific technology does not guarantee that you will still be working with that same technology in a year’s time. For example, in 2006 it was far from certain that cloud technologies would be so popular just a few years later.

As a company, you need to know how to deal with a growing amount of data and have people with a flexible mindset. As a result, successful HR departments are not just doing administrative work anymore. They are playing a key role in executing their companies’ strategies.

Finally, I would like to mention that I am delighted by the growing number of young women going into IT. Currently, almost 30% of Lingarians are women. We are exceptionally proud that this is a result of organic growth and a focus on finding top talent – not hiring based on quotas! Whereas, when I was starting my career, it was very rare to find a woman in the IT world.

At Lingaro, you have played a key role in the doubling of the company’s headcount, as well as other major expansions in the field of knowledge sharing. In a general sense, what role does HR play in fostering effective businesses?

An HR team should be ready to respond effectively to the dynamically changing business and labour markets. HR should never become a bottleneck to business growth. Moreover, HR should not only keep up with the changes but also take initiative and be proactive. In a modern company, HR cannot merely be a support department solving tickets in a locked room cut off from the rest of the business and people around it. It needs to stay in touch with people, be the heart of the organization, and guard its values.

There is an important additional point to mention here. To play such a key role, HR needs the support of the entire organization and its culture. At Lingaro, we are driven by a set of Core Values that include “Autonomy, No Barriers, and Collaboration”. The management board makes HR a key factor in strategic planning and major business decisions. Our CEOs sit in our open space with everyone else to stay in touch with all the people and ideas moving around our office. We avoid unnecessary procedures and silos and give our people a great deal of autonomy. Partnership, mutual trust, inspiration, and commitment are the basis for HR’s good relationship with the rest of the business.

Partnership, mutual trust, inspiration,
and commitment are the basis for HR’s good relationship
with the rest of the business.

You have been a vital part of designing agile talent management processes for Lingaro’s teams in Poland and the Philippines. According to you, what aspects ensure efficient cross-cultural management the most?

You need to have authentic deep respect for whomever you are working with. Also, do not make any assumptions while you build your understanding through questions. Keep an open mind and do not fall into the trap of thinking that there is one “normal and accepted” way of doing things. From an organizational perspective, at Lingaro, we help reinforce a respectful, outward looking attitude by acting in line with our Core Value of No Barriers, recruiting people with the right attitude, and supporting our team of diversity and inclusion ambassadors. Additionally, we make an effort to ensure that people from our different sites have time to meet face to face and hold cross-cultural trainings – especially for team leaders!

Keep an open mind
and do not fall into the trap of thinking
that there is one “normal and accepted”
way of doing things.

However, most importantly, it is by “walking the talk” because if people notice that you use big and beautiful words about diversity but then behave differently, it is all over.

You are an ambassador for an open-minded and value-driven leadership approach in HR. How does your enthusiasm for these values influence Lingaro’s unique company culture?

I live by these values every day. I truly believe that these values are the key ingredients of our unique growth recipe as we continue to expand quickly, open new sites, and bring new customers onboard. You cannot expect people to believe in values just because you put them on the wall. You need to lead by example and make sure that values are taken into consideration while making any business decisions, as well as those concerning promotions and awards.

You are now participating in the 5th edition of our Women Talent Pool Program (WTP). Why did you feel like this was the right time to join? What do you hope to take away from the program?

I am thrilled to have spent the majority of my career at Lingaro. However, in my role it is crucial to know how other companies are approaching certain issues and learn from their experiences. It is also a great opportunity to build a network of businesswomen with whom I can stay in touch after finishing the program.

Lastly, we like to conclude our interview with a question from the Proust questionnaire: What do you consider your greatest achievement? Why?

My greatest achievement has been building a team of passionate people at Lingaro. In fact, this is a work in progress! I am proud of the way we are doing business. HR is the heart of this organization. Here, people know that they can come and share ideas, concerns and – most importantly – be heard. All other achievements are less important.

Find out more about Anna, here!

Diane Nicolas, Senior Legal Counsel Mergers and Acquisitions, Orange

Thu, 28 Nov 2019 11:58:06 GMT

“We educate girls to shape a changing world,” was the motto at the all-girl school Diane Nicolas, Senior Legal Counsel in Mergers and Acquisitions at Orange, attended in the United States. From girl power to acquisitions of promising companies and the importance of role models, read more of our interview with Diane Nicolas!

You started your career as a lawyer in the Mergers and Acquisitions (M&A) Department of a leading French international law firm and have joined Orange five years ago. What lessons have you learnt along your professional career development and how do you expect they will help your career path?

I have been fortunate in my career to work on a wide variety of transactions, in terms of countries involved, business fields, and size of the deals—up to 12 billion pounds. Through these operations, I have learnt the importance of thorough preparation, teamwork and keeping an open mind.

When you enter negotiations, you must be prepared for surprises, whether good or bad! I remember a transaction in which after entering into a binding agreement for the purchase of a family-owned company, one of the selling family members sadly passed away before the deal was completed. We had to learn all about heritance rules in a foreign country and negotiate with the trustee of the Estate and ended up making the deal possible to the benefit of everyone involved.

There are also other setbacks to deal with like finalising contractual documents with Chinese counterparts in a hotel suite in Africa, with a deadline to sign everything before a press conference involving State dignitaries, in the midst of power outages!

Such kind of surprises and circumstances require you both to be very prepared and to be ready to work through the unexpected with your teammates while keeping the same level of requirement for excellence and quality and never losing sight of your end-game. Learning this has been crucial for every step in my career path.

Moreover, you have several experiences living abroad, including 3 years in the USA as a teenager, 1 year in the UK as a student, and 6 months in Hong Kong as a young professional. How did this international experience give your career a competitive advantage and why would you recommend experience abroad to others?

Living abroad widens your perspective. It is also an amazing opportunity to get out of your comfort zone and start from a blank page, all of which are key skills when working to reach a deal!

Getting out of my comfort zone and trying to understand the other person’s perspective has helped me in my career tremendously because I have had to negotiate with people from many nationalities (English, German, Greek, Chinese, American, or Senegalese amongst others), and with diverse cultural and professional backgrounds, both in-house and on the other side of the negotiations table.

In one transaction a few years back I worked on a deal with a group composed exclusively of men who would not shake a woman’s hand. Although it may have been unsettling, I could understand that and adapt my behaviour in order smoothen the process and bring the deal forward. After working together, they showed that they valued my expertise and input, and they contacted me afterwards for questions they had in other deals they contemplated. I hoped I contributed to change their mind on professional women!

More generally, it has been key for me to be able to understand different expectations and “languages” of all parties that may be involved in a transaction. Even when negotiating parties are from the same country, sometimes entrepreneurs who have put their heart and soul – and savings – into a company have different expectations than, say, corporate finance teams or managers of business units who have the challenge to integrate a new business, or yet again IT, brand, or legal experts. In turn, board members, investment bankers, or lawyers, also all speak slightly different languages. You have to be able to understand them all and take their perspective into your own work in order to strike a deal taking into account everyone’s input.

You have co-piloted strategic acquisitions and divestments for Orange alongside finance M&A and business development teams, and coordinated legal matters. What in your opinion is the key to successful negotiations?

To have a successful negotiation you must have a clear mandate and know your boundaries and core values. You must also be able to communicate your intentions and key drivers.

Negotiating is being able to find the common ground even though you do not have the same points of view or the same interests. If everybody is truthful as to where they come from and what they expect, then that can lead to a successful negotiation and make the best deal for everyone in the long run.

Negotiating is being able to find the common ground even though you do not have the same points of view or the same interests.

While in the USA, you attended an all-girl high school that gave you an early introduction to the concept of “girl power”. How did this introduction to female empowerment seen in the United States compare to what you have seen in France where you are now based as an experienced professional?

At the beginning, the notion of girl power was theoretical for me and it was a non-issue. In addition, in France, I had grown accustomed to mixed education, so I was circumspect of the promise that going to an all-girl school for a few years would be good for growth and self-assertion. Yet my school was nothing like I apprehended: it was open-minded and centred on girl empowerment. Their motto was: “We educate girls to shape a changing world.” I found that having small classes with only girls, as a self-conscious developing teen, freed everyone!

We learned to be strong, self-reliant, grow together, and to aim high and explore whatever opportunities were out there. This, in addition to the proverbial positive attitude in the US convinced me that girls and women in the professional world should aim for anything they want to. That was 20 years ago, when it was not as trendy as it is right now!

It taught me that as women we have a particular voice that is valuable and needs to be heard. We need to push for women equality, representation in boards, in top management, and in management executives. I have seen how powerful it is to have women visible in management positions in terms of example-setting. It is key to set the example of what is possible so that it will become natural!

I have seen how powerful it is to have women visible in management positions in terms of example-setting. It is key to set the example of what is possible so that it will to become natural!

You are a current Talent in the 5th edition of our Women in Talent Pool program (WTP). What motivated you to partake in this program and what is your vision of female leadership?

I am thrilled to be part of this program and excited to learn and grow from other women by sharing experiences. We have great women leaders at Orange. Our group, like many others, strives to have even more top women managers, which is a great positive evolution.

In my experience, women leaders are very agile and thorough. They tend to show grace under pressure. They are also pragmatic, meaning that they rarely let themselves be burdened by oversized egos. When I negotiate deals for and alongside strong women I am amazed by their ability to lead people, all the while being very flexible and hearing the team’s feedback and growing on that.

You have two young children and are an enthusiastic traveller. What advice do you have to share to our network on maintain a satisfying work life balance?

The answer is to know your values and set your priorities. If you find that your everyday life is not in line with them, then you need to reshuffle your cards. If somehow you lose your balance, then reset your priorities by asking yourself what you want and what is in line with your core values. A parent’s role may take precedence sometimes. For example, my son opened his forehead at school while I was in a big meeting recently. It was not even a question, I got out!

If you find that your everyday life is not in line with your values and priorities, then you need to reshuffle your cards.

Lastly, we would like to conclude our interview with a question from the Proust questionnaire: What do you value most in your colleagues? Why?

What I value most in my colleagues is how competent and trustworthy they are both from a professional and from a human perspective. In M&A we often find ourselves in high pressure situations with tough deadlines and high stakes. Under these circumstances, having reliable colleagues is key!

After five years at Orange, I am still amazed every day by the level of expertise, talent, engagement of the individuals working throughout the group. In many domains, I have found that even on very specific questions you will most certainly find someone in the group with high-level up-to-date answers.

In addition to that, the motto at Orange is “human inside” and you see it every day in the way people behave.

That makes me proud to be part of the company and team. It sets an example and inspires me to be better every day. As a plus, we do also know how to have fun and celebrate victories large and small!

Katrina Anderson, Associate, Osborne Clarke

Thu, 28 Nov 2019 09:15:43 GMT

Interviewed by Anel Arapova

Katrina Anderson is a regulatory lawyer at Osborne Clarke who advises on e-commerce and advertising compliance. Before training as a lawyer, Katrina advised food manufacturers on brand and advertising strategy and ran her own consulting firm. In her interview, Katrina talks about how technology is driving new regulation. She also gives insight into the pressing issues of the food industry, on navigating the challenges of starting a new business, and her thoughts on female leadership. Keep reading to find out more!

You are a regulatory lawyer, advising clients on issues such as e-commerce, product labelling, and advertising compliance. When did you realise that you wanted to be a lawyer and what attracted you to this area of law in particular? Furthermore, how did your interest in business and technology shape your career as a lawyer?

I came into law quite late compared to most of my colleagues. When I left university, I went into brand and advertising strategy consulting for consumer goods companies, particularly in the food and beverage space. I did that for around ten years and really enjoyed my work, as I learned a lot about helping clients address their business problems. However, I realised I was looking for a change and I started to think about other options where I could help clients and advise on business problems. This led me to law.

The type of law that I do is very much about helping clients find pragmatic solutions to legal issues that work for their business. It is also about helping businesses see what new compliance issues are coming so they make informed timely decisions on how to stay up to date with compliance and regulation matters. The skill set I developed before becoming a lawyer provided me with a deep understanding of how business works, which has made me a better lawyer.

E-commerce currently plays a large role in the operation of businesses. How did the business regulations evolve in light of e-commerce’s growing impact?

Regulation has to change and adapt to keep up with ever evolving businesses. The biggest driver of such changes is often technology, and e-commerce is a good example of this. The first time we started seeing specific provisions in regulation related to e-commerce was in the early 2000s. At this time, the main concerns were related to consumer protection and ensuring consumers get the information they need to make informed decisions in a timely manner.

Twenty years later, the world has evolved. Today one of the most pressing concerns is the power of the big technology companies and the disproportionate bargaining power that they have. This is being addressed through regulation. For example, the European Union is now updating e-commerce regulation under the ‘digital single market’ initiative. Moreover, there are new regulations specifically designed to protect small businesses from the power of the platforms that they depend on to sell their goods and services.

Today one of the most pressing concerns is the power of the big technology companies and the disproportionate bargaining power that they have. There are new regulations specifically designed to protect small businesses from the power of the platforms that they depend on to sell their goods and services.

You are part of Osborne Clarke’s food law practice and have been interviewed on topical food law matters by various publications, including The Times. According to you, what is the most pressing matter in food law today? What are the challenges the field faces in light of matters such as climate change and multilateral trade agreements?

The answer to this question largely depends on what kind of business you are. For example, when talking about traditional meat-based businesses, the challenge of new technology such as lab-grown meat is incredibly important. However, this is just one sector of the Food & Beverage industry. When it comes to issues that involve the whole industry, the big focus in the United Kingdom right now is Brexit. Whereas, on an international level, it is more about sustainability.

Currently, there is a big focus on the use of plastics, and we are definitely going to see more initiatives aimed at reducing plastic dependence from companies and regulators in the coming years. However, sustainability is a much bigger debate than just how to reduce the use of plastics. For example, we need to develop more sustainable sources of protein, which would include lab grown meat and alternative sources such as insect protein. However, it is not currently clear how such products can be legally sold in the EU and if they can, how they should be regulated.

Osborne Clarke has adopted a wide diversity approach to its corporate structure. What is this approach? What do you value most about being part of such a team?

In terms of diversity, lawyers as a profession are on a journey. At Osborne Clarke, we have some great examples of successes on that journey. For example, Osborne Clarke’s partnership with WIL shows its commitment to gender diversity. Osborne Clarke has some inspiring female lawyers, who are experts in their areas, leading offices and teams. Our executive board is over 40% female, which is not a common occurrence in the legal world.

Osborne Clarke has some inspiring female lawyers, who are experts in their areas, leading offices and teams. Our executive board is over 40% female, which is not a common occurrence in the legal world.

However, what I value most about Osborne-Clarke’s approach to diversity is that it is not only limited to gender. There are various other initiatives in place that show our commitment to a wider diversity agenda. One such initiative is our mentoring scheme for BAME students which is designed to help them visualize their future in the field of law.

Before becoming a lawyer, you set up your own business providing strategic brand positioning advice to global food manufacturers. What led you to such an initiative? What is the greatest challenge you faced in the business’s creation and how did you manage to overcome it?

During my eight years as part of a large multinational corporate consultancy, I always thought that it would be exciting to set up my own business. I made the decision to retrain and pursue a career in law, but it was a long process. That process gave me the perfect opportunity to set up my own business and I was very lucky to work with some great clients.

The biggest challenge for me was definitely stepping out of an environment of a large company and all the support that gives you. Before, if I needed to send a bill or required a presentation template, there was a process set up for this. With my own company, I had to do everything myself from designing the presentation template to writing the slides to delivering it to the board and then sending the invoice and chasing payment. That experience gave me valuable insight into the challenges of setting up and running your own business. Now, a lot of my clients are technology start-ups and the insight I have into their world means I am able to give them better advice.

Now, a lot of my clients are technology start-ups and the insight I have into their world means I am able to give them better advice.

You are currently participating in the 5th WIL Europe Talent Pool Program (WTP). What does female leadership signify to you and what are the changes and developments you wish to see in the coming years?

I would like it if we got to a point where we spoke about leadership that comprised of males and females, and that we did not need a separate category of “female leadership”. Sadly, we are not there yet. One of the reasons why WIL is so powerful and needed at the moment is because we need an initiative to help women find opportunities for leadership and see a clear route to success.

Lastly, we would like to conclude our interview with a question from the Proust questionnaire: Which historical figure do you most identify with? Why?

Eleanor Roosevelt is my legal heroine. She chaired the committee for the United Nations Commission for Human Rights, which drafted the European Convention on Human Rights, which to this day, remains the bedrock of human rights in Europe.

Johanna Van Herreweghen, Counsel at Osborne Clarke

Thu, 31 Oct 2019 09:56:27 GMT

Interviewed by Anel Arapova

This month, we interviewed Johanna Van Herreweghen, a participant of the 5^th edition of our Women Talent Pool program (WTP) and a Counsel at Osborne Clarke, specialised in Human Resources and Employment Law. Johanna spoke to us about her secondment in Silicon Valley, as well as the digital transformation and its role in Human Resources. In addition, Johanna reflected on the changing role of gender in employment and the value of diversity within companies. Find out more about Johanna by reading the interview below!

You have developed a successful law career and have recently been promoted to Counsel at Osborne Clarke in the international employment team in Brussels. What motivated you to pursue employment law and HR policies?

What I like about employment law and HR is that it combines law and working with people. Specifically, the human relations angle that combines both hard and soft skills. At Osborne Clarke, we mostly work on the employers’ side. Nonetheless, it is very satisfying to help companies roll out an HR management that is good for both employers and their employees.

You had spent a secondment to Osborne Clarke’s Silicon Valley office in 2014. How did work culture differ in California compared to your experience in Europe and what challenges do American companies face when establishing their business in Belgium?

The most obvious aspect of work culture in Silicon Valley is the very dynamic business environment. There, the failure of a business is seen as an opportunity to learn, while in Europe, it could be seen as a negative impact on the rest of someone’s career.

People’s constructive and open-minded mentality surprised me, as even though everyone is very busy, people take the time to give feedback and help each other. I found the entrepreneurial atmosphere very refreshing.

There was actually a lot of respect for work-life balance. For example, business development and networking events were usually scheduled during business hours. Even though the workdays started early, they ended at a reasonable hour too, which was great and unlike Belgium, where networking activities usually take place at night.

Regarding the challenges American companies have when establishing their business in Belgium, they seem to be intimidated by the idea that the employment regulations are much more protective of employees in Belgium compared to the United States. However, after seeking local counsel and being duly informed, dealing with Belgian employment law is not such an issue.

You recently spoke at the AmCham HR committee on the topic of digital transformation in HR. How is the so called 4th industrial revolution with innovative technologies such as blockchain and AI playing a role in human resources?

Digital transformation should be much larger than just an IT project; it should be a business strategy where HR teams play a significant role. On one hand, technologies emerging related to data should help make HR methods easier. On the other hand, HR can have added value in motivating employees to embrace these new technologies, rather than remaining reluctant to use them.

Digital transformation should be much larger than an IT project; it should be a business strategy where HR teams play a significant role.

Technologies such as Artificial Intelligence (AI) can have aninfluence on traditional methods of recruitment, for example by helping to identify and attract talent that might have been overlooked. However, algorithms used by AI can also replicate human bias or create their own. Therefore, it is also important to look at how AI is being programmed and whether the right criteria are being used.

Blockchain technologies are in the rather early stages of use in HR. Essentially, blockchain makes background checks easier by eliminating the necessity for third-party partners in validating the competence of candidates. In Belgium, we are not quite there yet due to the General Data Protection Regulation (GDPR). However, it is only a matter of time before the implementation of technologies that can respect the GDPR.

What significant legal and operational challenges do you see in the implementation of the digital transformation, especially for cyber security?

The flipside of the digital transformation and all its benefits is the increased risk of cybersecurity and unauthorized data use. Nowadays, cybersecurity is very high on the agenda of many companies which are therefore more inclined to appoint directors with prior digital experience.

Considering these concerns, HR has an important role in educating employees on correct conduct and safety regulations, like password protection and user guidelines. Often, human errors cause cyber breaches and malicious attacks from outside sources. For example, in relation to phishing, many employees do not identify a physing email as suspicious and just click on it,, allowing third parties to gain access to information.

You advise on employment matters, HR policies, and various legal issues. What changes have you seen with gender in the employment relationship?

An increased amount of companies are realizing that a diverse workforce is not just a legal obligation, but a way to make a difference in productivity that also creates real added-value. It is beginning to dawn on employers that a heterogenous group of employees leads to a greater number of different viewpoints. This provides a more accurate reflection of our society and these diverse perspectives also provide new ideas for problem solving and achieving goals.

In general, there has been an (slow) increase in female representation at a higher executive level. What I find particularly interesting is that, at a junior level, and especially with recent law school graduates, there are more female than male lawyers, but in time so many of them tend to leave the Bar and take on a position in-house. . Right now, we could see an active conversation about more diversity and efforts to make sure that the right people, not necessarily just male, are promoted.

Right now, we could see an active conversation about more diversity and efforts to make sure that the right people, not necessarily just male, are promoted.

You are a current participant in the 5 the Edition of our Women Talent Pool Program (WTP). What is your vision of female leadership and specifically the future of female leadership within the digital transformation?

The digital transformation is driven by implementing various new digital technologies in companies. Knowing that women are underrepresented in STEM, I think it is crucial to increase the number of women who are experts in digital technology. Just as AI can replicate the biases of the external world, other new technologies and their implementation in the workplace can mimic the culture of the status quo. It is vital that women are a part of the conception, creation and application of the digital technologies that increasingly shape our world.

In addition, the speed at which changes occur in this era of digital transformation, is unprecedented.

This phenomenon calls for creativity in dealing with change. Throughout the last decades, leadership teams tended to be composed of like-minded individuals focusing on a specific set of skills. By incorporating female leadership and a diverse team, companies can see various perspectives through greater collaboration, allowing them to act more quickly and increasing their competitive advantage in the age of digital transformation.

By incorporating female leadership and a diverse team, companies can see various perspectives through greater collaboration, allowing them to act more quickly and increasing their competitive advantage in the age of digital transformation.

Finally, we always end our interviews with a question inspired by the Proust questionnaire: Which living person do you most admire? I do not really admire one living person, but in general, I really respect and admire people who, regardless of their position and personal ambitions, stay true to their self and to their values. I find this authenticity so refreshing.

Maggie Anderson, Business Development Manager, Lenovo Technology, Ltd.

Thu, 31 Oct 2019 09:46:12 GMT

“Success by delivering the promise.” Having worked in some of the IT industries’ most innovative companies such as HP and Microsoft, Maggie Anderson, a current participant of the 5th edition of our Women Talent Pool (WTP) program and Business Development Manager at Lenovo Technology Ltd is an inspiring leader in her field. Read the interview below to find out more!

You have worked for some of the most innovative IT industries and across various sectors including education; criminal justice, defence, and transportation. What led you to these career changes?

Becoming an expert in a vertical market is always a good thing, it raises your profile as a subject matter expert. Each sector is different, and the variety always keeps you interested. For me it was important to become familiar with a variety of customers and their specific challenges.

During your career, try to do different job functions and or work in a variety of sectors, this will stand you in good stead throughout your chosen career and give you a real perspective on different parts of the business. In every organisation, I have worked for, I have learnt so much and been able to transfer those skills to new roles. My advice is never stay static and try to broaden your knowledge.

Your son has just started post-secondary education and will soon be joining the workforce. What advice would you give to the younger generation when it comes to making career choices?

The advice I would give to my son and to people who are coming into the workplace is to try and find positions and subjects that they feel passionate about, that really spark their interest. Because at the end of the day, you are spending many hours in the workplace!

For me it was IT, and I feel more passionate about the subject that I am working in now than I did when I first started my career. That is the key point I want to give to my son: narrow down your choices to matters that you get excited about and would get longevity from in your working career!

What do you like best about working for the IT industry and why is advocating for women in IT important to you?

The IT Industry can really change people’s lives through products and services. Not only, is this true in the working environment but in our personal lives too, not to mention our children’s lives. I really enjoy seeing how technology can improve and evolve organisations, where I have had a small part to play.

Everything, we do is now linked to technology and for me this is an exciting time to work in IT. Women should be at the forefront of a fast-changing world, where technology is influencing how we do things. As women, we bring a completely different dynamic to the IT industry and I would like to see more young women entering the IT space as a career choice.

Women should be at the forefront of a fast-changing world, where technology is influencing how we do things.

In particular, few females take on roles selling as external sales representatives in IT. Could you explain why you think this is and what encouragement would you give to young women to move into an external role?

When I first started out in IT, it was a predominantly male dominated career choice and it was rare to see women. Since then, more women have been coming through. We have made lots of strides in specific sectors like HR, Marketing, or internal back office functions. However, too many females are still not making the leap to doing external customer facing sales roles.

I would encourage young women to really look at external sales roles, whether that be in IT or any other industry, and really consider it as a credible career choice. I think sometimes as women we lack the confidence to make that step from the back-office jobs to customer facing roles.

In my career certainly, if you are successful, then you ought to help your female colleagues or extend down the elevator to bring them up. We need to do more mentoring and encourage females to seek external customer roles. I would like to see more advocacy of that, especially in the IT industry.

If you are successful, then you ought to help your female colleagues or extend down the elevator to bring them up.

Do you think it is important to have role models and do you have your own role models for women in STEM?

I absolutely do have role models. I have worked with some great women during my career, real people that I looked up to, and who have been role models for me over the years.

Companies that have buddy systems or mentoring systems in place make a substantial difference. From a mentoring perspective, if you can receive guidance from someone who has been working in the sector that you have a specific interest in, then you can gain considerable knowledge from them. You can learn from their experience, and from their mistakes, go to them for guidance, or even just have someone as a sounding board. It is imperative to find someone you look up to, someone who can steer you through the challenges of the working environment!

It is imperative to find someone you look up to, someone who can steer you through the challenges of the working environment!

Lenovo is a proud sponsor of our Women Talent Pool program, a 12-month leadership program, and you have recently joined the 5th edition. What is your vision of leadership and what makes a good leader according to you?

There are some quintessential leadership qualities. I have been working now in my sector for 25 plus years, and according to me, a good leader is someone inspiring, who I can learn from, who is visible, influential, but above all, someone who is authentic!

Equally, a good leader helps teams and individuals achieve change. This is especially valuable in the IT industry! For example, the nature of the business that Lenovo operates in is very dynamic, but it changes very quickly. A leader is someone who can support people through those changes.

Lastly, we always finalise our interviews with a question from the Proust questionnaire, therefore: What is your personal motto?

My motto is to deliver the promise. If I say I am going to do something, then I make sure that I deliver, that I enact, and instigate what I said I would do.

It is equally indispensable in customer service to not make promises that you cannot deliver. Delivering a promise is always in the back of my mind in conversations, in customer meetings, or in any customer scenario. If this byword is achieved, then I believe that I will have content customers. This is a motto that benefits Lenovo and it also makes me successful.

Cristina Hoffmann, Interdisciplinary Artist

Mon, 30 Sep 2019 16:10:54 GMT

Cristina Hoffmann, visual artist, researcher, performer, and public speaker discloses her transition from engineer to designer, to multimedia interdisciplinary artist! She discusses leadership and empowerment in her art, the value of uncertainty and change, and even shares a few of her favourite artists. Advice for the upcoming candidates of our 5^th Women Talent Pool (WTP) Program is also given! Read below to find out more.

You trained as an engineer, within a decade you became a successful designer and innovator, and then left your corporate career to set up your own art studio. What motivated these transitions?

These evolutions stemmed from a personal process of maturing and self-discovery; in my case each phase was motivated by new burning questions that emerged as I outgrew a specific role.

Engineering taught me how to learn anything by myself, and how to solve very difficult problems; though we were never invited to question the very issues that we were exploring. Hence my move towards design, which goes beyond what is technically feasible, to also address what is meaningful for people, valuable for society, and viable for the company itself. It was a much more holistic approach to creating, and I was lucky to be able to explore it both in academia and the tech industry.

I first moved towards design because it goes beyond what is technically feasible, to also address what is meaningful for people, valuable for society, and viable for the company itself.

Creating things had always been one of my major drives, and at some point, a very strong need manifested. I was yearning for freedom to ask my own questions, to explore larger issues, and to be able to go back to working with all kinds of materials. I wanted to be in contact with the feeling of the works and the transformation, the new creations coming to life. It is one of the biggest thrills for me, and one I will never ever tire of!

It comes as no surprise that your art focuses on human interaction with technology. Can you tell us a bit more about your work? What specific message do you want to convey?

My background has allowed me to work combining very different mediums and depending on the project I experiment with traditional media and new technologies. My artwork tries to blur the boundaries of our definitions of how the world works. For example, in my performance “Cosa Mentale” I connect another artist’s brain to my arm so that his brain controls part of my movements, and thus we explore drawing with two minds and one hand. We do this using brain interfaces, electro-stimulation, drawing and performance (View video here).

So, I like to misuse things in a way that is productive, interesting, and opens up new possibilities. When you alter things that people take for granted, you bring about surprise, stimulate thinking, and encourage others to revisit things they had never questioned before. Though I am not trying to convince anyone of a specific message. I seek to render things visible and to raise questions, but it is important for me that the artwork leaves enough space for everyone to make up their own minds, start conversations, and relish on the work or challenge it as they wish.

You were in the very first WIL Europe Talent Pool Program (WTP), a leadership program for female talents. Do you explore leadership and empowerment in your art as well? What is your vision of female leadership?

I believe you do not ask for permission to lead, but you decide to do so through your actions. It has a dimension of power, but not controlling or coercive power; rather the power of embodying a new way of being and inspiring others to be intrinsically motivated to act, to contribute, and to change things. Leaders are concrete examples of what can be strived for, who someone can be, how life can be lived, how things can be done, what could have value, and what success can mean.

Leaders are concrete examples of what can be strived for, who someone can be, how life can be lived, how things can be done, what could have value, and what success can mean.

I think one of the worst things that we can do to society is to cultivate normative and universal truths, and to put people in a place where they feel they do not belong, that they do not have choices or are not free to act. And so anyone, woman or other, who is not part of the established group that detains the power to impose a single vision of reality, has enormous potential to become a leader.

Leadership also requires generosity and acceptance to be visible and exposed. And I think it emerges from a process where you go deep inside yourself, you look for your own questions, and are brave enough to explore the answers that ring true to you.

In this way it has a lot in common with how I approach making art. For me it is about unveiling that which could remain otherwise invisible, it is about shaping new possibilities. And doing so by cultivating a new and specific attitude towards how you work, how you look at the world and others, and how you interact with both.

Apart from working with the world of art, galleries and museums, you also collaborate with companies and public institutions. Why develop this connection? What can art bring to them?

My interventions touch upon things like empowerment, digital transformation, or technological augmentation, but the main issue I address is dealing with change and uncertainty.

Everyone can relate to the fact that as we become adults, we are supposed to always have answers, though we are constantly faced with not knowing what to do, and not being able to control what will happen next. It is a very difficult feeling, and one that artists constantly provoke in order to make new work, so we become quite good at dealing with it.

Also, in the past it was quite common to have those who knew and decided what should be done, and then those who did the work. But we are increasingly involving citizens and employees in decision-making processes, and we know that jobs based on execution will be replaced by AI, robotics, and automation. In the future, we will be constantly confronted with ever changing situations and environments, and we will be asked to take initiative, to be creative, and to be self-starters, all of which are essential traits for making art.

In the future, we will be constantly confronted with ever changing situations and environments, and we will be asked to take initiative, to be creative, and to be self-starters, all of which are also essential traits for making art.

And so, through performances and collaborative work sessions, I explore these issues with groups of people. Most importantly, we explore how uncertainty is a normal thing to experience, and that difficulty and resistance are not symptoms of failure, but rather essential indicators of good work, which mean that change and transformation are under way.

I go about this in a very practical way. I believe in the power of using art and participation to allow people to live through completely new experiences, rather than just telling them about ideas. As with my other artworks, through these projects (that I like to call “Work-In-Public”) I hope to touch others, to intrigue them, to compel them to stop and engage with the work, to feel, to think… to stir something inside of them. I strive to help them connect with themselves, their imagination, and their own desires.

I wish these experiences would allow participants to realize that they are capable of many things they did not dream they could do, and that even within a specific system, they have much more freedom (and responsibility) than they thought to have impact and transform things.

What is the biggest career lesson you have learnt? What advice would you give to the candidates of the upcoming 5th Edition of our WTP program?

Everything you need you can find inside yourself, learn how to really listen, do not let anybody tell you how life works and what is going to be possible or not for you. You get to define that for yourself.

Be very attentive to who you surround yourself with; they will make up the fabric of your reality. Be connected to the world and to others, look at what inspires you and makes you feel something (good or bad), this is a good starting point to discover your inner voice.

Remember that we all have dead angles, and every situation can be experienced and interpreted in a myriad of ways, which means that if you are stuck you can always look at things completely anew.

Direction and intention are good, but do not over-plan or ever feel trapped. You always have many more possibilities than you thought, and life is always much more creative than anything you could have planned in your head, so stay open and curious.

Lastly, we like to conclude from a question from Proust questionnaire: Who is your favorite artist?

I am not one for single favorites, so I will go for a small sample of the many female artists I admire, who share the trait of never conforming to what others, or their disciplines, dictate they should be or do: Choreographer Pina Bausch, Poet and Writer Maya Angelou, Conceptual and Performance artist Esther Ferrer, Visual artist Rebecca Horn, Painters Marlène Dumas and Maria Lassnig, Musician and Poet Patty Smith.

Since last interviewing Christina, she has taken a research residence at The Centre des Arts, in Ehgien-Les-Bains, France, for the 2019-2020 season. Her engaging series, Spotlight, draws on themes including memory, perception, written word and time, taking the viewer on a magical exploration into a virtual world brimming with light, text and colour. Cristina’s research stems from her career and training as a designer and engineer, with her public projects combining performances and participatory experiences and a fascinating mix of traditional and new media. Find out more about Cristina's residency and Spotlight series here!

Stephanie Gicquel, Long Distance Runner, Polar Explorer, Motivational Speaker and Corporate Lawyer

Fri, 26 Jul 2019 12:03:59 GMT

Stephanie Gicquel, Long Distance Runner, Polar Explorer, Motivational Speaker and Corporate Lawyer shares some highly unique insight about her 2,045 kilometres expedition across the Antarctic via the South Pole for! Stephanie relays fundamental points which she has learnt throughout her expeditions and talks about her environmentally friendly initiatives. The importance of teamwork and having hobbies outside of work are also discussed! Read below to find out more.

You are the first French woman to have run a marathon around the North Pole by -30 ° C. You have also crossed the Antarctic via the South Pole for 2,045 kilometers in 74 days by -50 ° C, the longest expedition on foot without traction sail done by a woman in Antarctica (Guinness World Records). How did you get into this type of challenging sports and what was your driving motive to pursue these expeditions?

I enjoy adventures and for me this means stepping out of my comfort zone. I therefore initiated and experienced several challenges and have many more yet to come!

I have always been attracted by endurance sports and polar regions – even more so now that I explored Greenland, Spitsbergen, North Pole, Antarctica.

I had read so many books about these regions and at some point felt I had to make my own expeditions in these areas to get closer to the reality and truth of how they actually were.

When I decided to walk 2,045 kilometres across Antarctica, I could have been discouraged numerous times. I had read Reinhold Messner’s book about his expedition across the Antarctica wherein he described his time as the most challenging and painful mountaineering experience- alongside his ascent of mount Everest- he had ever had. Additionally, I could also have been discouraged by the list of adventurers who had died in Antarctica, or when my potential sponsor decided not to fund me because the risk of me dying was too high! Lastly, I was told time and time again that as a woman, this expedition would be impossible! I accumulated all these doubts and decided to transfer them into positive energy which made me work harder.

When I reached my goal to cross Antarctica after walking over 2,045 kilometers, my body weight was down to 39kg. When temperature dropped down to -50°C for several days, I did no longer feel my fingers and toes. When I had to walk longer hours and sleep only 4 to 5 hours to recover, hunger would still wake me up in the middle of the night. I knew what it took me to get there and only a severe injury could have taken me out of Antarctica. I never felt like giving up.

In your books On naît tous aventurier and Across Antarctica expedition as well as in the conferences and workshops you organize, you share some of the key lessons you have learned throughout these expeditions. Could you share some with us? In particular, what lessons can be applied to the professional word?

First key takeaway would be: be focused and passionate. I would actually not have survived two days on the ice in Antarctica if I had not been focused and passionate about this expedition. I think everyone should suss out their own “Antarctica challenge” whatever it may be and then go for it.

Second key takeaway is that no one should be afraid to change. I found out that it does not really matter if this change leads to a success or a failure. Taking a different route is not so much about what you earn, it is mostly about what you learn. If you do not succeed at first, try and try again!

Taking a different path is not so much about what you earn as a result, it is mostly about what you learn along the way.

Third key takeaway is to remember that nothing comes with absolute ease. Working hard, working efficiently, and working together with experts, specialists and a team aiming for a same goal is vital for professional growth.

A fourth key takeaway is optimism. This is key if you need to reach a finish line which is far off! To visualize the steps that are needed for you to get to your desired goal will help you stay motivated and optimistic! For example, I imagined before I did my Antarctica trip that I would have to walk 10 to 16 hours a day everyday despite the strong and cold wind and that my clothes would be permanently frozen with no possibility to change them during weeks. As such, I was better prepared for when these things did happen!

There are actually many other key takeaways from these experiences, but most importantly is to remain self-confidence– it is something you build up overtime. The best way to start is to take the first step and try.

You have founded an association to raise young people’s awareness about the beauty of the polar regions and their importance for the global climate change. Could you tell us more about this initiative and what has drawn you to commit yourself to the environment?

I funded a non-profit charity to promote polar regions whilst also having given talks at the French Ministry of Ecology, COP21, COP22, etc. I frequently visit schools to raise environmental awareness by sharing the beauty of the polar regions and their importance for the global climate change. Every time I go for a polar exploration, one of my main goals is to bring back photos and videos as it can improve people’s understanding and knowledge about the importance of these regions.

Every time I go for a polar exploration, one of my main goals is to bring back photos and videos as it can improve people’s understanding about the importance of these regions!

Alongside being lawyer and teacher, you always found time to do sports. How important is it, do you feel, to have a hobby or a passion alongside work?

I feel like this is a way to keep learning. And at some stage learning is actually the only way to grow.

Even if you are very good at what you are doing and are an expert in your field you can still continue to grow by exploring different environments. By doing so, you may go back to your field of expertise and look at it with different eyes.

You have organized team-building workshops and conferences. What role has teamwork played throughout your professional and personal life?

As mentioned above, working together with a team of experts, specialists and with a team aiming for a same goal is key if you want to progress. Even running is not a solo sport. I would not have won ultra-trails, the 24 Hour French Championships, and would not have been able to prepare efficiently for the World Athletics Championships without a committed team. I am depended on their advice with regards to nutrition, body recovery, adaptation to environmental stresses and so on. The key is to find out and gather the best team members and this does take some time. However, it is more efficient to take more time to build a team upfront rather than struggling alone.

Working together with a team of experts, specialists and a team aiming for the same goal is essential if you want to professionally progress!

For example, I recently prepared and succeeded in the World Marathon Challenge, a challenge to run seven marathons around the world in seven days, together with several sponsors and with the INSEP which is the French national institute for sport and performance. Our goal was notably to collect a maximum of data regarding the adaptation of human body to environmental and climate stresses especially when performing long distance effort.

What future goals are you working towards?

I am now training for and focusing on the 2019 World Athletics Championships (24-hour run). There are many other projects I am thinking about - both in relation to endurance sport and polar regions.

We have tradition at WIL of ending our interviews with a question from Proust’s questionnaire, as such: which living perosn do you most admire?

I am inspired by every single person I meet. We all live interesting adventures and you can therefore always learn from someone else.

Christine Sturma, EMEA Service Delivery Senior Manager, Lenovo

Wed, 24 Jul 2019 14:00:57 GMT

Christine Sturma, EMEA Service Delivery Senior Manager at Lenovo, talks about how the Japanese working culture is and how it compares to the European one, how customer service varies per country, the changes the Tech sector has undergone in terms of gender balance and gives examples of what practices Lenovo has put to ensure gender diversity. Lastly, vital qualities of female leadership are shared! Read more below!

You started off your career in Japan, working for 13 years in a Japanese electronics company. What influenced your decision to move to Japan and how did the working styles differ to the European environment you are working in now?

When I started University, the opportunity arose to do a training in Japan with a perquisite that I learn Japanese beforehand. I decided to take up this adventure and endeavor upon a new journey.

Before moving, I took six months of Japanese classes to ensure that I could correspond, at the very least, on a basic level. Once I was in Japan, I worked for three months in an electronic district in Tokyo called Akihabara as a store clerck. This experience allowed me to discover and explore the unique culture of Japan.

This experience left me in awe and consequently motivated me to carry on learning the language and to return at a later date to do my second training, this time in the “Japanese alps”. The company at the time was looking to expand the number of foreign employees and as such, I decided to apply. As being chosen for the position, I spent three years in Tokyo working in International Logistics.

With reference to the working styles, the biggest difference I noticed was that in Europe, individualism is fostered and encouraged whereas in Japan, employees adhere to a collective identity. As this collective identity predominates in the working environment, teamwork is considered vital, so much so, that when decisions need to be made, a consensus is nearly always met. Hierarchy in Japan is very structured. One visible example is the language itself: you do not address the same way a person with higher/lower position, a person older/younger than you. More so, in Japan the language already segregates people; depending on the age of a person and the job title they have, you modify your language accordingly.

In Europe, individualism is fostered and encouraged whereas in Japan, employees adhere to a collective identity.

When working on projects, the Japanese style of work means the process before execution takes a long time, with a lot of negotiating and renegotiating. Comparatively, when the project is put into action, it goes very smoothly as any possible hurdles have rigorously been assessed and resolved beforehand. Aside from this, Japan has a culture of continuous improvement, meaning that if actions don’t go to plan, a thorough analysis will take place to understand why it did not work and how this can be avoided in the future. I transferred this method onto my present European working environment.

After managing different positions in the production environment, you decided to specialize in customer service. Can you tell us about the different positions you have attained wherein customer service played a pivotal role and how these roles varied?

This first mission I had in terms of customer service was to transform a manufacturing workshop into a repair workshop. This meant we had to move from a very linear process to one which was more complex and that required a great deal of decision making. In addition, I had to ensure that the agents were retrained so that they could deliver necessary customer service. The second mission was to develop refurbishment programs across Europe, each time needing to achieve the right balance between the efficiency and speed. These first customer service experiences were though backoffice functions.

After several years, I wanted to experience the front side of customer service. I was approached by Lenovo in 2008, only 2 years after merge with IBM. Lenovo at that time wanted to increase their portfolio of very large customers (so called Global customers) and service was critical. I became a Service account manager for prestigious international customers and built a lot from scratch: Service contracts & SLAs, reportings, customized service design. Once we acquired more customers, I had more people in the team and therefore my responsibilities grew. 5 years later, I was asked to lead the service delivery team covering South of Europe. The foundation of this position is to establish all necessary processes to provide best class customer service in a cost – effective manner for both B2B & B2C markets.

You are leading the Service Delivery organization for the European sub region covering France, Iberia, Italy and Israel for both commercial and consumer Computer product ranges. What does the role entail and how do you adapt your working strategy per country?

My role as Service Delivery organization for the European sub region constitutes enhancing the customers’ satisfaction by improving the quality of our services, identifying new features, building strong relationship with our customers (end customers but also distributors and retailers) while managing yearly budgets and financial objectives.

With regards to adapting the working strategies per country, the differences aren’t so vast. Customers across the countries have similar expectations: fast and high-quality service. In addition, the principle applies to all countries: listen and act upon the demands and concerns of your customers. However, the way to deliver a service will differ per country. This stems from the geographical and cultural differences.

As an example, in Israel, customers don’t like indirect mode of communication, they want to talk to our call center agents. Comparatively, in France, customers tend to go back to their point of sales to share their concerns on their product.

Having worked within the Tech Sector for many years, what changes have you seen the industry undergone with regards to gender balance and what more do you feel can be done to ensure further equality?

Whether it is a result of legislation pressure or because more companies have reached a level of maturity where they have started to realize the benefits of having more diverse workforces, gender balance within the Tech Sector has definitely increased!

Gender balance within the Tech sector has increased because of Legislation pressure and because companies realize the benefits!

To initiate further equality, we need to do more to increase the visibility of female role models. Young girls need to know about influential women in Tech so that they have someone they can look up to. There are enough female role models in the industry and therefore it’s time they are given due recognition. In addition, the traditional working structure needs to evolve so that it is more flexible and facilitating for family life: this will be of benefit for both women and men.

You have been working for over 11 years at Lenovo, a partner of our Women Talent Pool program. What are some of the best practices in terms of gender equality you have observed there?

Through a combination of global and local initiatives, mentoring opportunities, tailored programs for talented women, such as WIL Europe’s Women Talent Pool Program and through a celebration of the World’s Women’s day, Lenovo is tackling gender inequality. I am member of a voluntary group made up of employees from Lenovo where we try and promote diversity within the company.Initially, the group was focusing on gender equality but we have now added more pillars to our mission for more inclusion.

Lenovo is tackling gender inequality through local initiatives, mentoring opportunities, programs and celebrating Women Day!

Being a participant of Women Talent Pool Program, what are the main lessons you have taken away?

The Women Talent Pool Program has equipped me with a strong understanding and a sound knowledge of the skills needed for the future. Specifically, learning about topics such as digital transformation and artificial intelligence, and the ways in which we need to change our leadership styles, has been of huge benefit to me. The various discussions, panel debates and talks about topics of the future has really opened my eyes to the many pressing issues we need to consider.

I have since I joined the program dedicated more time on developing my curiosity on such topics to become an active source of proposal for improvements in my area of expertise, service.

Concluding our interview with a question from Proust’s questionnaire: What is the quality you like the most in female leader?

To answer this question, I thought of a female leader I admire and why. As such, I came up with Simone Veil who I admire for her courage to stand up to a male dominated world and fight for what she believed in. Therefore, the qualities I admire most in a female leader are courage and strength.

« Ma revendication en tant que femme, c'est que ma différence soit prise en compte, que je ne sois pas contrainte de m'adapter au modèle masculin. » Simone Veil.

(My claim as a woman is that my difference is taken into account, that I am not forced to adapt to the masculine model).

Céline Wehrle, Senior Manager, Global Employer Services, Deloitte

Fri, 28 Jun 2019 09:52:14 GMT

Interested in knowing what lessons a successful female leader is passing on to her children? Want to know about the biggest changes Deloitte has undergone, particularly in facilitating female leadership? Eager to know what mobility programs are and the importance of having them, how work experiences can shape your future, and how being proficient in different languages can help shape your professional and personal life? To find out more, read our interview with Céline Wehrle, Senior Manager for Global Employer Services at Deloitte Switzerland and participant in our Women Talent Pool program.

You have been at Deloitte for over 10 years. How has your career developed and what are the biggest changes you have seen in the firm in that time?

After passing the bar exam in France, I started my career at Deloitte in Zurich as a consultant in the Tax department. This was a great opportunity as it allowed me to use my legal expertise and my knowledge of different languages. The international work setting was what drew me in and still excites me today! Being able to take on different roles and collaborate with clients and colleagues from across the world has been very rewarding and a real boost for my career.

Deloitte is meritocratic in its approach and rewards those who are willing to work hard and are open to new things, with many opportunities for professional development. Throughout my time with the firm, I had the chance to support many clients and was always supported by my leaders and recognized for my performance. This led to several promotions and eventually my current position at Senior Manager level.

The biggest changes I have seen at Deloitte relate to our expansion in size and the services we offer. When I started, we had 400-450 employees in Switzerland. Today we have almost 2,000 professionals! In addition, not only do we have a much more diverse client base, but we also work in a much more interconnected way with other Deloitte offices around the world, particularly in Europe.

In Global Employer Services, the team I currently work in at Deloitte, we see fewer employees re-locating as expats together with their families. Cost pressures have pushed international companies to focus on local hiring and contracting. At the same time, we deal with an increasing number of weekly commuters and employees on temporary assignments abroad or with regional travel requirements. The workforce in general is also becoming more flexible, and we see a growing number of set-ups where the traditional employment model is replaced or complemented by freelancers or other flexible arrangements.

The international work setting was what drew me in and still excites me today!

You are supporting multinational firms with their global mobility programs, policies and strategy. What are mobility programs, and why are they important in our professional life today?

A mobility program enables companies to have the right people working in the right location at the right time. It implements a company’s strategy and HR policies for providing a structure and flexibility to send employees to different locations according to skills and career development needs. In practice, this means deciding the right type of assignment (short-term, long-term, permanent move etc.), choosing the employees best fitted for the challenge and giving them the support they need. From an employer perspective, it also means meeting regulatory requirements, such as ensuring that employees and their families have the correct visa and social security information and comply with tax rules. In today’s increasingly globalized world, the number of people working outside their home country or office location is greater than ever. However, the implications are often underestimated and insufficiently factored in – that is where we come in!

Global mobility programs can also further support graduate scheme programs. Multinational companies want to attract and retain the best individuals. For graduates, one of the most effective ways of doing this is through schemes that allow individuals to rotate jobs within the company to see which area is best suited to their expertise and what they want. This may require them to work and move abroad.

A mobility program enables companies to have the right people work in the right location at the right time

Your work experiences have varied, from working for the Director of Mobile Networking Planning, Assistant to a Member of the European Parliament (MEP), supporting the Department fighting tax evasion and working for a number of law firms. These jobs were in Frankfurt, Strasbourg, Lausanne and now Zurich. Did the work styles differ between countries? And how did these different experiences help shape your career path?

Working practices and working hours did not differ much, as I stayed within a Germanic environment. In Germany, organizations are more hierarchical and the working environment is more formal, whereas in Switzerland this is less so, making it easier to engage with people in managerial positions and learn from them.

These different experiences helped me decide what I wanted to avoid as a job and which type of organization I wanted to work in. It encouraged me to think broadly about what type of career I wanted to pursue, with regard to both long-term and short-term prospects. It also gave me an insight into intercultural differences at work. For example, I learned that it’s best to avoid calling colleagues in southern countries very early in the morning. That actually made me think I should be working there because I am not an early bird at all!

You speak five languages: French, German, English, Spanish and Italian. How has this benefited your career and in life in general?

As I grew up in France with a Chilean father, I was brought up speaking both French and Spanish. I studied German, English and Italian at school, and I married a German, so I have been exposed to different languages throughout my life.

Individuals may be experts in their field, but if they don’t speak English, it is hard for them to communicate in an international setting. An ability to speak languages lets you communicate with people globally, which can improve your career prospects and help you form relationships which you wouldn’t otherwise be able to. Some of my best professional relationships are based on the fact that we can have discussions in the other person’s mother tongue– it creates a strong connection with people.

Speaking numerous languages has been extremely useful for me in both professionally and personally, and I strongly recommend the learning of languages!

Deloitte Switzerland is committed to increasing senior female leadership so that it reaches 30% by 2020. Could you explain what Deloitte is doing to accomplish this?

This goal has been supported in practice by a variety of measures, but for me and many of my female colleagues, the important thing is knowing that we work in an environment where reward and recognition are about performance, not gender.

There is a program called Thrive which has been developed for future female leaders to help them improve their visibility, how to be vocal within an organization and how to support their ambition.

New policies have been put in place that allow mothers to stay a bit longer on maternity leave (6 months instead of the 4 months provided by Swiss law) and to smooth the comeback to work. Employees can participate in pre- and post-birth workshops and coaching sessions on the topic of working parents. Parents of young children are allowed to reduce their contract to 80% FTE and they can buy additional holidays based on the number of children they have.

Personally, the extended maternity leave has been of huge benefit for me as I recently had my second child. I was able to take a career break and am now ready to go back to work and perform at the expected level to further advance in my career.

In terms of statistics, senior female leadership stood at 20 % in 2017 when the commitment to the 30% target was made, and we are currently at almost 28% with some time still to go before 2020.

Being a mother of two daughters, what are the most valuable lessons you are passing on?

I try to teach them that being a good person means to do the right thing even when no-one is looking!

I keep reminding them that we are very privileged, living in Western Europe where we take everything for granted – from health support to housing, infrastructure and a strong education system. We recently spent two months in Chile with my daughters, and it was a good lesson for them about what daily reality can be elsewhere.

I also encourage my older daughter to speak out about what she wants, needs, thinks and feels. Most people expect girls to be in the space of feelings only so it takes a strong character to challenge this on a daily basis. And yes, playing soccer and going to a stadium to watch games as a four-year old is OK!

Finally, we always end our interviews with the question: What do you value most in your colleagues?

I appreciate that my colleagues have diverse values and stick to them. When they remain true to what they believe in, they are more clear about what they want. This clarity allows for more constructive dialogue, collaboration, and ultimately stronger outcomes.

Antigoni Papanikolaou, Legal & Corporate Affairs Director at Microsoft Greece, Cyprus and Malta

Wed, 26 Jun 2019 12:25:21 GMT

Our Talent this month, Antigoni Papanikolaou, Legal & Corporate Affairs Director atMicrosoft Greece, Cyprus and Malt, sheds light on how Artificial Intelligence is affecting the tech sector and will shape the legal profession. She discusses what her role was in the 2004 Olympic Games in Athens, what she would be if she wasn’t a lawyer and why, what Microsoft is doing to adhere to GDPR, mentioning qualities of a great leader and a surprising historical figure she identifies with! Read the interview below to find out more!

You have worked as in-house counsel for Coca-Cola Hella SA, Papastratos SA, a Philip Morris Affiliate, and are now presently at Microsoft Hellas SA. What made you move to the digital industry and how have these roles differed?

The main motivation to move from FMCG to the technology sector was the challenge of the new and to grow further as a professional. Also, on a personal level, being a mother, I wanted to be closer and gain a better understanding of the digital world.

Having been an in-house counsel in the FMCG and technology sector didn’t drastically differ. In both cases, you are advising, supporting customers on legal aspects of their activities and bringing a commonsense approach to the table. However, one difference is that I now have a 360 overview of the business as I am being member of the Leadership team of Microsoft Hellas, Cyprus & Malta, which requires me to constantly to stay up to date with the changing technological environment!

Whilst at “Coca-Cola Hellas SA”, Athens, you were involved with the company’s sponsorship of the 2004 Olympic Games in Athens. What were your tasks throughout?

I was the legal counsel of the Olympic Project team which oversaw the activation of The Coca-Cola Company sponsorship to 2004 Athens Olympic Games. My tasks constituted in negotiating and drafting contracts of a world class and high budgeted Olympic activation and Torch Relay program. I was monitoring and ensuring proper implementation of company’s Olympic sponsorship rights and I was a member of the Incident Management Core team.

It was a lifetime experience as I learnt essential and unforgettable skills which have stayed with me throughout my professional life!

As legal counsel of the Olympic Project Team, mytasks constituted drafting contracts of high budgeted Olympic activation and Torch Relay program.

In 2016, you wrote an article named “The Trusted Cloud” wherein you stated the measures taken by Microsoft to ensure the users of your cloud computing system was safe. Since then, the GDPR has come into effect. How has Microsoft developed upon the measures laid out in your article?

As part of Microsoft’s ongoing commitment to privacy, it has made a number of investments and improvements to its data handling practices to support GDPR and the privacy rights of individuals. It is difficult to concisely summarise all that has been done but if you look at Microsoft’s Trust Center, the tools which Microsoft is using are clearly and concisely laid out. With the Trust Center someone can discover the company’s privacy programs best practices and how its approaching regulations in accordance to GDPR Compliance.

With Microsoft’s Trust Center, someone can discover the company’s privacy programs and how its approaching GDPR Compliance!

How do you envision Artificial Intelligence (AI) changing the job of IT lawyers in the future?

All areas of work will in some way be affected by AI. In reference to law, the greatest change thatwill appear is in the handling of data processing, research and transactional aspects of the work. The application of AI will help legal professionals to augment their ingenuity and to devote time and effort to what matters most, leaving behind the procedural type of work. Legal professionals will have a pivotal role to play in the development, formation, interpretation and implementation of new laws that may be needed in the future because of the impact of AI in the society at large.

AI will change the legal profession through its data processing, research and the transactional aspects of the work.

If you wouldn’t be a lawyer, what would you be?

I would like to be a doctor in neuroscience as I would like to do something innovative which could have a positive impact on humans in terms of making their life better. When my high school came to an end, I was torn between whether to pursue a medical or legal career. However, I do not regret for a second the decision to pursue legal studies!

Being part of the Women Talent Pool Program and a member of the Local Leadership Team at Microsoft, means you are exposed to leaders and leadership skills. What do you consider are the factors which distinguish a good leader from a bad one?

What makes a great leader is someone who is foremost visionary and afterwards empathetic and modest!

Lastly, we always conclude our interviews with a question from Proust questionnaire: which historical figure do you most identify with?

I cannot help but to think of the ancient tragedy of Sophocles the name of which I have, “Antigoni”. Antigoni is the daughter of the King Oedipus, king of Thebes, and Jocasta (Oedipus mother and wife), who attempts to bury her brother Polinices against King Creontas’ order because Polinices fought against his own city in an attempt to control. Antigoni is caught and is ordered to be buried alive by her uncle the King.

Antigoni had gone against the law which was imposed by the King and instead followed the “natural” law which was formed on the basis of the societal principles and which honored her dead brother. She ensured he was given a formal funeral and did not allow his body to become food for vultures. She had to balance between what is legal and what was fair, and she had the stamina and strength to accept the consequences of her actions.

Diana Georgescu, 4P Consumer Lead - South East Europe, Lenovo

Wed, 29 May 2019 15:18:25 GMT

This month, WIL talks with our talent Diana Georgescu’s, 4P Consumer Lead for South East Europe, about what her current role entails and what the main differences are between consumers buying methods. Further discussions surrounding the changing hardware industry and Romania’s rapidly advanced Tech ecosystem are included. Additionally, Diana shares the practices put in place by Lenovo to ensure gender equality and provides an authentic answer to what she would most like to have as a talent! Want to know more? Read the interview bellow to find out!

You are currently 4P Consumer Lead for South East Europe at Lenovo. What does this role entail?

The 4P Consumer Lead role was designed from the Philip Kotler theory. This theory believes that the marketing purpose of elevating consumers well-being has to be put at the heart of company strategy and be practiced by all managers, therefore the product, price, place and promotion are all taken into consideration. In practice, this means analyzing market research, market pigmentation, planning in detail and much more! This role draws upon many aspects of the company to ensure that the product at hand satisfies the customer’s needs.

In our department we decide where, why, what and who we sell our products to; we are really at the center of the sales department! Personally, I am responsible for the consumer segment for all of South East Europe, this includes: the Adriatic countries, Greece and Cyprus. The biggest different between these countries is the customers willingness to buy. Customers from Romania are completely different to those in Greece, where the people are looking for lighter and more colorful products.

In our department we decide where, why, what and who we sell our products to; we are at the center of the sales department!

Having over 15 years of experience in the IT&C Hardware sector, what are the biggest changes you have seen the industry undergo?

There are huge differences! Around 10 years ago, there was a greater focus on the technical part of the product, meaning its components, configuration and so forth. Today, we are much more customer centric.

This constitutes a greater consideration for the design, feel, mobility and connectivity! Customers want a product which is light, has a long battery life and of course, strong internet connection. With the easy access to information, people are more informed about the product beforehand. Combine this with our growing digitalized world, displaying products online, with an exception of a few, is essential.

From the product perspective, the PC was the central priority. Now however, mobiles, tablets and then lastly PC’s are dominating the market. Evidently, there is a complete change of the hardware environment.

The Tech ecosystem in Romania has hugely accelerated over the last few years. What do you feel are the factors that account for this growth?

Romania has without a doubt moved quickly, from a country which was associated with the “East”, therefore far away from Technology and Innovation, to a country which is now a forerunner in the IT industry. The IT infrastructure paved the way for the rapid expansion of the Tech ecosystem in Romania. Coming from a country which had no Tech industry, it was easy to implement the newest technologies. This has enabled Romania to obtain the position as the 5^th best country in the world for providing internet connection!

Other factors which account for its acceleration are the increased use of English throughout Romania and the mandatory computer license taught throughout schools. These skills have equipped Romanians with the necessary tools to adapt to the increasingly global and digitalized world!

Factors which account for Romania’s accelerated Tech Ecosystem is the increased use of English and the mandatory computer license taught throughout schools.

In your opinion, what are the reasons for Romania having a high number of women in the Tech industry?

When looking at Romania, we have a lot of female representatives within IT industry. This female work ethic stems from our history in which women have had to work throughout the ages, especially so after the war. Whilst growing up, my mother and father were always equal in their tasks. As we weren’t raised in an environment in which industries were either “male” and “female” orientated, we see a high number of females in Romania working for big Tech corporations. As a result of our history, the youth in Romania is drawn to the idea of working for corporations: they understand the financial benefits as well as the great working standards it can offer!

I wasn’t raised in an environment in which industries were either “male” or “female”!

Lenovo is a proud sponsor of our Women Talent Pool program (WTP) and Bloomberg has selected Lenovo for the 2019 Gender-Equality Index, indicating its ongoing commitment to inclusion and diversity. Can you give some examples of ways in which Lenovo has ensured the latter?

Lenovo is based on the values of respect and diversity. As a result, gender equality is at the very core of the company’s policies. As an example, we have an initiative called Lenovo women in leadership which acts as an umbrella in which all activities promoting gender equality are organized. I am the ambassador for South East Europe for WIL and can confirm that we have organized many local gatherings to ensure female leaders are given a platform to promote and inspire. These gatherings also allow younger talents within the company to learn from these leaders and to speak about their actions, developments and achievements.

Aside from this, we have a mentoring system in place in which young professionals within the company can pick either a male of female leader to learn from and to turn to for advice.

Gender equality is at the core of Lenovo’s policies!

You are a participant of the 4^th edition of our Women Talent Pool Program (WTP). What has been your highlight so far and what have you learnt?

The WTP program has offered many new perspectives on working environments and career choices. The resources WIL Europe has provided, through workshops, events and discussions has motivated me to share my understanding of the topics surrounding gender diversity, inclusions and equality. I have met so many interesting individuals who have clarified what inclusion and diversity actually means, and ways in which we can establish this within our teams and beyond.

I have also developed a sense of duty in which I feel I need to share the information I have acquired, so that gender equity will prevail, and that unconscious bias will be no more. Therefore, I am now regularly volunteering at high schools and speaking at different events. I promote and share my career path and talk about my experiences and challenges. There comes a point in your personal and professional life that you need to start to give, that is why I want to inspire others with the knowledge I have accumulated throughout my life!

I joined the program not knowing what to expect, but as it now comes to an end, I am thankful for all that I have learnt and advocate this great opportunity to others!

There comes a point in your personal and professional life that you need to start to give.

You have ample experience in managing and leading a team. In your opinion, what makes a good leader?

A great leader is one that can inspire others, through their actions and personalities. So much so that the employees are encouraged to go beyond their usual role and try new methods and practices. A leader is not a manager! They differ in the sense that a leader brings out the best of an employee, whilst a manager is merely assigned by the company and doesn’t necessary possess these indispensable skills!

In a world were there is an abundance of choice, it takes courage to pick a certain direction. A solid leader will offer strength to individuals when they need to choose.

Personally, whatever actions I take I aim to inspire others through my behavior and motivation, this applies in both a professional and private environment!

A great leader is one that can inspire others, through their actions and personalities.

Lastly, we always finalise our interviews with a question from Proust’s questionnaire, therefore: Which talent would you most like to have? Why?

What a great question, this really took me out for my work mindset! When I am satisfied about my career and will make some more time for personal interests, I want to start woodwork!

The talent therefore that I would most like to get in one day is to be a skilled woodworker! I like using raw materials and being part of nature as it gives me a sense of peace and calm. I also grew up watching my grandfather making items out of wood and would therefore like to carry on this legacy.

Nermeen Abou Gazia, CEO, Al Alfi Foundation for Humanitarian Development

Tue, 28 May 2019 16:42:51 GMT

Nermeen Abou Gazia, CEO, Al Alfi Foundation for Humanitarian Development offers insights into Egypt’s reformed educational polices, specifically so its greater emphasis on a “self-learning” approach. Nermeen explains how Al Alfi Foundation for Humanitarian Development is adopting a three-pillar approach by identifying young talent, investing heavily in youth and women empowerment initiatives and working closely with the Ministry of Education and the Ministry of Higher Education, whilst also discussing what entrepreneurship entails and successful management. Read the interview below to find out more!

You are currently the CEO of Al Alfi Foundation for Humanitarian Development. How does a normal working day look like for you?

Having been working for more than 25 years and being a mother of two children, my main priority is finding a work-life balance. I really have two work shifts: one where I am meeting with clients and going to meetings, and the other where I am being a mother taking care of my children.

My work is not a typical 9-5 job and I am not following the micro-management, as I strongly believe in my team and in the importance of ownership. We are a team that is not big in numbers, yet each employee has their own project or initiative which I allow them to execute accordingly. As far as work engagement are concerned, I am available 24/7. Personally, I find this convenient, as the flexibility allows me to multitask and provides me with a balance in life.

I am not following the micro-management, as I strongly believe in my team and in the importance of ownership.

You are currently managing several educational entities and initiatives with regional and international partners. Could you elaborate and explain what these initiatives are?

Essentially, we are working on three central pillars. Firstly, to identify the talents of different students and empower them through enrichment programs, so that we facilitate both the students and teachers. Currently, we are serving more than 150 students in the top international university, which is a considerably large number when comparing it to other NGOs in the Middle East.

Secondly, we strive to have a more horizontal approach because we consider scholarships to have a more vertical approach. The horizontal approach consists of investing heavily in youth and women empowerment initiatives, which we started last year. Additionally, we have gotten involved with both the Ministry of Education and the Ministry of Higher Education, in order to conduct and provide a global forum to over 8,000 youth from across Egypt over the course of three days. It is comparable to “Ted Talks”, as we bring in executives who deliver inspiring presentations during this forum to the youth of Egypt.

Lastly, we are working closely with the government, in particular with the Ministry of Education and the Ministry of Higher Education in order reach our objectives. For four years now, Egypt has been experiencing complete transformation, so we are striving to support the executive execution of the plan from different perspectives.

You completed your bachelor’s degree in Egypt, master’s degree in Germany and have in-depth understanding of the MENA- Middle East and North African education system. How does their approach to education differ and what aspects of the differing system do you applaud?

Egypt has been going through a large transformation. The main component that German and other international institutions are applying is encouraging the independent “learning” approach and investing in “lifelong” learning. In Egypt, we are striving to adapt this “self-learning” approach whilst simultaneously empowering the youth to develop the competences required to have the ability to work.

In addition, we are trying to implement “lifelong” learning, so that even if one has already finished their degree, they feel empowered to continue learning throughout their life. When I set out to do my masters, I was forty years old, making me the oldest among the others. I wanted to study something that would refresh my knowledge and my learning. The different ways of studying and teaching has been beneficial throughout my career trajectory.

In Egypt, we are striving to adapt this “self-learning approach” seen in mainland Europe, whilst simultaneously empowering the youth to develop the competences required to have the ability to work”.

Could you tell us about the path that led you to become the Vice Board Member to the National Council of Education in Egypt, what the role entails and how Egypt’s educational policies have developed over time?

Although the government and the current president are committed to improving the education system in Egypt, implementation has remained problematic. The population consists of more than 100 million people, meaning that making large scale change requires efforts and inputs across all sectors, boards and industries.

The NGO and I, working closely with the Ministry, are facing a plethora of challenges the community’s acceptance of the change, specifically so in relation to new technologies. The driving force for change is the students themselves, as they are hungry for change and equally so, enthused by new technologies. We have been working from several perspectives in order for Egypt to experience these global changes that are happening and to have the country realize how much potential there is for growth.

The foundation is striving to engage and play a vital role in this transformation, by realizing what is happening globally and bringing it to the community here in Egypt. It is important to note that with education globally, each system is always looking to improve. For this reason, we are not trying to fully imitate another education system, but at the same time, we look to other countries, as we are all in the process of adapting to changes in technology and other factors.

The driving force of Egypt’s change in educational policies are the students, they are hungry for change and enthused by new technologies!

You were the first female Egyptian entrepreneur to be nominated in the women mentoring leadership program 2007 and you are now currently a participant of our Women Talent Pool Programme. From your experience, what is the significance of participating in such programs?

In 2007, I had a wonderful mentor that was a top businesswoman in Sweden who really inspired me during our one month together. On both a personal and professional level, we were very much aligned and therefore still keep in contact. In general, such programs really empower me and give me a network comprised of women from different nationalities and cultures.

These programs have provided me with role models and given me the opportunity to present my country. They have motivated me to want to play a role in empowering future generations later on in life, so that one day, I too can be a mentor.

Program such as WIL have provided me with role models and given me the opportunity to present my country.

How important do you feel it is to foster and facilitate entrepreneurship and do you consider it as a tool to ensure sustainable economic growth and job creation?

Having your own project does not necessarily mean that you are an entrepreneur. For example, I have always considered myself an entrepreneur, even though I am an employee in a job. Being an entrepreneur is having a certain mindset that has no limitations. An entrepreneur is innovative, passionate, adaptable to change as well as creative.

For the organisation, ideas that one may perceive as normal that we are implementing here in Egypt, are new for us! As entrepreneurs, we are striving to change the mindset of the youth and women. This does not mean that we experience success on the first steps, but by working with all of the values mentioned above, initiatives can be achieved.

An entrepreneur is innovative, passionate, adaptable to change as well as creative!

To finalise our interviews, we conclude with a question from Proust, as such: what is a virtue you value most?

Perseverance is the virtue that I value the most. In life, you have to “run it with passion”. For example, last month we had this global forum, and everyone told us that we did not have enough time, as we only had two weeks to prepare. But we made it happen. I look at it and I say, two weeks ago we thought it was impossible, but by believing in ourselves and having perseverance, we made it come to fruition. This is why perseverance is the value that continues to inspire me.

Perseverance is the virtue that I value the most. In life, you have to “run it with passion”.

Linda Fjære Sløk, 4P/ Category Manager PC, Lenovo

Wed, 01 May 2019 12:49:13 GMT

Linda Fjære Sløk, 4P/ Category Manager PC at Lenovo shares an insiders account of the developments Lenovo has undergone in the last decade, specifically so to facilitate a more inclusive, dedicated and ambitious working environment. Linda talks about the implementation of Lenovo’s new ThinkPad.

You have 15 years of experience working in the computer hardware industry. What are the main challenges and changes you have seen the industry undergo?

We are in a fast-moving industry and therefore we never stand still at Lenovo. Each quarter in the PC business can be compared to a year in many other industries. It is necessary to micromanage every day and have clear plans and ambitions. You need to have the right high-quality products and the right price at any given time together with the right business model to be the best in our industry. Now more than ever, I think we see a more customer centric driven industry, as such we are learning something new every day!

We are in a fast-moving industry and we never stand still at Lenovo!

You were working on implementing Lenovo's ThinkPad ® strategy. What does this entail and on a more general note, what factors need to be taken into consideration when bringing new devices onto the market?

Although ThinkPad is an extremely strong brand and one would assume that it is easier to extend its portfolio, in my experience it always takes longer than expected. We need to give new products time to be explored both by our business partners and customers. ThinkPad is a high-quality brand and like with many new products, categories must be supportive, be well-tested and have the lowest fail-rate in the industry

You have been at Lenovo for 12 years, starting of as Brand Manager and later moving to your current position as PC Category Manager/4P. What made you switch positions and what do you feel are the key lessons and skills you have learnt throughout these differing managerial positions?

I started on the product side and was travelling a lot to customers and business partners in Norway. It was very interesting to get to know the people using and selling our products every day and gave me a lot of insights into our business. When the 4P role was established in Lenovo 10 years ago I moved to Denmark as I had the opportunity to combine both the product part and the strategy part of the business and have responsibility of the total business plan. I have always been a bit of a “business head”, eager to bring our business to a higher and better level, and that is exactly what I am able to do in my current role. We have worked hard and have climbed from 15% to 50% market share in Denmark: I am very proud of what our team has done. Hard work combined with an ambitious and stabile organization and with the right people, are key to success.

Lenovo has climbed from 15% to 50% market share in Denmark, I am very proud of what we have done as team.

Aside from work, what do you do in your free time to relax and unwind?

As a mum of two kids aged 6 and 9 years old, there is not much time left at the end of the day. However, I plan my week with a detailed degree to ensure I have time to exercise and to meet up with friends or go out with my husband. When summer comes, I really relax by being in my garden and going to our summerhouse!

A recent global survey, which was taken by Lenovo employees, showed that more than 85% of its workers felt that the environment they worked in was inclusive, equal and respectful. What policies, initiatives and actions have been put in place to enable and facilitate such a setting?

Lenovo has changed a lot since I started, it has significantly grown in size! I have never been bored in Lenovo because we change the structure every year, new goals every quarter, big ambitions and new achievements. I personally feel the organization is open minded as we all run for the same goal, therefore, the organization listens to you as an individual and as a team. I think Lenovo is working hard to bring the best out in people and value what we do.

At Lenovo we change the structure every year, have new goals every quarter, big ambitions and new achievements!

You are currently participating in our Women Talent Pool Program. What do you enjoy most about the program and is there something which has surprised you whilst talking with the network and partaking in our events?

I am humble to have been selected for the talent program. It is a pleasure to meet so many talented and inspiring women across Europe. They really inspire me in the way they handle both tasks at work and at home and show me that everything is possible. Women really need to work on their confidence and understand that not delivering 100% is sometimes ok! In this talent program I have also had the pleasure to have our SVP President for EMEA who is my mentor and has given me good high level perspectives on our business, whilst simultaneously inspiring me to continue to grow as a person and as a professional.

We have tradition at WIL, in which we conclude our interviews with a question from Proust questionnaire. Therefore: which living person do you most admire?

It is not possible single out one person. There are so many individuals that I admire, who are at different levels and roles in life. My conclusion is: Be the change you want to see!

Lara De Miranda, Consumer & Commercial Marketing Lead, Lenovo

Wed, 24 Apr 2019 20:43:10 GMT

We had the pleasure of interviewing Lara de Miranda, a participant of our Women Talent Pool program (WTP) and Consumer and Commercial Marketing Lead for Middle East and Africa at Lenovo. Having worked as a marketing manager for the African sections of major companies such as SAP and Samsung, Lara elaborates on the different work cultures that countries bring with them to their target markets. She emphasizes the need to adapt marketing strategies both over time and for each country of operation, as well as the importance of having influences that support Women in Leadership in the workplace. Read the interview below to find out more!

Having completed your education in South Africa, do you think you were offered a different perspective than if you had studied in Europe?

Studying in South Africa certainly offered me a different perspective compared to Europe. There are some world-class educational institutions in South Africa, but at the same time South Africa is still considered an ‘emerging market’. Thus, the experience isn’t comparable to studying in a ‘developed market’.

Having worked at three companies, Samsung, SAP and Lenovo, with different geographic origins, do you find that the way of doing business differs among these companies, or do they follow a similar model? How well do you think they have adapted to the African markets?

All three differ slightly in their model but have adapted admirably to the African markets. Samsung has adapted well to the South African market even though there is still a strong Korean influence present. The SAP model runs with precision. Lenovo has adapted to the South African market due to a strong collaborative local team. The South African division has a strong leader who understands the market and cultural diversity and greatly supports women in leadership as exhibited with the active efforts made to ensure female inclusion in varying events and programs.

You recently became Lenovo’s Consumer and Commercial Marketing Lead for Middle East and Africa, marking your first foray into the Middle East market. How have you had to adapt your approach to markets in these countries, and has it been greatly different from your experience with African markets?

Every market is unique and each country has its own cultural and politico-economic particularities. Consumer buyer behaviors also differ across countries, and this holds true whether in Africa or in the Middle East. Thus, you do have to adapt your strategies depending on the countries targeted since it isn’t a one-size fits all approach, making it a challenging yet enjoyable process!

Fundamental cultural differences certainly exist and influence consumer buying patterns and behaviors. There are also differences in terms of seasonality. For example, in the South African market the education cycle starts in January, whereas in the Middle East it would start in September. Hence there are differences in the planning and execution of varying marketing strategies!

Every market is unique, and each country has its own cultural and politico-economic particularities

How has the field of marketing evolved since you first began studying it? Is there a need to rethink certain strategies?

Things within the marketing field have changed drastically in the last 20 years or so. There has been a big shift from traditional marketing strategies, which were minorly complemented by digital marketing when I first began studying. Now, you need to adapt marketing strategies to include digital and social media as integrated parts of marketing plans. I predict in the future that the scales are going to tip even further towards digital marketing, and the role will be reversed for traditional marketing.

What are some valuable lessons, ideas and thoughts you have taken away, whilst being a Women Talent Pool participant?

I am very grateful for the opportunity to be part of the WTP program! The exposure and the learnings have been invaluable, with the panel discussions and networking sessions being the highlights of the program. The topics that the panels discussed such as digitalization, diversity, sustainability, CSR, AI and startups were often those that you don’t have a chance to discuss daily, lending a different perspective. It is also quite inspiring to see women in high-profile positions, and to learn about their journey and the challenges they faced!

It is quite inspiring to see women in high-profile positions, and to learn about their journey and the challenges they faced!

We always end our interviews with a question from Proust’s questionnaire, therefore: What do you consider to be your greatest achievement?

So far, getting my MBA with a distinction for my thesis has been my greatest achievement! My move to Dubai and looking after the African and Middle East markets in my new role has also been quite an achievement for me. However, ‘Watch this space’ because I’m not finished yet! I am hopeful there will be bigger achievements to come!

“Watch this space’ because I’m not finished yet, I am hopeful there will be bigger achievements to come!

Elise Bruillon, Project Director, Formind

Fri, 29 Mar 2019 12:25:16 GMT

This month we had the pleasure of speaking to Elise Bruillon, a WTP participant who has years of experience in Business Management, Data Protection, Privacy and areas involved with Digital and IT. She talks about the practices put in place by Orange to try and combat gender divisions yet highlights the ongoing gender discrimination that perpetuates throughout Tech sector and society as a whole. She offers pragmatic remedies to try and overcome this. Interested to know more about the development of cyber-security, gender related issues, what the GDPR means and a motto that Elise lives by? Read the interview to find our more.

Could you tell us more about your current position, how you came to work for Formind, and what you enjoy most about your job?

After obtaining a law degree, I worked as legal counsel and then at Orange for numerous years, specialising in security and risk management. Last year, I was contacted by Formind, they were looking for a senior “Swiss army knife” capable to conduct and support very different yet specific projects on cyber-security and compliance. Now as Project Director at Formind, I support key accounts in implementing GDPR, whilst also undertaking IT security compliance projects.

As Formind is a relatively small company, I really enjoy being able to draw upon my multi-disciplinary background. The size also fosters an environment in which open and frank decisions are held in a participatory and egalitarian manner. This way of working is not only of benefit to my clients, but also for me personally, as my work remains diverse and varied and as such, extremely interesting! To give you an idea of how my day looks, I can be a commercial agent in the morning, whilst in the afternoon, a legal consultant in GDPR. The freedom and ability to explore different missions within the same position, whilst sharing my expertise with a mostly younger workforce, influenced my decision to make the jump and move to Formind.

I can be a commercial agent in the morning, whilst in the afternoon, a legal consultant in GDPR.

Formind was awarded for the second time, a “Happy at Work” label. This label testifies to the well-being of all employees within the company. You worked over 16 years for Orange, what good practices have been implemented, specifically so in terms of gender equality?

At Orange, a mentoring system for women was put in place. Drawing on my own experience, this initiative- alongside the support measures and excellent guidance from HR officers and managers-really helped me become more visible within the organisation. This visibility in turn, provided me with the possibility of forming new internal connection and as such, allowed me to grow and progress within the company by acquiring new positions.

Do you feel there is still gender discrimination in the workplace?

I would be lying if I said that women don’t face discrimination within the workplace, we definitely do! This is why I stand behind the belief that women must never doubt nor underestimate their own worth or capability, for in doing so, one will stump their own professional growth. Professional development can be tough, often I compare it to a marathon, it is just about repetitively running time and time again, till the goal has been met and your potential has been achieved.

Within my field of work, establishing gender balance remains a perquisite. Although formal policies and voluntary practices are often put in place to ensure gender balance, I question whether this is enough and whether it can really get to the root of the problem. Personally, I believe that education has the power to combat inherently gender divided work environments. Both boys and girls must be taught from a young age that there is no question of gender, therefore not to align to either pink or blue, aspire to be a ballerina or footballer, or believe that house work remains within the domain of a woman’s and paid work, that of a man’s.

Although there is still a lot that needs to be done, France has adopted the policy of a shared parental responsibility and custody. This grants fathers the opportunity to spend more time with their children. This has definitely instigated a shift in French society, rocking the foundations upon which gender roles are born! Thanks to this policy, I have observed a greater link between male and female colleagues regarding childcare and hope to see more developments like these in the future!

Education has the power to combat inherently gender divided work environments.

After years of negotiations, a new European regulation regarding data protection for EU citizens has been adopted last summer. The GDPR has often been criticized as being ineffective, especially so when it comes to financial sanctions against big cooperations such as Google. What is your opinion of the new GDPR regulation and how effective do think it is?

There are two mains reasons to explain the adoption of the GDPR:

The first one is for the personal protection of EU citizens. The data market is not owned by European companies but by Google, Apple, Facebook, Amazon and Microsoft (hereinafter GAFAM), thus the only way to keep all the European citizens data inside Europe, was to regulate it at the European level. The second reason concerns GAFAM’s new business model. These companies often extracted data from their own users and used it to their own advantage. This was often done without the knowledge or consent of their users.

Consequently, a regulation was needed to prevent GAFAM abusing their power and therefore, offer back control of personal data to data subjects themselves. Therefore, it aimed at improving the ethics of a business model which relies on the free aspects of your legal identity. We often say that if a service is free, it’s because you’re the product!

The negotiations were the result of effective lobbying by consultancy firms. As an IT security professional, it’s intriguing to see the life cycle of a legal instrument. GDPR offers a better compliance system as it is not just a text which describes obligations and liability regarding personal data processing, but also ensures companies standards- concerning the handling of personal data- is binding. Companies are now required to think twice before collecting and processing customer’s personal data and, must be transparent in their handling of data.

Having focused on internet security throughout most of your professional career, what changes have you seen with regards to cybersecurity and how do you feel we can build a safer cyber world?

When I started, the cyber-attacks were mainly focused on systems and hardware, but over time they have started to target the individual’s legal identity, including sextortion and harassment-type attacks. We have transitioned from an internet domination form of hacking to a terror-based form of hacking. The risk is not the technology itself but its use. There are three main ways to ensure that new technologies will only be beneficial to its users.

Firstly, national governments should adopt specific rules in order to protect by professional secrecy bug bounty experts. Secondly, I think that we should stop creating an overload of legal texts to govern specific cases, as over regulating can prevent innovation. This is exemplary with artificial intelligence, where extensive legal texts can really hinder great inventions. Third and foremost, there must be greater efforts done to raise awareness and provide training on cyber-attacks such as phishing, ransomware. These forms of attacks often stem from human’s vulnerabilities.

Therefore, I am once again emphasising the power and importance of educating people, this time about technology! I use my smart phone on a daily basis, for professional emails, to call my daughter’s teacher, to buy tickets for Milan where the next WIL event will take place- we are in an age of digital transformation and we must ensure people don’t get left behind, not only for the prevention of attacks, but also because of the economic, social and political transformations that are occurring because of these new innovations!

You are currently participating in our Women Talent Pool (WTP) Programme. What have you enjoyed the most and learnt so far?

The networking element is something which I truly value. At the Telecom ParisTech engineering institution, I teach the course “Legal and Risk management”. I often reiterate the importance of networking to the few female students I have. Building relations within fields which are largely male dominated is essential if we are to see an increase of female visibility and recognition.

When the possibility arises, I will attend digital networking events such as LinkedIn conferences, ones organized by French curiosity and WIL. I like being part of the WIL Women Talent Pool Programme find it interesting to be able to meet and discuss with a range of women from different sectors and across numerous European continents. In addition, the program really allowed me to put my career in perspective; it made me realise what I did and didn’t want in professional life.

Building relations within fields which are largely male dominated is essential if we are to see an increase of female visibility and recognition.

At WIL, we have the tradition of concluding the interview with a question from Proust’s questionnaire. What motto do you live by?

My moto in life is: “The only cure for vanity is laughter, and the only fault that is laughable is vanity”. It was written by one of my favorite philosopher’s, Henri Bergson. He has worked the relationship between “intelligence” and “intuition”. Generally, one attributed intelligence to men and intuition to women. It shows that the progress made in mathematics are via an intuitive intelligence.

Moreover, he believed very much in the link between mathematics and philosophy, and he promoted a new way of living, focusing mainly on happiness, sincerity and love. Not only do I apply this way of living into my personal life, I also try to incorporate it into my professional life, because at the end of the day, we must not take our jobs too seriously as really, “It is only work”.

Alessia Gasponi, Market Innovation Consultant, Softlab S.p.A

Thu, 28 Mar 2019 16:20:31 GMT

This month we had the pleasure of interviewing our Women Talent Pool Participant Alessia Gasponi. She presently works at Softlab as Market Innovation Consultant and has extensive experience in the field of Communications. Alessia sheds light on the effects of digital transformation and pinpoints the fundamental factors that businesses must consider when taking steps into this futuristic era! Further discussions around the recent changes Softlab has undergone, both in terms of the newly available services and the internal restructuring which has seen an increase in employee satisfaction, are included! Lastly, Alessia shares a life changing moment which allowed her to reflect and put into perspective, the important elements in life. Eager to know more? Read the interview below to find out!

Having extensive experience in the field of Communications, how has corporate communication, digital marketing and social media communication evolved, specifically so with the rise of Social Media Marketing?

The spread of digital has changed consumption, perception, usability and the use of goods and services, with the corporate communication sector having also been affected. Until about 15 years ago, corporate communication meant just a good company profile and product leaflets presented by a good sales manager in a face to face interaction, delegating to the institutional sites and having a good formal presence. Today, companies must not only be present with a graphic connotation that makes them recognizable but must take actions to consciously produce fresh content on their channels.

Social networks are a showcase of company’s reputation: it opens up the opportunity of increased visibility that, if properly exploited, allows small entrepreneurial realities to emerge. Reputation is an important form of competitive advantage as it is an intangible value rooted in the experiences of consumers and audience. In this way, it is not something that can be replicated or imitated by competitors, but it is a distinctive quality of each company. For this reason, companies must be very careful about what they publish, as users will only interact with interesting and unique contents.

Social networks are a showcase of company’s reputation: it opens up the opportunity of increased visibility that, if properly exploited, allows small entrepreneurial realities to emerge.

Softlab was recently awarded the “Best Job Italia 2019” title. The award was given to Softlab for its “formidable corporate welfare policies and superb working environment”. What measures has Softlab put in place to ensure this award and how do you think Softlab differs to other companies with regards to its welfare policies and working environment?

Our new CEO, Giovanni Casto, introduced a new business style that has shaped the structure of the company to how it is today. One of his first actions was to reserve a special venue for the company, therefore Softlab is situated at the heart of the city in Rome, in a historic building. The richness and elegance of the internal and external architectural details, together with the importance of the decorative details, makes the structure one of the most expressive works of Mediterranean architecture and an exclusive venue for our company.

Regarding the market, Softlab made vast investments in Cyber Security and IoT, and introduced new research laboratories for studying new technologies. Internally, a Job System pattern was introduced in which objectives for each individual resource and training plan were challenged and evaluated. A rewarding scheme was also put in place to ensure every employee was fairly recognized for their achievements, not just individuals in senior positions.

One of the distinctive elements of our company is the strong sensitivity of our board members on social issues, with an active commitment to support female victims of violence and with the aim of fostering females into strategical roles within the company. From Client Operations Management to Internal Operations Management, and from Compliance, Strategic Planning, Resource Planning and, last but not least, Market Innovation, women are increasingly visible in all these areas.

Personally, after several years of corporate communication, I was provided with the opportunity to convey my marketing and analysis knowledge through highly innovative and strategic projects for the company. Softlab’s distinctive element is certainly the strong sensitivity of our board members on social issues, with an active commitment to support female victims of violence.

Softlab’s distinctive element is certainly the strong sensitivity of our board members on social issues, with an active commitment to support female victims of violence.

For nearly 20 years you have worked in the Tech Sector. How best would you define digital transformation?

Digital transformation is the integration of technology and models coming from digitization in all business areas. It is a real change of leadership, with the introduction of new business models and a greater use of technology to improve the experience of all the stakeholders.People are at the heart of digital transformation, because without the right talents and strong leadership that leads the changing process, companies will not be able to offer a high level of services and customer satisfaction. Digital transformation is the integration of technology and models coming from digitization in all business areas.

Digital transformation is the integration of technology and models coming from digitization in all business areas.

You are currently participating in our Women Talent Pool Program. What does the program mean to you and what is the most valuable lesson you have learnt?

I lacked an international experience in my career and thanks to WIL Board Member Emanuela Palazzani I discovered the WTP. The programme is offering me the opportunity to learn from a range of different professionals who come from varying sectors. Thanks to the meetings in Paris, London and Brussels, I had the opportunity to listen to the valuable advice of WIL members, and thanks to the many webinars, I was able to learn about the benefits of meditation and learn that it is a key element in the decision-making process. Finally, finding out that women like Ariane Gorin, President of Expedia Partner Solutions, was a former WTP participant like me, fills me with pride.

Lastly, I cannot forget the exhortation of WIL member Anne Houtman, during my first debate on the inauguration day in Paris last year: “Be proud Alessia! Try, try, and if you fail, try again!”

The Women Talent Pool programme is offering me the opportunity to learn from a range of different professionals who come from varying sectors.

What do you like to do in your free time and why is it important for you to maintain a good work life balance?

In my free time, I like to relax with my family, go out with friends and cook for them, but I also love taking time to read a book or watch movies. I don’t have children, and this element allows me to manage my time and relax by doing a lot of sports. I swim almost every morning before going to work, and the daily commitment is stimulating for me and provides discipline in my life.

Have you ever had a life changing moment that has changed the way you perceive situations?

In 2004 I had a bad car accident that forced me to be in hospital for around one year, and I still carry the aftermath of the event. I consider myself a privileged person because life has given me the opportunity to stop and consider what is really important in life, starting with the loved ones we take for granted. With the help of my parents and faith, I managed to live with some daily difficulties and find new goals. After the event, I came back to university for graduation and got my current job.

I strongly believe that every supposedly negative event- either in private or in professional life-can help one grow.

I strongly believe that every supposedly negative event- either in private or in professional life-can help one grow.

At WIL, we have the tradition of concluding the interview with a question from Proust’s questionnaire. We have picked the following question for you: What is the quality you most like in female leader?

I am fully convinced that leadership is an innate virtue that reaches its completeness when it meets confirmation in a professional position.

Determination and integrity are surely qualities that I mostly appreciate in a female leader, because if it is true that we must be firm and resolute in our professional life. We can never lose sight of our integrity. As Emanuela Palazzani often says: “My integrity cannot be traded”.

Claire O’Brien, Senior Project Manager, Lenovo

Thu, 28 Feb 2019 10:43:58 GMT

We had the pleasure of interviewing Claire O’ Brien, a current participant of our Women Talent Pool (WTP) and an experienced Tech insider, having worked for IBM and presently at Lenovo as Senior Project Manager. Not only did Claire provide a personal account about her time working within the Tech industry, she also offered an insight into the current changes that are occurring within the field, both in terms of the importance of Customer Experience and the progressive developments taken to incorporate further inclusion and equality at Lenovo. Alongside getting to know how the Women Talent Pool program (WTP) has been for her, Claire talked about a historical figure she admires. Read the interview below to find out more!

You hold a degree in Marketing and have extensive experiences in the tech sector. You joined IBM at the age of only 21 and then Lenovo a few years later. How did you end up in tech and what is your favorite part about working in this sector?

From a young age, I knew that I wanted to go into the tech sector. My father worked for IBM, which therefore meant that I was lucky enough to participate in many family open days. I loved being able to view the production lines and watch the manufacturing process of computers. I was very fortunate to start working in IBM as soon as I finished university.

The favorite part of working in Tech and working for Lenovo is that it is a fast-moving industry which touches practically everyone in the world! When I started in Lenovo, we sold laptop and desktop computers. Today, we are well established in the data center and mobile markets, having set our sights high on emerging technologies such as Artificial Intelligence.

Being part of a company where innovation is shaping our future for the better – is invigorating!

The favorite part of working in Tech and working for Lenovo is that it’s a fast-moving industry which touches practically everyone in the world!

You have experience in Customer Experience and fulfillment. What will the future of Customer Experience look like, according to you and what steps have Lenovo taken?

Customer Experience is going to transform in the future. Now more then ever, it is easier for customers to take their business elsewhere, switching brands to acquire the experience they want. Buying is no longer just about the product, it is about the overall experience and ease of doing business. Gartner has predicted that within the next two years, customer experience will outweigh price and product as the key brand differentiator.

Customer experience will therefore continue to mature from being just a buzzword to something that becomes ingrained in everyone across all lines of business. Companies will need to listen to the voice of the customer and empower all employees to make decisions that best serve their customers needs.

Lenovo is presently on this journey and has made big strides in the last year or so. We can clearly feel the cultural transformation taking place in our daily business. Customer experience is central to Lenovo’s business strategy and it is a core KPI in every employee’s business objectives. In the end, loyal customers grow your business!

You are currently working as Senior Project Manager at Lenovo, our Women Talent Pool (WTP) Program sponsor. Lenovo has been named among Fortune Magazine’s World’s Most Admired Companies. What is it like to work for Lenovo? How is Lenovo promoting gender diversity and equality?

I love working for Lenovo. Its fast-paced, everyone is very empowered to drive changes and the leadership team listens, and acts on the views of the employees. We are encouraged to be innovative and identify new and better ways of doing things. What I like the most is the array of opportunities Lenovo has given me. Working in transformation means we are responsible for the delivery of projects that support the Europe, Middle East and Africa business’ in bringing their strategic objectives. Many of these projects look at improving efficiency or customer experience across end to end processes, meaning that we are always working across multiple organisations and countries! On a daily basis, I am involved in a diverse range of projects, so it is always interesting, and I am always learning.

Lenovo is doing a lot to promote gender diversity and equality, for example, through a combination of global initiatives and collaboration with external organisation (such as WIL), they are working to strengthen the pipeline of female talent. Examples of diversity and equality include reviewing practices at every stage of the hiring process, from graduates to executives; strengthening and growing women in leadership programs; and expanding access to development and mentoring opportunities for female employees. On an ongoing basis, they are measuring our progress on gender equality to identify barriers and challenges, and act accordingly when potential hurdles are acknowledged, to ensure they are overcome.

Through a combination of global initiatives and collaboration with external organisations (such as WIL), Lenovo is working to strengthen the pipeline of female talent.

Have you ever faced negative/positive gender discrimination working for the tech sector?

Generally, I have never felt that I have faced any discrimination during my career. I have been given many opportunities over the last twenty years which in my view has been based on merit and capability. I have three children and have always been able to work part-time, allowing me to balance work and home life well. This has not impacted the roles or opportunities I have been given and hasn’t affected my career progression.

You are currently participating in the 4^th Edition of our WTP Program. How would you describe your experience so far?

The experience has been great! I have always worked in the same industry so the greatest benefit for me has been the opportunity to network with women across a multitude of business types. Being able to share experiences, learn new ideas and take inspiration from female leaders is very worthwhile for me. As a working mum of three, it is crucial to get advice from other members on how they achieve the right balance between family life and achieving career ambition.

Overall, the program offers a good mix of online education webinars, inspirational speakers, panel debates and networking events all of which have been very valuable for my career and have also made me consider how best to motivate my 12-year-old daughter to grasp and make the most of opportunities.

The WTP programme offers a good mix of online education webinars, inspirational speakers, panel debates and networking events all of which have been very valuable for my career!

At WIL, we have the tradition of concluding the interview with a question from Proust’s questionnaire. With which historical figure do you most identify with?

I wouldn’t say I identify with as such but a historical figure I admire is Maya Angelou since studying her first book ‘Why does the Caged Bird Sing’ at school. She faced racial discrimination from a young age and yet was incredibly resilient. She devoted her life to be a tireless voice for women and black people. What stands out to me is that she taught people to never lose hope, to keep working hard and never give up on achieving our ambitions.

Sabine Abello, International Development Manager, BPI group

Thu, 28 Feb 2019 10:27:54 GMT

A great read for all language lovers and rising women leaders! This month, we interviewed Sabine Abello, International Development Manager at BPI group, an HR consultancy and sponsor of our Women Talent Pool (WTP) Program. Sabine talked to us about her international experiences and the importance of learning foreign languages, shared an example of an intercultural misunderstanding and how she managed to resolve it, described some of BPI group’s best practices, and much more!

Could you tell us more about your current position and what do you like best about your job?

I joined BPI group 3 years ago and I am currently working as International Development Manager. BPI group is a French consultancy, delivering services in human resources (HR) and management. Most of our clients are big multinational companies, wanting us to deliver high-quality services all over the world. My responsibilities include managing our network in subsidiaries and partners in more than 30 countries as well as our international projects.

I really like the diversity of the projects I am working on. Each client is different and faces unique challenges. This makes my work very dynamic and intellectually challenging. I also enjoy working with my colleagues, who are all experts in HR. Combining our knowledge and experience allows us to come up with truly innovative solutions.

You are fluent in four languages (French, English, Spanish, and Portuguese). Why does it remain relevant to learn foreign languages when more and more people speak English? What would be your advice to young language learners?

The first foreign language I learnt was Spanish. When I was younger, I did not like English at all. I started learning it because I had to. However, I am grateful for this. Nowadays, speaking English is not an advantage, it is a requirement.

Nevertheless, it is useful to learn other languages. It is a sign of open-mindedness and the best introduction to a new culture! People are always more comfortable speaking in their native language. Not everyone can speak English! I had better experiences travelling in the countries where I could speak the local language than where I could not. I remember my recent trip to Indonesia, where the language barrier was particularly strong. I felt like I did not understand anything about this place, even after having spent two months in Indonesia.

The best way to learn a language is to spend time abroad! I would highly recommend to everyone to spend some time abroad. I spent a year in Peru and 6 months in Brazil. This is probably why I can speak Spanish and Portuguese better than English. Yet, my recommendation would be to learn English first. It is more important to speak one language fluently than to have limited proficiency in several languages.

Professionals who work in international business development must acquire intercultural skills. Can you give us an example of adapting your business practices and attitudes to effectively communicate and build relationships with foreign professionals?

I recently had a client in China. At the end of our project, I sent him an invoice. My client then tried to renegotiate the final price. Luckily, I managed to talk to my colleague who had lived in China. He said that using my usual arguments was not a good way of negotiating with the Chinese. In Chinese culture, it is important to maintain good and long-lasting relationships! Therefore, I wrote an email saying that I needed to maintain the price in order to help me maintain a good relationship with my subcontractors and that I was sure they would understand my point of view. My colleague’s advice was priceless, and everything turned out fine in the end.

In Chinese culture, it is important to maintain good and long-lasting relationships!

You have been working at BPI group for over three years now. What are some of the best practices in terms of gender equality that you have observed at BPI group?

Interestingly, there are many women in the HR industry. However, the more you climb up the corporate ladder, the fewer women you have.

At BPI group, women represent 80% of the employees. I am pleased to say that great progress has been made! We have recently reorganized our company. Our management is now divided in 13 territories, of which 12 are led by women. All regional managers are assigned a senior coach who supports and guides them throughout their journey.

Finally, we can work from home up to two days per week, which allows the employees to optimize their work-life balance. Both men and women benefit from this. Our management is now divided in 13 territories, of which 12 are led by women.

Through our partnership with BPI group, you are currently participating in our Women Talent Pool (WTP) Program. Why did you decide to join the program? Would you recommend it to other female leaders and why?

I first heard of this program when I read a proposal for one of our clients. A few days after, BPI group proposed me to join the program and I did not have to think twice. I felt honored to join the program!

I would recommend it to women of all ages. Before enrolling in this program, I had never reflected on my position as a woman in the professional world. The Women Talent Pool Program opened my eyes and allowed me to become more aware of the existing situation and actively try to improve it as a result.

My favorite part was the workshop on stereotypes, organised in Paris last year. I have learned a lot about the benefits of having diverse teams. We looked at various scientific studies and facts that show that diverse teams perform better. Once you understand this, you can say to your manager: “Do not promote women to feel good about yourself, promote them to improve your company’s performance!”.

Do not promote women to feel good about yourself, promote them to improve your company’s performance!

At WIL, we have the tradition of concluding the interview with a question from Proust’s questionnaire. Which living person do you most admire and why?

I would pick Mike Horn, a South African-born Swiss professional explorer and adventurer. I admire him for passionately following his dreams, never being afraid of stepping out of his comfort zone and being relatively detached from material possessions. He has given away all his material wealth in exchange for exceptional experiences. Whenever he achieves a certain level of material success, he leaves everything behind and restarts again. He is constantly adapting to new challenges and rebuilding his life. For him, success means making every day count. Similarly, I believe that success is making each day your masterpiece.

Success is making each day your masterpiece.

Florentine Hopmeier, Member of Cabinet of Vice President Katainen, European Commission

Mon, 28 Jan 2019 11:09:59 GMT

Is creating an enabling environment for investment compatible with broader environmental and social goals? What is the European Union doing to ensure sustainable growth for the future? To know more, read our interview with this young and ambitious woman leader. This month, we interviewed Florentine Hopmeier, Member of Cabinet of Vice President Katainen at the European Commission and participant in our Women Talent Pool programme to learn more about her career and discuss some hot topics in finance, politics, and women leadership.

Originally from Austria, you have extensive experience studying and working abroad. Why did you decide to study in Paris and then work in Brussels?

Having attended the French school in Vienna, I got used to studying in an international environment from a very young age. My parents are Austrian. However, they have always put a lot of emphasis on foreign languages. I am very grateful to them for this decision. I never had to learn French consciously. Instead, I learnt it in the kindergarten, in a very natural way.

By nature, I am a curious and adventurous person. I did not have to think twice about studying abroad and the Franco-German undergraduate programme offered by Sciences Po seemed like a perfect fit.

And once you experience living abroad… you want to see more! I have always dreamt of working for Europe in some way or another, and this is how I ended up working in Brussels for the European Commission.

Once you experience living abroad… you want to see more!

You have several years of experience in the fields of finance and investments, both in the private and public sectors. Environmental, social, and governance (ESG) issues have systematically been integrated in investment decision making. What changes have you observed over the years and how would you assess the emerging role of ESG in investing?

I have observed a positive change over the past few years. The integration of ESG issues into investment decision making is not niche anymore. Sustainable investment is growing fast.

Sustainable investment is also a big priority for the European Union. We have proposed the Action Plan on Sustainable Finance, which would create a unified EU classification system, the first taxonomy of its kind, on what can be considered a sustainable investment. It will ensure more transparency and help investors identify sustainable investment opportunities.

The plan includes many more aspects, such as the creation of EU labels for green financial products and integrating sustainability in investors’ risk management systems. By setting standards, the goal is to create a European market for sustainable finance. This should hopefully also serve as a model for the rest of the world.

Before joining the Cabinet of Vice-President Katainen, you were Team Leader of one of the Commission's flagship initiatives, the Investment Plan for Europe. One of the objectives of this initiative is to improve the business environment in Europe by removing regulatory barriers. What are some of the key barriers to investment in Europe? How can we create an enabling environment for investment while ensuring high social and environmental standards?

Good regulations are a way of ensuring that investment stays in Europe in the long term. We need to cut red tape, encourage innovation, and create a predictable and transparent regulatory environment at both the national and European levels. It is important to be able to attract strategic investment that modernises our economy for instance in RDI, digitisation, sustainable infrastructure, circular economy, social investment and start-ups. This is an essential part of the Investment Plan, which the EU launched in 2014.

At the EU level, we need to ensure a smooth functioning of the single market and promote open, rules-based international trade. At the national level, member states have made remarkable progress in removing barriers to investment. Starting a business has become easier, many countries have improved their justice systems, reformed their labour markers, and facilitated access to finance for start-ups and small companies. However, more needs to be done at both levels. Most importantly, we need to reform our education systems as they are often not responding to the needs of the economy. Education is an investment for a better future!

To attract strategic investment, we need to cut red tape, encourage innovation, and create a predictable and transparent regulatory environment at both the national and European levels.

You are currently participating in the Women Talent Pool (WTP) Programme. Why is it important to enrol in a leadership development programme?

It is always good to try something new that can expand your horizons. This program has given me the opportunity to meet many interesting people, whom I would probably not have met in my usual work environment. I am very grateful for having met a lot of young ambitious women that all want to learn, grow, and exchange ideas. The programme makes you part of a network that helps you grow in a way that you would not be able to grow all by yourself. Last but not least, it is also a lot of fun!

At WIL, we have the tradition of concluding the interview with a question from Proust’s questionnaire. We have picked the following question for you: Which talent would you most like to have? Why?

Sometimes, it would be great to get a glimpse of the future. I am curious about what happens next!

To learn more about Florentine, click here.

Lucie Mongin-Archambeaud, Lawyer Counsel, Osborne Clarke

Mon, 28 Jan 2019 11:06:45 GMT

A great read for all technology enthusiasts, lawyers, and young mothers! This month, we interviewed Lucie Mongin-Archambeaud, Counsel at Osborne Clarke and a young mother of three children, who talked to us about her career, cybercrime, and gave us some tips on how to juggle between professional and personal life. Read the interview to find out more.

You have been working at Osborne Clarke since 2016. Why did you decide to join Osborne Clarke and what is your favorite part about working at this law firm?

Before joining Osborne Clarke, I had worked for a well-known French Law firm for about seven years. I wanted to participate in a dynamic and growing international firm with the opportunity to develop a Litigation/Compliance practice.

In addition, I also enjoy the working culture of the law firm. We all work together as a team with one clear goal – providing the best solution for our clients. The company also provides a very intellectually stimulating environment, where you can learn every day. At every level, we often brainstorm and share our knowledge and expertise.

You are specialized in Litigation, Compliance and Business Criminal Law. You also advise clients on cyber-crime. What legal changes have you observed over the years? Is increased regulation a solution for cybersecurity?

The GDPR regulation has shaken the business world. It made companies more aware of the value of the data they possess and of the risk of cyber-crime.

Frauds are increasing very quickly, and scammers are using more and more sophisticated means.

Yet, I do not think that increased regulation will provide a solution. Instead, companies need to become more aware of this new risk, anticipate any breach, train their employees, and have in place appropriate internal processes and programs.

Companies need to become more aware of this new risk,
anticipate any breach, train their employees,
and have in place appropriate internal processes and programs.

What are the major trends in cyber insurance and what will the future of cyber insurance look like, according to you?

With the tremendous increase in data breaches, businesses are looking for insurance products to protect themselves. However, the market is far from being well adapted and mature. Cyber-risk assessment of businesses is not easy to conduct for insurers. Moreover, it remains difficult for customers to know which insurance product to choose.

Our core challenge is to make our clients aware of this risk. Prior to experiencing a cyber-attack, most companies do not realize the risk. Even the most sophisticated IT security systems can be breached! To be cyber resilient, companies must teach people how to handle information and emphasize the responsibility of each employee to protect company data.

Even the most sophisticated IT security systems
can be breached!

You are currently participating in the 4^th edition of our Women Talent Pool (WTP) Programme. What are the main benefits of the programme?

The main benefit is the possibility to meet many successful senior women who occupy eminent positions in various sectors, share your doubts with them, and get advice on how to overcome your doubts.

For example, to be fully dedicated to your career, you need to believe that is possible to balance your personal and professional life. When I see a woman, being successful in her professional life and still managing to dedicate some free time to her family and hobbies, it makes me believe that it is possible!

When I see a woman, being successful in her professional life
and still managing to dedicate some free time to
her family and hobbies, it makes me believe that it is possible!

You are a mother of three children. What would be your advice to young mothers for successfully balancing work and family life?

Good time management and organizational skills are crucial for successfully balancing work and family life. When you are working, you need to be focused and productive. Similarly, when you are at home, you want to be as available as possible for your children and partner. If you put some thought into the organization of your day to day activities, you can be productive at work and able to disconnect from work when at home.

At WIL, we have the tradition of concluding the interview with a question from Proust’s questionnaire. We have picked the following question for you: What do you most value in your colleagues?

Getting along with my colleagues represent a huge source of happiness for me. I put a lot of emphasis on team work and personally feel that I find the best solutions for my clients while brainstorming with other colleagues. Having colleagues who are willing to work this way and share their knowledge is both rewarding and motivating!

Having colleagues who are willing to
share their knowledge
is both rewarding and motivating!

Dalila Rahmouni, Political Advisor, Digital & Internet Governance, French Ministry of Foreign Affairs

Thu, 20 Dec 2018 14:55:34 GMT

Digital Transformation has not only transformed the way we do business but has also shaken the very foundations of traditional international diplomacy. This month, we talked to Dalila Rahmouni, Political Advisor (Digital & Internet Governance) at the French Ministry of Foreign Affairs and participant in our Women Talent Pool programme (WTP) to find out what digital diplomats do. She talked to us about her work at the Ministry, digital diplomacy, and data privacy challenges. Curious to know what the future of the internet might hold? Read the interview with Dalila to find our more!

You are currently working as Political Advisor in Digital & Internet Governance at the French Ministry of Foreign Affairs. What does your typical workday look like and what is your favourite part of your job?

I love the fact that I don’t have a typical workday. My workload is different every day! My role requires me to be in contact with all main actors in the digital sector – companies, civil society, and the internet community and have a good overview of the latest developments in the field. The next step involves transforming these observations into a concrete action plan. I am also in charge of developing strategies for tackling some of the challenges that arise in translating these strategies into action.

What impact has the digital transformation had on diplomacy?

The French Ministry of Foreign Affairs is a diplomatic organization and yet my job scope is very different from the usual work of diplomats. Digitalization has had a major impact on diplomacy, in terms of the ways diplomacy is undertaken and in terms of how stakeholders are involved. In other words, in the digital age, it is not enough to only interact with international organizations and national governments. In order to make our diplomatic efforts relevant, we need to interact and build relationships with very different actors in ways that are different than traditional diplomacy.

This encourages us to rethink our understanding of international relations and adapt our strategies accordingly. For example, during the Paris Digital Week, the Paris Call for Cybersecurity was launched. This initiative not only targeted governments but also other digital actors, such as companies, NGOs, and technical Internet organizations.

We need to find new ways of conducting diplomacy in the digital era. We need to change our approach and find new ways of interacting with the international community. The question of digital is not only a business question. It is also an international relations question!

We need to find new ways of
conducting diplomacy in the digital era.
We need to change our approach and find
new ways of interacting
with the international community.

Your work also involves research and teaching. You are a lecturer at Sciences Po on Privacy Regulation & Data Protection Compliance. Moreover, you recently published an article in Revue Lamy Droit de l'Immatériel n°151 on GDPR as a soft law tool. What will be the next major data privacy challenges, according to you?

The main challenge for European countries is to remain sovereign in private data protection. In the coming years, individuals might lose their individual freedom and autonomy, which are the basis of the rule of law in Europe.

The GDPR represents the first big step towards designing a collective vision of data protection and spreading it all over the world. This is going to be challenging since we don’t share the same vision all over the world about what the future of data protection should look like.

However, at this stage, we have a good approach in place. Microsoft and other big companies already have their own private diplomatic bodies. Google and Microsoft have both announced that they would implement the GDPR all over the world before the GDPR would be legally implemented by state authorities. Many countries are now preparing data protection laws and regulations based on the GDPR model.

Finally, the GDPR needs to be successfully implemented in all companies. It is certainly more difficult to implement it in small structures than in big ones. Big companies have many tools and types of support that smaller structures don’t possess.

The GDPR represents the first big step
towards designing a collective vision of data protection
and spreading it all over the world.

You are currently taking part in our Women Talent Pool Programme (WTP). What leadership skills are in your opinion crucial for successful career in the public sector and how has this program helped you develop your leadership skills?

Leaders in the public sector need to have good teamwork skills, be able to inspire others, and know how to coordinate a group. If you are capable of working in both small and big groups, listening to all members, and taking into account everyone’s opinion, you can tackle very complex challenges.

The WTP program has been very helpful. It allowed me to meet a lot of women whom I would not have met otherwise and expand my network and horizons. It also gave me the opportunity to share my experience and ask these women for advice. At any time in your career, it is crucial to surround yourself with people who can advise you and encourage you to grow.

You were one of the organizers of the Internet Governance Forum during the Paris Digital Week, a series of three high-level events that took place in November in Paris. What are the most pressing digital issues for Europe and what will it take to tackle them?

Europe is currently facing two big challenges. The first one is finding ways of protecting its vision and values in the digital world, in terms of sovereignty. How can Europe ensure the development of governing structures and tools that will allow it to be in control of its own future? Let me give you one example. European citizens have to be protected both in Europe and outside Europe. In other words, when a company is located on another continent and is dealing with the personal data of European citizens, it still needs to respect the rules of Europe.

We also need to think of ways of making Europe more attractive for digital innovation. Europe has the potential of being a very attractive place for entrepreneurs and companies thanks to its rule of law and good regulation.

Despite all these challenges, I believe that we can take the future into our own hands. All individuals can be agents of change! As Gandhi nicely put it, “Be the change you want to see in the world.”

All individuals can be agents of change!
As Gandhi nicely put it,
“Be the change you want to see in the world.

At WIL, we have a tradition of concluding the interview with a question from Proust’s questionnaire. We have picked the following question for you: What do you consider to be your greatest achievement?

I am very proud of the fact that I am currently taking part in an equal opportunities programme that helps students develop their skills and find suitable job opportunities. Another great achievement is the collective book I have coordinated this year with 15 experts of digital issues entitled The Digital Challenges. Thinking and Practicing the Digital Transformation.

Julie Carrier, Sales Manager in the Specialist Team Unit (STU), Microsoft

Thu, 20 Dec 2018 14:04:33 GMT

Curios to know more about consumer data and data privacy? This month, we interviewed Julie Carrier, Sales Manager in the Specialist Team Unit (STU) at Microsoft. She talked to us about her everyday work at Microsoft, leadership, and data protection and privacy.

You are currently working as Solutions Sales Manager at Microsoft. What does your role involve and what do you like most about it?

As part of the Specialist Team Unit (STU), we focus, together with our partners, on helping large enterprises and public sector organizations envision and implement new transformational projects built on cloud solutions.

My role consists in managing a team of specialists. They sell modern workplace solutions to our customers, ensuring their success in building a highly secured and mobile environment for teamwork.

My past experience in sales helps me a lot in all business aspects of my role. What I like the most about my job is working with people. I have the chance to be part of a team that is passionate about their customers and technology. They learn fast and they are very customer oriented. My main objective is to make them confident.

We focus on helping large enterprises and
public sector organizations envision and implement
new transformational projects built on cloud solutions.

Your educational background is in business administration. How did you get into the IT sector?

When I started studying, I decided to choose business administration to get a 360° perspective of the business world. However, I was also passionate about technology, especially about Microsoft. In fact, I remember applying for a job at Microsoft and being rejected. I then decided to apply for a second time, back in 2000, and this is when I finally got the role I wanted.

You have been working for Microsoft for about 18 years now. How does it feel to work in one organization for so long and what made you stay? What is the best part about working for Microsoft?

Over these past years, I had the chance to experience multiple jobs in marketing and sales, working with partners and customers in various areas such as finance, manufacturing, and even the public sector. Each time, I was 100% committed and eager to learn: for example, when I worked with the French Ministry of Defence, I enrolled in a training course at Institut des Hautes Etudes de Défense Nationale (IHEDN) to better understand the defense sector.

You are certified Data Protection Officer (DPO). This role is relatively new. In fact, the International Association of Privacy Professionals estimated that GDPR created 75,000 new DPO vacancies globally. What skills and knowledge are required for this role?

In times of digital transformation, it is crucial to ensure that personal data is protected and highly secured. This means that companies are responsible for protecting their customers’ data and this is why they need a DPO. This job position requires you to be able to manage a strong global process over an entity and coordinate multiple stakeholders (CEO, CSO, marketing …).

In times of digital transformation,
it is crucial to ensure that
personal data is protected and highly secured.

How can we achieve a good balance between extracting the maximum value from consumer data and respecting privacy? What will the future of data protection compliance hold, according to you?

Today, in the digital age, some companies such as the GAFAs (shorthand term for some of the most powerful companies in the world—Google, Apple, Facebook, and Amazon), collect billions of data and know everything about our lives. They are sometimes more powerful than individual governments and countries. To ensure privacy and confidentiality, it is important to strengthen supranational institutions and regulators, such as the European Union. Only they can remain independent from GAFA.

To ensure privacy and confidentiality,
it is important to strengthen supranational institutions and regulators,
such as the European Union.
Only they can remain independent from GAFA.

At WIL, we have the tradition of concluding the interview with a question from Proust’s questionnaire. We have picked the following question for you: With which historical figure do you most identify with?

I would not say I identify with her, but one of the historical figures I admire the most is Simone Veil: she always had the courage to fight for the causes she considered crucial, even if sometimes her ideas were disturbing the public opinion. She understood the importance of supra national institutions such as the European Union and dedicated her life to important causes.

To learn more about Julie, have a look at her biography!

Agathe Delouvrier, Consultant in Economic Development, BPI Group

Tue, 27 Nov 2018 15:15:51 GMT

Agathe Delouvrier, Economic Development Consultant at BPI, is passionate about skills development. In both her professional and personal life, she has successfully used her knowledge and skills to help others grow and develop. This month, she shared with us more about her work at BPI, her views on leadership development, professional integration of young people, and critical skills for the jobs of the future. Read the interview to find out more!

You are currently working as Economic Development consultant at BPI Group, a leading HR consulting company. Part of your role consists in supporting the development of start-ups and SMEs. Could you tell us more about your position and share with us some examples of organizations and projects you supported?

I work in the Economic Development department of BPI, a French HR consulting firm. Our department assists start-ups and small enterprises with their development projects. My everyday work involves identifying interesting business projects, meeting entrepreneurs, and helping them design their development plans.

In 2015, a new regulation was passed in France, obliging all profitable companies with more than 1000 employees that are undergoing restructuring to compensate for job destruction by paying financial compensation to a region in France and supporting entrepreneurial ventures. Our role at BPI is to design high-quality projects for our clients and make sure that they spend their money efficiently.

Let me give you a specific example: we recently designed a training program for the managers in the non-profit sector who are involved in job market integration of people who have been out of the workforce for a long-time. My team has trained them and helped them develop a sustainable business plan!

What is it like to work for BPI Group, a sponsor of our Women Talent Pool programme (WTP)? Can you share with us some of the best talent development programs you have noticed at BPI?

The participation in the WTP programme was our first proactive initiative that involved a third party. I feel very grateful for being able to join this programme.

Other than that, a group of young BPI employees recently launched a groundbreaking initiative for young leaders. They launched a shadow Executive Committee for young BPI employees (30-35 years old) that enables them to contribute to the decision-making process of the company and allows them to develop their leadership skills.

We launched a shadow Executive Committee for
young BPI employees (30-35 years old) that enables them
to contribute to the decision-making process of the company
and allows them to develop their leadership skills.

You have launched your own initiative to support the professional orientation and youth integration, called "Mon Projet". What are the main challenges young people are experiencing in France when integrating the job market?

France is currently experiencing deep social and economic inequalities and our existing education system reproduces these inequalities. The main challenge faced by young people is the lack of network and soft skills. All in all, it is the social capital and soft skills that get people jobs nowadays!

We have met many young people who are given no career advice and support. This made us realize that there was a big skills gap that needed to be closed! On the one hand, there are young people who do not understand how they can contribute to the professional world. On the other, there are companies that cannot find the talent they need.

This is why my friend and I decided to launch a project that would address this challenge by helping young people develop their soft skills and make them understand the professional world. We have designed workshops for secondary school (collège) children as well as some special programs for school dropouts and children from underprivileged backgrounds. Through our workshops, we encourage children to reflect on their own skills and personal qualities and match them with existing jobs.

The main challenge faced by young people
is the lack of network and soft skills.

The world of work is changing rapidly. How can we prepare young people for the jobs that do not yet exist?

You cannot base your future professional integration on your technical skills alone since many of them will become obsolete or are not yet known. Instead, it is crucial to develop your soft skills, mainly adaptability, critical thinking, learning capacity, and the ability to take initiative. In order to succeed in this rapidly changing professional world, young people will need to know how to adapt to these changes.

You cannot base your future professional integration
on your technical skills alone
since many of them will become obsolete or are not yet known.

You are currently participating in our WTP programme. What is your main takeaway from the programme and how do you think you can transfer the knowledge you have acquired to the young people you work with?

The WTP programme has given me the chance to meet many inspiring people, I would never have met otherwise. I believe that I can transfer this opportunity by encouraging young people to be open-minded and never be afraid of meeting new people!

The WTP programme has given me the opportunity to meet
many inspiring people
I would have never met otherwise.

At WIL, we have the tradition of concluding the interview with a question from Proust’s questionnaire. We have picked the following question for you: What is your most marked characteristic and why do you think it has helped you in your career?

My most marked characteristic is the ability to take initiative. It is crucial for leaders to understand where they can have an impact and how they can contribute in a relevant way. This involves identifying the needs of your organization and then proposing and designing some relevant tools.

It is crucial for leaders to understand
where they can have an impact and
how they can contribute in a relevant way.

To learn more about Agathe, have a look at her biography!

Fozia Jabbar, Head of Legal, Microsoft Denmark

Tue, 27 Nov 2018 15:00:36 GMT

How did Microsoft prepare for the GDPR? Is Artificial Intelligence threatening the legal profession? This month, we had the chance to talk to Fozia Jabbar, Head of Legal at Microsoft Denmark, who talked to us about her work at Microsoft, her views on female leadership, the future impact of technology on the legal profession, and much more. If you are curious to learn more about in the intersection of law and technology, this is a great interview to read!

You started your career in the field of criminal law, where you worked as Prosecutor at the Ministry of Justice in Denmark. What made you switch to commercial law?

I worked as a prosecutor for 1.5 years and I can say with confidence that my job as a prosecutor was interesting and rewarding. However, I felt that there was something missing! I have always been drawn to the idea of having an international career with an international impact. My career in the public sector did neither offer me international opportunities nor allow me to pass the bar exam. This is why I decided to join a law firm, where I could gain professional experience in international commercial law and prepare for my bar exam.

Microsoft is a proud sponsor of our Women Talent Pool programme (WTP). Why did you decide to embark on this learning and networking journey and what would be your key takeaways?

In order to be a good leader, it is important to constantly grow your skills and build a network of like-minded people. Life-long learning is crucial for leadership development and the WTP programme provides a safe place for women leaders to learn and grow.

I like the variety of the learning opportunities available. They range from workshops, speaking opportunities, to networking sessions. The programme also encouraged me to reflect on different topics that are not part of my everyday work. To be able to discuss topics like digital transformation and artificial intelligence with participants who do not have a legal background is an intellectually enriching experience as it gives you a different perspective on the issue. On top of that, I have managed to build meaningful relationships with other participants!

Life-long learning is crucial for leadership development

and the WTP programme provides a safe place for

women leaders to learn and grow.

In what ways did the new General Data Protection Regulation (GDPR) shake up the European Union (EU) privacy law and how did Microsoft prepare for this new era in privacy regulation?

The GDPR is an important step forward for individual privacy rights. At Microsoft, we have been very supportive of the GDPR ever since it was first proposed in 2012. I also believe that May 25th, 2017 does not represent the end of our work, but rather the beginning of a new era.

At Microsoft, we have always been focusing on creating products and services that help other businesses drive their success. This is at the heart of our business model! In terms of our preparation for the GDPR, we have been creating and developing tools and guidance for our customers to make them compliant. We always make sure that our customers buy products that are in compliance with existing standards and regulations. However, the actual compliance is up to the final users of our products. It is not something we can do for them.

We always make sure that our customers buy products

that are in compliance with

existing standards and regulations.

How do you imagine Artificial Intelligence (AI) changing the job of IT lawyers in the future?

AI is already transforming the legal profession! It can have a positive impact on the legal work since it is much better at performing certain routine tasks: especially sifting through lengthy documents, searching for examples, looking for relevant passages, and doing other administrative tasks. It will not replace lawyers but rather make our work more interesting by automating some administrative tasks and allowing us to focus on more complex and intellectually challenging work. In the end, you still need a lawyer to make the final assessment.

AI will not replace lawyers but rather make our work more interesting

by automating some administrative tasks and

allowing us to focus on

more complex and intellectually challenging work.

For example, at Microsoft, we have created a chatbot that can answer some common and simple legal questions. In many cases, the assistance provided is sufficient and gives the internal clients the answers they are looking for and allows the lawyer to focus on more interesting and complex work!

At WIL, we have the tradition of concluding the interview with a question from Proust’s questionnaire. We have picked the following question for you: What is your motto?

Nothing is impossible, the impossible just takes longer!

Nothing is impossible, the impossible just takes longer!

To read more about Fozia, have a look at her biography!

Patricia Nuñez, SMB and Channel Manager Iberia, Lenovo

Mon, 29 Oct 2018 13:21:54 GMT

How does it feel to be a woman working in a leading STEM firm? Patricia Nuñez, SMB and Channel Manager at Lenovo Iberia, shared with us her experience of working at Lenovo. She also talked to us about her ideas on how to attract more women into STEM careers and shared some of Lenovo’s best practices. To find out more, read our interview!

What inspired you to study telecommunications engineering? How can we make this field more attractive for women?

When I was young, I wanted to do something unconventional and I had a strong interest in innovation and the latest technologies. The telecommunications industry offers many opportunities for disruptive innovations and that is what attracted me.

To make this field more attractive to women, we should start by changing stereotypes about career choices, which exist from very early on. Schools can play an important role in making children understand that there are no careers reserved for women and that women can also pursue these technical studies. School children should know that there are many doors open to them. If girls want to be engineers, they can be engineers. This also means that engineering schools and universities should create a welcoming and conducive environment for girls.

School children should know

that there are many doors open to them.

If girls want to be engineers, they can be engineers.

Lenovo is a partner of our Woman Talent Pool programme (WTP) Lenovo and has launched several initiatives to foster gender equality, such as the Women at Lenovo EMEA digital hiring campaign in 2016. How would you assess your experience of working there as a woman? Could you share with us some of the best practices you have noticed?

My experience has been fantastic! There are so many opportunities available! Gender equality is a hot topic at Lenovo and I am pleased to say that there is a big internal push to make a lasting change and that everyone is supportive of various gender equality initiatives we are currently involved in. For example, we regularly publish internal statistics assessing gender diversity within different teams. We also organize women in leadership breakfast debates, where key women in the organization share best practices.

If you are capable of doing it, why would you not do it? I think this is the mentality we have here at Lenovo. My own team is quite diverse! We have approximately the same number of women and men. It is not because I am looking for women or for men specifically. Above all, I am looking for talent, for a person who has relevant skills and who is going to fit well into the team.

If you are capable of doing it,

why would you not do it?

I think this is the mentality we have here at Lenovo.

What are the benefits of having diverse teams in the IT sector?

Diversity is key to success! We live in an incredibly complex environment that requires us to coordinate across business and cultural needs. It is thus very important to have people from different backgrounds, with various experiences and perspectives. If a company has several employees thinking the same way, it will never progress. You need diverse teams (in terms of gender, age, origins…) to improve your performance and be able to think out of the box! This is especially crucial when a difficult decision is to be made or when you have a new problem to solve.

If a company has several employees thinking the same way,

it will never progress.

You need diverse teams to improve your performance

and be able to think out of the box!

Lenovo manufactures one of the world’s widest portfolio of connected products. What is the key to your success? Can you tell us more about your channel strategy?

Our company does not sell products directly to end customers. Instead, we sell our products to our distribution channel.

We are succeeding and growing fast thanks to our channel strategy. We do not compete with the channel, we complement it! 95% of our business goes through the channel. This means that when we grow, the channel grows with us. We are a company that has a very competitive channel program, and this is key for our partners.

Finally, our departments are like small companies. When making a decision, I always ask myself the following: if the company was mine, would I do it? We are very close to our channel and this is what makes us unique!

We are very close to our channel

and this is what makes us different!

At WIL, we usually conclude our interviews with a question from Proust’s questionnaire. We have picked the following question for you: What do you consider the most overrated virtue?

Being pragmatic and results-oriented! When you work in a sales team, this is something that must become part of your DNA. If you have a goal, you need to achieve it. It is overrated because it is expected. On the one hand, you need to be results-driven if you want to perform, on the other, it is what everyone is expecting from you.

To read more about Patricia, have a look at her biography!

Christelle Cuenin, Associate Director, Development, INSEAD

Mon, 29 Oct 2018 11:34:23 GMT

Christelle Cuenin, Associate Director at INSEAD, has dedicated her career to helping others grow, reach their full potential, and achieve impact. In this interview, she talked to us about her recent TED talk in Grenoble on redefining our perception of obstacles, her work at INSEAD, and shared her views on the skills of the future. Read the interview to find out more!

Earlier this month, you participated at TEDxGEM in Grenoble. What inspired you to give a TED talk and what message did you want to send across?

Public speaking has been a passion of mine for a long time. I joined Toastmasters 12 years ago, and I have enjoyed developing my skills through speech contests and improvisational theatre and learning to create speeches and to deliver them with impact. The popular TEDx format is appealing to me because as a speaker it forces you to think about what important message you want to share with your audience, and to do it in the most compelling way.

I was thrilled to be selected to participate in this TEDx event at my Alma Mater Grenoble Ecole de Management. The overall theme was “Beyond Boundaries” and the purpose of my talk was to redefine our perception of obstacles. I wanted to show the audience that roadblocks we face in our lives and careers, can help us progress. To bring my message across, I drew the parallel with motorcycle-riding and added a few funny anecdotes from when I was getting my driving license. Over the last few years, I have been helping and coaching many speakers for TEDx events and conferences, so this time I experienced it from the ‘other side’! Delivering a TEDx talk was an amazing experience!

The popular TEDx format forces you to think
about what important message you want to share with your audience,
and to do it in the most compelling way.

You have been working at INSEAD since 2011. Your work has been focusing on transferring your skills and helping others achieve professional fulfilment and impact. What do you think will be the most important skills for business leaders to possess in the 4th industrial revolution?

INSEAD is an amazing place for business leaders to develop new skills. I have had the privilege of seeing individuals transformed by their experience here when I was working in the Career Centre with MBA students and helping them advance their career. Nowadays, I interact with successful alumni who wish to create impact through philanthropy and I help them doing so through INSEAD.

From what I have observed working here and interacting with many of our alumni who are leading global organisations, successful leaders need to master the following:

Soft skills: in fact, during my TEDx talk I mentioned the recent results of the Skills Gap survey led and published by the Financial Times (“What top employers want from MBA graduates”). Drive and resilience are among most difficult skills to find. Hence, it seems key to develop these skills as a competitive advantage.

Lifelong learning: eagerness to develop and continuously challenge oneself. At INSEAD, we are continuously expanding our alumni programme to ensure they have access to resources that help them stay on top of trends.

Public speaking: perhaps the most important for me. I think every business leader needs to be ready to address an audience and make a difference. It takes work and this is something you need to dedicate time to. The ability to communicate with impact and authenticity is a game changer for one’s career.

Successful leaders need to master soft skills,

lifelong learning, and public speaking.

The ability to communicate with impact and authenticity

is a game changer for one’s career.

You have also been actively involved in the field of Corporate Philanthropy. Why is it important for companies to engage in philanthropic projects? How can companies align their social, environmental, and business goals?

One of my past roles at INSEAD involved creating impactful partnerships with corporations looking to support Higher Education through philanthropy. Many companies have been involved in these programmes at our school. Our common vision is the will to educate business leaders to conduct business responsibly. We see that values and norms are changing and that business and social goals need to be more aligned. This is why we have recently launched our Force for Good campaign. One of our key initiatives was the creation of the Hoffmann Global Institute for Business and Society, an institute dedicated to conducting research, teaching how companies can align these goals, and raising awareness about these changing norms and values. I now work with individuals who wish to create impact and change the world through philanthropy in Business Education and INSEAD is a powerful catalyst for that. With more than 57,000 INSEAD alumni in 175 countries around the globe, INSEAD has a role to play in transforming the world for the better.

With more than 57,000 INSEAD alumni
in 175 countries around the globe,
INSEAD has a role to play
in transforming the world for the better.

INSEAD, our Associate Partner, was one of the first business schools in the world to admit women to its MBA programme and has been actively championing gender equality in the past years. What are the main challenges female students are facing in business schools and how are your programmes addressing these issues?

Diversity is one of the key values at INSEAD, and promoting Gender Diversity in and beyond our programmes has been a key area for us for a long time. This past academic year, we held many events focusing on IW50, the celebration of the 50th anniversary of female participants’ presence in the MBA programme. This initiative celebrated the past, present, and future of women at INSEAD and was led along with increased research and awareness activities on Gender Equality. We equip students with a strong support network: for example, we have a very active Women in Business club on campus and our UK Alumni Association has set up a fantastic mentoring programme. However, we also want to make it inclusive and we are offering Executive Education opportunities for everyone who wishes to drive the gender diversity agenda in their organization. We have recently opened an online INSEAD Gender Diversity Programme providing the understanding, concepts, and tools that enable participants to develop a strategic and practical plan to reach gender balance in an organization.

You are currently participating in our Women Talent Pool (WTP) programme. Why do you think it is important to constantly improve your skills?

Being part of the WIL’s WTP programme has been an amazing opportunity. It has helped me develop creativity, skills, and expand my network. I think the programme is relevant to continuous adapting and learning. I have come back from our conferences and interactions with a new way of looking at things: hearing perspectives from other participants in different industries has helped me think more creatively about my role. It also gave me the ability to dare and experiment more. Finally, being part of the WTP has allowed me to connect with peers and we have enjoyed sharing each other’s experiences. Creativity, skills, and connections are helping us manage our careers and eventually become better leaders.

At WIL, we have the tradition of concluding the interview with a question from Proust’s questionnaire. We have picked the following question for you: What do you consider your greatest achievement?

I was fortunate to meet very inspiring people at the time when I was looking for a career change and transition to the Higher Education sector, after having spent several years in the Telecom & Tech sectors. Changing industries and taking on a very different role felt a bit like a leap of faith at the time. However, looking back, I am extremely happy to have taken that brave and bold step to find a job I am passionate about and an amazing institution to work for.

Thank you!

Looking back, I am extremely happy to have taken
that brave and bold step to find a job I am passionate about
and an amazing institution to work for.

To read more about Christelle, have a look at her biography!

Montserrat Pardo Bayona, Government Affairs Director, Microsoft Ibérica

Thu, 27 Sep 2018 13:21:21 GMT

How do we promote women STEM leadership amongst youth? What is the role of Artificial Intelligence in addressing environmental changes? We had the chance to discuss these topics with Montserrat Pardo, an active participant in our Women Talent Pool Programme and Government Affairs Director at Microsoft! If you are curious to know more about it, read our interview with Montserrat!

Could you tell us what is your favourite part of your job at Microsoft?

Joining Microsoft was a turning point in my life. I love my role as Government Affairs Director in Microsoft as it calls upon all my passions, skills and values. What I like the most at Microsoft is our cultural diversity. A culture where every individual can be their best self, where diversity of skin-color, gender, religion, and sexual orientation is understood and celebrated.

What I like the most at Microsoft is our cultural diversity.

A culture where every individual can be their best self,

where diversity of skin-color, gender, religion, and sexual orientation is understood and celebrated.

You have participated in a roundtable on ‘Technology Innovation and Circular Economy’ at a summit organised in 2018 by the Advanced Leadership Foundation Organization, which included keynote speeches from former US President Barack Obama, and other important personalities. On this occasion, you presented the Microsoft project « AI for Earth », which counts today with more than 100 individuals and organisations. How can artificial intelligence be a game-changer to address environmental challenges?

Every industrial revolution has borrowed from our past to pay for the future. In this fourth industrial revolution, we can repay the planet for the past, deal contemporary issues and plot a more sustainable future. This is where new technologies such as Artificial Intelligence (AI) can play a role.

AI is indeed a game-changer and a force multiplier when it comes to building a sustainable future. So much data exists on the state of our planet. By putting it to work, we can discover new solutions, bring them to scale and drive transformative change.

Microsoft understood this perfectly and announced a brand new $50 million commitment for the next 5 years in AI for Earth -a Microsoft program aimed at empowering people and organizations to solve global environmental challenges by increasing access to AI tools and educational opportunities. To date, we have awarded more than 100 grants to individuals and organizations in more than 20 countries, who are focused on finding solutions to climate change, loss of biodiversity, agricultural cost and yield, and increased water scarcity.

No country can solve the challenge alone. No company can solve it alone. All of us need to take action. As the Alan Kay says: “The best way to predict the future is to create it”. At Microsoft, we envision a future where all key stakeholders, civil society, academia, business, and public administrations work together to foster the Circular Economy through Artificial Intelligence.

“Artificial Intelligence is a game-changer and a force multiplier

when it comes to building a sustainable future.”

Today, only 6,7% of women graduate in STEM degrees. Microsoft, a proud sponsor of our network and Women Talent Pool programme, has launched different campaigns such as “Make What’s Next” or “DigiGirlz” to promote women STEM leadership amongst youth and close the STEM gap. Could you tell us more about these campaigns and your overall impressions on the results?

People who are going to lead the future are sitting in classrooms today. If we do not promote girls' interest in this type of studies, it will be difficult to reduce the gender gap in this sector, where new professional profiles are increasingly demanded on digital transformation and Artificial Intelligence.

For this reason, at Microsoft, we launched the campaign #MakeWhatsNext to raise awareness of the issues that take girls to drop out of or lose interest in STEM, and to pique their excitement at how they can change the world — if they remain engaged. The response to #MakeWhatsNext was incredible, with more than 14 million video views across social media channels. Girls’ passion is strengthened when they see female role models who have created innovations that are used in our everyday lives. As the motto goes, “If you see it, you can be it.”

Microsoft also developed the DigiGirlz Technology Programs, which include, high-tech camps and one-day events, are organized and run by Microsoft employee volunteers and provide high school girls the opportunity to connect with Microsoft employees, and participate in hands-on computer and technology workshops.

“People who are going to lead the future are sitting in classrooms today.

It is necessary to show girls that starting a career

in the field of the STEM can be really exciting and can change their future

and the future of society.”

In Spain, 61% of the government members are women, including Nadia Calviño, Minister of Economy and Enterprise and a Friend of our Network. Do you think that the recent example of Spain could have a positive impact on gender equality policies in the country?

As the media reflected, there was an immediate positive impact in the country and also at the international level, given the fact that the Spanish Government has now become a reference when it comes to gender equality. Spanish Prime Minister, Pedro Sánchez, is also visible and decisively connecting with a fight for women’s rights since he appointed 11 women to his 17-member Cabinet. We experienced the impact that has been echoed in the international media, stating that Spain’s new Prime Minister, recently became the first world leader to appoint women to almost two-thirds of cabinet positions, placing Spain as the country with the highest proportion of female-led ministries.

We all need to continue our efforts in that direction in both public and private sectors, where more and more institutions should be an example of gender equality embracement. In that sense, Microsoft is strongly fostering gender diversity and inclusiveness as they are key for innovation, economic growth and development of our society. Just to give you a taste, our current Country Manager and the two previous ones are women, 30% of the Microsoft employees are women, while the average rate of women in the ICT sector is just 18%. In addition, 50% of the leadership team in Microsoft Spain is composed by women and, in the last year, 56% of newly hired employees were women. We will continue our work to ensure the best for the future.

We, at WIL, have a tradition to conclude the interview with a question from Proust’s questionnaire. We have picked the following one for you: What is the quality you most like in a female leader?

The quality that I value most in a female leader is the empathy to others and their needs. The ability to understand and feel what others experience is critical for leadership. Being an empathetic person makes you a better leader.

In that respect, let me share the statement of our CEO Satya Nadella with you: “I learned that empathy is essential to deal with problems everywhere, whether at Microsoft or at home; in your country or globally. That is also a mindset, a culture. Empathy, which is so difficult to replicate in machines, will be invaluable in the human-Artificial Intelligence world. The ability to perceive other's thoughts and feelings, to collaborate and build relationships will be critical. If we hope to harness technology to serve human needs, we humans must lead the way by developing a deeper understanding and respect for one another's values, cultures, emotions, and drives”.

“The ability to understand and feel

what others experience is critical for leadership.

Being an empathetic person makes you a better leader.”

To learn more about Montserrat, read her biography!

Ioana Banach, Deputy Director, Green European Foundation

Thu, 27 Sep 2018 09:49:54 GMT

Brussels based Ioana Banach, Deputy Director at the European Green Foundation, is a passionate European and a strong believer in the value of cooperation and gender equality. We had the pleasure to interview her on the role of women in European politics, the impact of networks like WIL Europe and much more!

What enticed your move to Brussels and what does your current job specifically entail? Why did you choose to work at a European level rather than on a local level?

I studied Political Science for my Bachelor (University of Bucharest and University of Warsaw) and EU Public Affairs for my Masters (University of Maastricht). I always had a keen interest in politics at the global and international level because I believe that societal issues related to topics such as as migration or climate change cannot be solved at a local and national level solely and that cooperation and open innovation at a European and global level is crucial.

While studying, I was involved for three years in a student-led project that was promoted by the United Nations: the 'Making Commitments Matter' project, which analysed the extent to which UN agreements were implemented at national level. It was through this experience that I realised what a powerful actor the EU is on the global arena. I decided to continue my academic formation with a Master in EU Public Affairs in Maastricht, and then the career path to Brussels was a very natural step to take.

I am now Deputy Director at the European Green Foundation (GEF), a European political foundation funded mostly by the European Parliament. It is linked to but independent of other European Green actors such as the European Green Party and the Green Group in the European Parliament. The main tasks of GEF are to contribute to the development of a European public sphere and to foster greater involvement of citizens in European politics. It works to create a common Green vision for Europe and to communicate it to the broader public.

There is less than a year to go to the EU Elections of 2019, in which EU citizens in 27 countries will vote to elect their representatives in the European Parliament and help decide who should lead the EU Commission. First-time voters usually abstain more than older voters, delegating their future to the older generation. How do you think we could counteract this issue?

The European elections will be taking place during a period of profound political and economic crisis and will shape EU politics for the next five years. Interestingly, what happened after the Brexit vote of June 23rd, 2016 is that, after a couple of decades of stagnant, rather ignorant sentiments towards the EU, people actually started to care. Whether supporters, critics or skeptics, citizens started to engage in debates about the future of the EU.

In many places, young Europeans are the most fervent in voicing their ideas about Europe. At the same time, they are also the ones who mistrust politics and institutions the most. So, while they definitely care and have an opinion, they might not believe that voting is the right avenue to voice their concerns.

So our job is to reconnect with citizens and discuss together how important their vote is, what they are voting for and what the EU actually is about. I am actively involved in promoting the role of the EU institutions not only here in Brussels but also in my country of origin, Romania, where we are experiencing a worrying political turmoil.

I am actively involved in promoting the role of the EU institutions

not only here in Brussels but also in my country of origin, Romania,

where we are experiencing a worrying political turmoil.

Women’s equality is directly linked to Europe’s overall well-being. Only by overcoming gender inequality can we indeed lay the foundations for our continent’s future. What are the main issues for women in EU politics?

In many EU countries, women are still vastly underrepresented in government. In the European Parliament, only one-third of elected MEPs are women and the female representation of women in the EU Parliament has increased by only 20% in the last 40 years. How can discuss policies affecting more than half of the population without this half being properly represented? We need to support women who might be inclined to choose a career in politics, if we want a fairer representation in parliament, both at a European level and a national level. This starts with what they hear at home, in schools, in fashion, advertising and media. It is unacceptable that in the year 2018 we still see such a backwards mentality: girls being educated to believe they can achieve less than boys; industries and fields of work which are completely women-unfriendly, huge pay-gaps between genders. Progress is being made, but in my personal view, not fast enough. We need to step-up our game.

We need to support women who might be inclined

to choose a career in politics, if we want a fairer representation in parliament,

both at a European level and a national level.

You are active in many organisations that support gender equality, and you are also a participant WIL’s Women Talent Pool Programme. What role do organisations like WIL play?

Brussels in this sense is unique; there are roughly 50 women's movements here. Organisations such as WIL Europe which work on developing leadership skills and offers networking opportunities have long driven global and national action on women leadership. Women organisations are essential sources of knowledge on how to advance women's rights. In pushing for change and accountability, they develop leadership skills and transform political arenas. Through these networks, women can find support from their (more experienced) peers, and they can even identify mentors, which is not only useful, but sometimes absolutely necessary if they wish to attain a leadership position.

Organisations such as WIL Europe

which works on developing leadership skills

and offers networking opportunities

have driven global and national action on women leadership.

We at WIL have a tradition to conclude the interview with a question from Proust’s questionnaire. We have picked the following one for you: Which living person do you most admire?

I have to say social activist and writer Gloria Steinem. She has been an inspiration for millions of women worldwide, she helped create the New York magazine in the 60s and was among the founders of the National Women’s Political Caucus and the feminist Ms magazine. But most of all, she has this contagious charisma and a rebel spirit that mobilises so many of us to play our own small part in improving the society we live in.

To learn more about Ioana, read her biography!

Anna Sarr, Associate Director of Development, INSEAD

Tue, 31 Jul 2018 07:56:10 GMT

Our partner INSEAD is one of the world's leading and largest graduate business schools which offers participants a truly global educational experience. Of particular note, INSEAD was ranked by the Financial Times as the #1 MBA programme in the world for two years in a row (2016 & 2017) and rated in 2017 the ‘Top International Business School’ in the world by Bloomberg Businessweek. We recently had the pleasure to interview their Associate Director of Development, Anna Sarr, who is also a participant of our Women Talent Pool programme! Read our interview if you are curious to learn more about her new programme, the Young Alumni Initiative, the role INSEAD plays in advocating and advancing women and gender balance, as well as her greatest influence, her mum!

Could you tell us a little bit more about your job position? What is your favourite part about your job at INSEAD?

As Associate Director of Development at INSEAD, I am in charge of engaging our MBA students and young alumni (up to 10-years post-graduation). My position has broadened and become more complex and, in the process, with three other passionate young alumni I created a new programme called the Young Alumni Initiative (YAI). It comprises a dedicated team of YAI ambassadors from around the world who form the backbone of a digital-savvy group of key stakeholders for our engagement programme and fundraising campaigns.

It has been a great opportunity for me to leverage my masters’ education in business, social and economic administration in my current responsibilities. It has given me a foundation to understand, empathise and engage with these key stakeholders. Our student and young alumni community is part of a diverse, powerful international network with 161 nationalities distributed over 174 countries. My background has also helped me in fostering a strong bond with them and in facilitating a stronger connection between this group, their classes and the school. This is definitely an interesting and enriching part of my job at INSEAD, which I am very passionate about!

You are participating in the 4th edition of our Women Talent Pool programme. What has motivated you to join the programme?

Freedom is what has motivated me to apply to the Women Talent Pool Programme. Freedom to learn every single day from success and failure, freedom to interact with people from different nationalities and backgrounds, and freedom to make an impact on people’s lives to make the world a better place. Freedom to pursue my dreams.

Being part of the WIL Women Talent Pool Programme represents the perfect next step in my advancement as a professional and a woman who is curious, eager to learn and continually seeks opportunities to help others advance.

Freedom is what has motivated me to apply to the Women Talent Pool Programme.
Freedom to learn every single day from success and failure, and freedom to make an impact on people’s lives to make the world a better place.

You have now been working at INSEAD for over seven years, which is also a partner of WIL. Do you feel empowered to work in an environment that actively encourages female leadership?

Organizations can and must do their part to help women to advance in their career. It means committing to empowering women and putting structures in place that will allow women to pursue their dreams on an equal footing with men. It must be driven from the top, and our INSEAD leadership has demonstrated their commitment to gender diversity.

Working at INSEAD is a great privilege for me. What I appreciate the most is my interactions with highly talented women and men with a growth mindset, who are members of our student and young alumni community. I am able to contribute significantly to the School’s mission and vision, and still have time for my family. INSEAD also gives me the opportunity to work in a pleasant multicultural environment, where I am pushed to do even better and advance in my career.

Working at INSEAD is a great pleasure for me.
What I appreciate the most is my interactions with highly talented women and men with growth mindset, who are members of our student and young alumni community. I am able to contribute significantly to the School’s vision and mission, and still have time for my family.

At WIL, we have a tradition to conclude the interview with a question from Proust’s questionnaire. We have picked the following question for you: Which figure do you most identify with?

My mother! I grew up in Senegal, in a polygamous environment where a woman’s role is pre-defined. I am the daughter of a single mother of eight children, six daughters and two boys, who raised her children with strong values led by lifelong learning, hard work, respect, humility, caring and openness. My mother was a high school teacher in Dakar with a monthly salary ten times lower than the guaranteed minimum wage in France (I let you do the maths). In addition to her work as a civil servant, she became an entrepreneur to realise her dreams for her children which is to have access to the best education that her limited resources could permit. We were taught that women and men are equal partners who together can achieve great things. We were constantly reminded to always fight for our dreams, to think and learn out of the box and to be a source of inspiration for our peers and the next generation. My mother has been and will always be my inspiration.

Today, I am a single mother of two, and I share the same values with my children. I am a proud member of an international family comprised of five nationalities living on four continents who speak five languages including Mandarin.

My mother was a high school teacher in Dakar with a monthly salary ten times lower than the guaranteed minimum wage in France. We were taught that women and men are equal partners who together can achieve great things.

Biography

Anna is Associate Director of Development: Students and Young Alumni at INSEAD with expertise in relationship building and fundraising with MBA students and young alumni.

She has more than 15 years’ experience working in a global, dynamic, complex and international environment. Anna has expertise in Marketing, Change Management and Strategy. She is a cross-cultural communication professional with two bachelors and two masters degrees in Business, Social and Economic Administration. She is specialised in Public and Private Administration as well as Justice and Rule of Law in Africa. She recently completed a Certificate in Negotiation Dynamics from INSEAD’s Executive Education Programme. She firmly believes in lifelong learning, in the fact that education and freedom remain the most powerful forces to sustain human values, and for social and business change.

Gabriela Ion, EMEA 4P Manager Data Center Group at Lenovo

Thu, 28 Jun 2018 12:49:53 GMT

WIL had the pleasure to interview Gabriela Ion, EMEA 4P Manager Data Center Group at Lenovo and current participant to our Women Talent Pool programme. If you are curious to learn why broadening one’s horizons is key to advance in one’s career and in which ways Lenovo is committed to gender equality, read our interview with Gabriela!

You have been working in the tech sector for over 12 years, first at IBM and now at Lenovo. What drove you to the tech sector? What do you find exciting?

I started my career 12 years ago in IBM Spain as a student and I found it that time a fascinating world and I still believe that the tech sector is an amazing place to be. Tech world is touching each of our life aspects, by defining trends, changing behaviors and accelerate the humanity progress.

Lenovo focus is to design and develop innovative products and solutions that are reinventing the future, and it is a great place to be part of.

It’s great to know that your company is constantly innovating, and it is deeply engaged in the research and development of the latest solutions which will change the future in a better way.

In your opinion, how has the digital transformation impacted the IT sector and more specifically customer experiences?

The digital transformation we are currently living can be compared to an industrial revolution. This revolution combines advanced technologies in innovative ways, dramatically reshaping the way people live, work and relate to one another. The world has the potential to connect billions of people that live all around the world to digital networks, improving the efficiency of organizations and of our lives.

In addition, digital transformation is the process that drives customer experience advancement. Companies that fail to address the needs of customers – especially in digital channels – risk getting left behind as the pace of change quickens and customer needs evolve.

Digital transformation combines advanced technologies
in innovative ways, dramatically reshaping the way people live,
work and relate to one another.

You have studied both in Romania and Spain. Do you think that studying abroad and speaking three languages (Romanian, Spanish and English) has helped you in your career?

Oh yes, absolutely! I believe that learning languages is a strong asset, especially for the new generations. For example, my work at IBM and my current role in Lenovo both required a globally-minded person who can speak at least several foreign languages.

On a more personal level, studying abroad gave me the possibility to meet people from all over the world and be exposed to an amazing variety of cultures and customs. In addition, it gave me the opportunity to build a global network of contacts.

Lenovo is a proud supporter of the 4^th edition of our Women Talent Pool Programme (WTP). You have joined the Programme in March, together with 7 other employees from Lenovo. Why have you decided to join the Programme? What are the main takeaways so far?

We are proud that women represent almost 40 percent of our workforce. Lenovo promotes several diversity programs, including WIL’s Women Talent Pool programme, created with the objective of hiring, retaining and promoting the best female talents. Lenovo’s active and long-standing contribution to fostering gender equality and diversity creates better solutions for our business and our customers.

Joining WIL's WTP has been a great experience. I have participated to the kick-off in Paris and it has been incredibly enriching. Having the possibility of meeting so many like-minded women has been truly special. I can't wait to participate in the upcoming events!

Lenovo’s active and long-standing contribution to
fostering gender equality and diversity
creates better solutions for our business and our customers.

We at WIL have a tradition to conclude the interview with a question from Proust’s questionnaire. We have picked the following one for you: Which living person do you most admire?

It is definitely my Grandmother! I grew up with my grandparents. My Grandma was an educator and a teacher, and she taught me to be independent, trust in myself and look for new challenging opportunities.

My Grandma was always very open minded and even in a very conservative environment my country was experiencing that time, she was showing me to look for challenges, know the world and discover new opportunities!

Biography

Gabriela is Run Rate Sales Manager for Data Center Group in Lenovo EMEA and she has over 12 years of professional experience in Channel Sales, Operations and Business Transformations. She held various Leadership roles in Lenovo and IBM and managed extended Sales Teams from different countries. Gabriela graduated Economics and Management University and holds two master’s degrees in international and Foreign Trade Management and Sales and Commercial Management from University of Barcelona. In her personal life Gabriela likes to spend quality time with her family and friends and she loves travelling and discovering new cultures.

Corina Ghiatau, Organizational Development Manager, Orange Romania

Thu, 28 Jun 2018 12:45:46 GMT

Why is change important in an organization and how do you drive change? We had the change to discuss this issue with Corina Ghiatau, Organizational Development Manager at Orange Romania and current participant in the 4^th edition of our Women Talent Pool Programme. If you are curious about the concept of organizational change and would like to know more about the upcoming trends in HR and the importance of valuing gender equality in a company like Orange, then this interview is for you!

What does your position as an ‘Organizational Development Manager’ entail? What is organizational development?

In a nutshell, organizational development takes care of the successful organizational change and performance. It aligns people with systems in both ways: it uses behavioural science to help people function better within an organizational context or adapts and redesign the organizational processes, systems, culture to help people be engaged and find a space to grow in the company. OD operates with key concepts like organizational climate, culture, engagement, employee performance, organizational design, talent management, employee experience, wellbeing. It can use tools like organizational coaching, design thinking, trends, organizational and individual diagnosis tools. One of the most recent examples which shows how the Organizational Development team contributes to the organizational change, alignment and focus on future is the Performance Process reshape in which we facilitate an innovation and co-creation expedition, based on design thinking, in which 11 colleagues from all departments have the assignment from the company leaders to create a revolutionary way of managing performance in Orange Romania.

Organizational development enables us to
improve organizational effectiveness while
adhering to the organization’s culture and values.

What do you believe are the Human Recourse trends for the next 5 years?

A major trend is that companies are completely reinventing employee performance evaluation by focusing on creating more frequent and meaningful feedback to help employees and teams grow together.

Another major trend is the culture of coaching. Organizations now tend to use coaching to help individuals reach their full potential, to help them strengthen targeted skills, build the right attitude, align with team goals, improve relationships or remove blockages in their development.

The last trend that I believe will be central in the upcoming years is customer centricity, meaning that HR puts the internal customer in the middle of each new process design. The empathic company knows its’s employees at least as well as it knows its customers, therefore many authors talk about HR as the new marketing.

Companies are completely reinventing performance evaluation
by focusing on creating more frequent and meaningful feedback
to help both employees and teams grow together.

Orange, proud Premium member of WIL Europe is deeply committed to gender equality. How is it to work in a company that values female talents? Could you share some of its best practices?

Orange makes diversity and equality during recruitment and professional career a priority, this being reflected by the figures and the external recognition received.

We have successfully received and renewed our GEEIS (Gender Equality for European and International Standard) certification in 2015 and 2017, when it was enriched with the Diversity dimension. We have an overall approach based on fostering talent and encouraging the inclusion of all employees, regardless of their differences. Orange focuses specifically on workplace gender equality and equal remuneration and offers a number of benefits for the employees like weekly wellbeing activities (parenting courses, hobbies, psychological counselling), work-life balance options (flexible working program, short Friday, remote working, sabbatical leave, paternity and maternity leave, birth allowance, flexible insurance), constant employee feedback open channels

Orange fosters talent and encourages the inclusion of all employees,
regardless of their gender.

At WIL, we have a tradition to conclude the interview with a question from Proust’s questionnaire. We have picked the following question for you: What do you most value in your colleagues?

As a humanist, coach and psychologist, I look very much at what makes every person shine. What I appreciate in others and I noticed it is a success factor in their personal and professional life is self-awareness: an inward understanding of who they are, what are their strengths s and what kind of persons they want to become.

Equally important is the external awareness: having an appreciation and an understanding of how other people see us, the color of their emotional background and what learning opportunity they offer to us.

I also appreciate creativity, open-mindedness and finally integrity and honesty!

Biography

With a background in organizational psychology, psychotherapy and coaching, Corina has more than 12 years of experience in HR. She developed and implemented organizational development processes and programs like Talent Management, Wellbeing, Engagement, Culture, Employee Experience, Coaching in Orange Romania, but also going through international missions in Orange Poland and Orange HR Europe team. She is a trained innovation facilitator and currently she is leading a creative team which designs employee journeys and applies customer centric and design thinking methodologies in HR.

Meet out Talent...Kristine Beitland, Director, Corporate Affairs, Microsoft Norway

Fri, 25 May 2018 08:12:56 GMT

How do we work to ensure people trust technology? This month, we had the pleasure to interview Kristine Beitland, active participant in our Women Talent Pool Programme and Director of Corporate Affairs at Microsoft Norway and one of the country’s top experts in information security and crime prevention. After studying law and before shifting to the private sector, Kristine worked 16 years in the police. In this interview, she will explain how she shifted from the public to the private sector, how Microsoft ensures that customers trust tech and last but not least, why diversity and inclusion are at the very heart of the company!

You have worked for 16 years in the police as a prosecutor and manager before starting a career at Microsoft. What made you decide to shift to the private sector and how did you feel working in such a male dominated environment such as the police?

I had 16 incredible years in the police with multiple challenging tasks, working as Prosecutor, Head of the Organized Crime Unit and later as Chief of Staff of the Police Immigration Service. I decided to change from the police to the private sector because I wanted to tackle new challenges, and immerse myself in cybersecurity and digitalization

I started working as the Director of the Norwegian Business and Industrial Security Council and during my time there, a major terrorist attack in Algeria on January 16, 2013 that killed 40 employees of one of the member companies that we represented. As a consequence I was exposed to a lot of media attention, interviews, discussion panels, and national tv that gave the organization political attention and visibility, and Microsoft offered me a position as they needed someone that perfectly understood the complex mechanisms of the government and knew how to carry a high-level conversation on cybersecurity. I decided to accept this exciting new challenge and since then, I have been working for Microsoft!

I decided to change from the police to the private sector
because I wanted to tackle new challenges,
and immerse myself in cybers ecurity and digitalization.

You have participated to WIL’s EU Luncheon Debate on “The New Face Digital Transformation: AI, IoT and Blockchain”, during which we explored the transformative impact of these technologies, which are disrupting all industries, bringing new opportunities but also new challenges, in particular in terms of data protection and security. Why is trust and cyber security so important on this digital transformation journey? How does Microsoft work to ensure that people trust technology?

Microsoft is one of the biggest cloud providers with / data centres available in 140 countries in 50 regions worldwide! Cyber security and privacy is thus fundamental for our company, and Microsoft and other tech companies are the first responders to cyber-attacks on the internet!

To tackle the increasing cyber security threat, Microsoft has more than 3500 security engineers working with cyber security, and invested over 1 billion USD in cybersecurity. Microsoft Threat Intelligence Centre, for example, has streaming data from over 200 cloud services, using machine learning behavioural analysis and forensic technology to create a real-time picture of cyber-attacks and cyber threats to our customers. If the system detects threats, our Cyber Defense Operation Centre is immediately alerted. If the attack persists, we do not only work with the customer to solve the issue, but we also use legal proxies to take down the domain and eradicate the attacker together with our Digital Crime Unit! Tech companies like us have the first responsibility to keep people safe. So onthe 17th of April 2018, Microsoft and 33 other companies signed the Cybersecurity Tech Accord that was strongly promoted by Microsoft. Microsoft, Facebook, and 32 other companies signed last month the Cybersecurity Tech Accord committing us to work together and protect customers around the world.

At Microsoft, we can thus proudly say we are the first line in ensuring digital data protection!

Microsoft is one of the biggest cloud providers
with data centres available in 140 countries and
in 50 regions worldwide ! Cyber security and privacy is thus fundamental
for our company.

Microsoft has been a Premium sponsor of WIL for many years, as part of its strategy to promote diversity and inclusion in the workplace. Do you feel supported as a woman?

Microsoft is probably one of the most inclusive companies that we have in the Europe, and diversity certainly is one of the features that makes Microsoft so unique. To give you an example, I only have female managers! Microsoft is also a very special workplace because one of the company’s mission is to lift its talents and I believe this is the reason why the partnership between WIL and Microsoft is such a profitable one.

In addition, I lead philanthropies work were we have a number of programmes in Microsoft philanthropies that are specifically targetingyoung girls to encourage and inspire them to pursue a career in Computer Science and STEM. It is also meant to tackle the loss of interest that we see girls have after the age of 12. These programmes focus on promoting role models, as we have found out that role models double young girls’ chances of being interested in technology and STEM. In addition, Microsoft periodically holds workshops on the use of technology for young female immigrant’s as readiness to explore careers in Norway.

Microsoft is probably one of the most inclusive companies that we have in Europe, and diversity certainly is one of the features that make Microsoft so unique. To give you an example, I only have female managers!

We at WIL have a tradition, to conclude the interview with a question from Proust’s questionnaire. We have picked the following one for you:

Which living person do you most admire?

If I may, I would like to respond to this question with two answers.

The women I look up to the most are my daily heroes, the professional and hardworking female colleges and managers that work closely with me here at Microsoft, who inspire me every day to grow and learn!

The other figure that has greatly inspired me is Madeleine Albright, the first woman to become the United States Secretary of State (she served from 1997 to 2001 under President Bill Clinton). There is a quote of Albright that I find very witty but also very true: "there is a place in hell for women who don't help other women".

Biography

Graduated lawyer from the University of Oslo with some management courses from the Norwegian Business School and the Norwegian Defense University College. Experienced manager (17 years) and board member (Amcham, SmartCity Bærum and the Norwegian Centre for Information Security).

After graduation she worked 16 years in the police as a prosecutor and manager, 2+ years as the director of the Norwegian Business and Industrial Security Council, and joined Microsoft 3+ years ago as a director for corporate affairs.

Kristine has two daughters ages 11 and 16, and is passionate about sports and politics.

Meet out Talent...Claire Temple Associate Director, Osborne Clarke UK

Thu, 24 May 2018 10:24:04 GMT

Osborne Clarke is a leading international legal practice and proud sponsor of three participants of the 4^th edition of our Women Talent Pool Programme (WTP). WIL had the pleasure to talk to one of them, Claire Temple, Associate Director, Osborne Clarke UK! If you are curious to know more about Claire, the effects of new technology in the world of Law and if she envisions the future of society rather as Star Trek or as Mad Max, read the interview below!

Growing up, did you already know you wanted to become a lawyer? If yes, why? If not, what made you become one?

I was pretty much set on being a lawyer from the age of 14 – which could either be seen as a lack of imagination or a someone who was pretty focused, let's say the latter!

Those that know me will agree that I've always enjoyed speaking up, asking questions and solving problems, even as a child I'd be the one in the playground that was always having a go at dealing with friends’ problems, albeit the problems of a seven year old are a bit different to those of global tech company! I worked out that by being a lawyer, I would have the opportunity to use those skills and try to help people and companies in a similar way.

Later on, I saw an explanation that a lawyer is like a social engineer: they take the rules and laws of society and they shape and work with them to help people achieve the best they can or to alleviate burdens and pressures they might be under. It really caught my imagination in terms of what I wanted to do!

Do you think technology will change the world of lawyers?

Absolutely, technology has profoundly changed the way lawyers work already and will continue to do so. We are already using some relatively advanced technologies in the workplace, that are able to do a lot of the basic tasks we used junior lawyers and paralegals for, such as basic research, document drafting, document review and data analysis. And these technologies are developing really quickly.

Some think that these technologies, such as AI, could take away some of our jobs but in reality, it will enable us to be more strategic in our thinking and in application of our knowledge. This is going to result in a much more interesting proposition for our clients in terms of the services and value we can add.

Some think that these technologies, such as AI,
could take away some of our jobs but in reality,
it will enable us to be more strategic in our thinking
and in application of our knowledge.

As a lawyer you have been working on the regulation of self-driving cars, drones etc. which are incredible opportunities but at the same time they are also challenging from an ethical and practical standpoint. Do you believe the future of society is heading towards a Mad Max or Star Trek scenario?

First things first, I've not really watched either, but on the basis that I think Star Trek is the more positive of the two, and I'd call myself an optimist, I'd say (hope) Star Trek! We're seeing technology developer faster than regulation, and that's led to some problems with previously unanticipated technologies making it to market with very little regulation and causing some issues. But, I think more and more people are actually realizing that there are moral imperatives and ethical issues that must be taken into consideration when designing these new technologies, leading them to almost self-regulate around them. Everyone around their own business is also a consumer – we are all consumers of Instagram, Facebook and Uber… and that is making us think about acceptable application of the technology and technology for good.

This isn't going to ever entirely stop misuse of technology, or situations where things get out of control, but I think that where this does happen, society will call these matters to account and it will be in the minority.

London is Europe's top tech hub; do you think that after the UK’s final departure from the EU it would still be possible for the country to attract investments specifically in the tech sector?

Brexit will definitely impact the UK, but there is still certainly a place for London in the tech environment as a global player. Not only do we have some incredible tech companies and passionate tech minds that hopefully won't be leaving us on Brexit, but we also have a low tech but nevertheless crucial advantage of having English as our main language. It's a first or second language for so many of the major tech countries all over the world, that I hope we can be seen as a bridge into Europe and therefore a sensible place to still invest in tech.

However, it is really important that the UK is proactive in order to remain an attractive place for tech companies to do business and to invest, and the Government needs to take steps to make this the case.

Brexit will definitely impact the UK,
but there is still certainly a place for London in the tech
environment as a global player.

How is it to work in a Legal 500 law firm such as Osborne Clark that, not only supports the WTP Programme, but is also deeply committed in promoting women in the workplace?

Osborne Clarke is definitely a great place for women to work. For example, I have seen my co-workers very much supported during parental leave with coaching, keep in touch days and return to work mentoring. And I see a lot of senior Osborne Clarke lawyers, both men and women, speaking up for women in more junior positions – sponsoring them for more senior and challenging roles.

Osborne Clarke has also really supported me in setting up two female initiatives: Women In Regulatory Law (#WRLaw), a series of networking events with regulators, in-house and private practice lawyers looking at issues in and around regulatory and compliance strategy, initiatives and projects; and the project Women in Tech*, a conversational series where we interview women who are digital and tech experts before an audience.

We are introducing a new tradition at WIL, whereby we ask each one of the interviewees a question from Proust’s Questionnaire:

What is your most marked characteristic and why do you think it has helped you in your career?

It is most definitely, optimism. I am not saying that I am consistently one hundred per cent an optimist, but it's something that seems to come relatively naturally to me and it's helped me make the best of situations.

There are times during your career when you may doubt yourself, I certainly have and anticipate that will always be part of me in some way, shape or form. But in those times, I think my inner-optimism has helped alleviate that doubt by helping me to see the positives that can come from a challenging or difficult situation. I also find that others are more drawn to optimism, which helps build relationships and strong teams, and that generally, an optimistic outlook makes both my life and that of my colleagues and clients more fun!

Being optimistic can seem contrary to being a lawyer, on the assumption that sometimes we have to deliver hard and difficult advice, but there is always an opportunity for a client, even from the most challenging of situations, and optimism helps me find it.

* Please see here for more information on the initiatives.

Biography

Claire is an Associate Director in the Commercial and Regulatory Disputes team. She specialises in advising clients on regulatory risk, compliance and litigation issues and helps lead Osborne Clarke’s product regulation service line, which is recognised in the Legal 500.

Claire has a particular specialism helping clients who deal with products and consumers. Claire works with them to help bring both digital and physical products to market, advising on labelling, packaging, regulatory approvals and engaging with regulators and consumers. She also has significant expertise in coordinating and delivering business critical international regulatory and compliance advice and is used to handling complex multi-jurisdictional projects.

Claire also advises clients when things go wrong – such as dealing with regulatory and compliance issues, crisis management, handling and coordinating regulatory crises, product recalls and product liability matters, managing customer relations and claims and investigating and defending regulatory investigations and prosecutions.

Claire most often works with clients in the Digital Business, Retail, Transport and Automotive and Life Sciences sectors. Claire has a particular interest in cybercrime, drones, telematics, driverless cars, digital and consumer products (including food and drink) and services.

Keeping up with…Kirsten Perzi, Mid-Market Leader (DACH) at Lenovo

Wed, 28 Mar 2018 15:03:23 GMT

Lenovo is one of the biggest market leaders in the IT sector and WIL had a pleasure to talk to Kirsten Perzi, Mid-Market Leader at Lenovo and also our alumna of our Women Talent Pool programme. If you are curious to learn what it takes to become a Market Leader and what sets Lenovo apart from its competitors, read our interview with Kirsten!

Could you tell me a little about your background and how you came to be the Mid-Market Leader (DACH) at Lenovo?

Since I finished my studies, I began working in the IT industry. I joined Lenovo ten years ago and I have had several roles within the company. Roughly three years ago, Lenovo set up a project team to create a business plan and to implement a strategy for mid-market customers. Over roughly two months, the business plans were created and developed, and I was chosen to implement them.

This was a great moment for me as it was a unique chance to create a complete new business like a start-up within Lenovo. This meant a lot of interesting challenges such as participating in the development of the tools which support the sales, hiring 25 people in a very short time frame and being confronted every day by new questions to be solved and answered.

I have been doing this for two and a half years now and it has been very successful execution of the plan as we continue to execute the initial strategy and develop it further.

What skills are necessary to become a successful Market Leader? [e.g. technical skills, time management, leadership]

My responsibilities are to win as many new customers for Lenovo as possible. To achieve this, it is important to always have the big picture in mind, which means that I must balance the day to day business on one hand and the planning for the future on the other hand.

When taking the time to plan and develop, I have to take into account internal and external factors and ensure that we are working efficiently for our growth within the market circumstances, so that we are able to develop and become the choice of the customer.

To sum it up, to become a successful Market Leader, you need analytical skills, creativity, process knowledge, the will to question yourself on what you are doing and how you do it almost every day.

“Most importantly, your team must be motivated, given guidelines, rules and expectations and you must provide a vision of what you want to achieve”.

You have participated in the 3rd edition of WIL’s Women Talent Pool Programme, which has recently ended. What are your takeaways and which advice would you give to the participants of the 4^th edition? [there will be 8 Lenovo participants to the 4^th edition]

Being part of the programme was really enjoyable and provided me the opportunity to meet many women from not only the IT industry but from all backgrounds. Aside from the personal meetings, I really enjoyed the Webinars as they were a great opportunity for me to learn.

What I liked beyond the personal meetings were the Webinars which were a great opportunity to learn new things – sometimes things you thought you would not need to learn (“Stories that get you hired”).

Overall, the events created a new view on myself and my career. Before I participated, I was convinced that being a woman did not hold me back in my career but from the programme more and more I have noticed some small examples which were interesting, this insight was very important for me.
Bringing this back to one key moment, during a speech in Brussels, it was said ‘get out of your comfort zone and push your potential’.

“Something I have as a takeaway is that I can step out of my comfort zone and don’t have to wait for someone to ask me to”.

Coming back to your position as Mid-Market Leader, is technology creating more opportunities for the modern Marketers?

Definitely yes, even within my team this is clear. My team establishes a relation to the customer and as soon as there is a quote needed we work together with business partners, this interaction today is 100% digital in terms of creating quotes and contracts.

This for us has a huge impact as we are now able to talk more customers in more or less the same time and as a result we do sell more. As well, the marketing team implemented the Lead Nurturing Process, where potentially interested customers are digitally developed over time. This is something you had to do manually or on your own previously. However, today you are supported by technology which is really helping us to be more effective.

In this ever-challenging PC industry, what sets Lenovo apart from its competitors and which strategies does Lenovo adopt to gain competitive advantage?

I have been working in companies where every three to six months you have another strategy. This is not the case at Lenovo, as the strategy here is long term orientated and of course it is adapted over time. In practice, this means that business today is our core and we are already working on the business opportunities of tomorrow through a strategic long-term vision. In addition of PC and smart devices which is our core business, we expand now our activities in data center and mobile business following the acquisition a few years ago of IBM X86 servers and Motorola as well as more futuristic areas like augmented reality, virtual reality or artificial intelligence.

Within our culture called” the Lenovo Way” which defines common values, business practices and way of working, we value diversity and respect the differences of nationalities, profile, background, and gender! Thanks to our origin, we consider diversity as the DNA of the company with a specific focus on customer and innovation combined with a commitment to environmental and social responsibility. For instance there are of many different nationalities in the senior management as a further demonstration of uniqueness, unusual for a company like Lenovo, and shows the strong belief that diversity and in particular gender diversity is a big differentiator – like the company’s slogan, ‘different is better’.

Keeping up with ... Dr. Elena Mammi, Electrical Engineer and Researcher at Fondazione Ugo Bordoni

Wed, 28 Feb 2018 12:57:43 GMT

Technology is one of the most developed areas nowadays. However, still a small percentage of women consider technology and engineering for future employment. In this interview, our WTP Alumni Dr. Elena Mammi, Electrical Engineer and Researcher at Fondazione Ugo Bordoni, tells us more about her background and makes a case why the tech industry needs more woman and what should be done to achieve it.

You received a Masters degree in Electronic Engineering at the University of Roma Tre, where you later continued your PhD studies. Where did your interest in technology come from, and what led you down that academic path?

My interest in technology comes from my interest in scientific subjects. The curiosity for new technologies is a direct consequence.

I inherited the passion for scientific subjects from my father, who was an exceptional professor in Mathematics. He was able to make me appreciate Mathematics through play.

Then I did the research thesis in Finland and I realised that I wanted to continue on that path. The PHD program required me to develop new ideas using methods of study acquired during the degree Therefore I understood that I was interested in imagining new scenarios, experimenting and continuing to study.

What do you enjoy most about your current job as a Researcher?

The possibility to do research is a privilege, but at the same time it is a very complex job. A researcher has the opportunity to work on stuff that not exist yet. Every researcher can choose between basic research and applied research, but in both of case the researcher has to bring out new ideas, new algorithms and new solutions. This is the part of my job that I love more.

“The part of my job that I love more is to bring out new ideas, new algorithms and new solutions.”

You have been working in the field for over 7 years. How has Internet access changed and evolved in that time?

Internet continuously evolves. The network that provides Internet develops and changes the way in which the users enjoy access to the Internet. We moved from simple chat to social networks, from the use of browsers to the use of applications, and from the use of Internet at home to the use of Internet everywhere.

In these years, the use of Internet has become more simple and engaging. It has become integral part of our lives. Through the use of mobile devices, we are always connected. Ten years ago in Italy, there was a boom of the subscriptions on Facebook. This type of social network changed the communication and the participation at community.

Everyone wants to be always connected and wants to have an always adequate Quality of Experience; for this reason those who works on network have more and more work to do. Then with the 5G network, the network of networks, access to the Internet will change again, the quality of services will improve, new services will arise and our lives will change another time.

Why does Tech Industry need more women and how could the industry be more inclusive for them?

Women use technology as much as men, so they are excellent users. Technology industry is driven by the market, so it is motivated to create technology instruments for female users.

However the aspect in which we should not fall behind is the design and creation of technology by women who bring a different point of view and this would lead to new ideas and therefore potentially to expanding the market. Then in my opinion, the technology industry should be hunting for women who work in the design and in management roles.

“We need to start bringing girls closer to the science in the family and at school, and the change at Tech Industry level will come as consequence.”

However, there are still few women with a science degree and even fewer women who have the chance to make a career in a world of men. Until there is a reverse trend, the technology industry will continue to have a male imprinting and continue to attract few women.

We need to start bringing girls closer to the science in the family and at school, and the change at Tech Industry level will come as a consequence. Certainly, politics should support mothers to reintegrate into work, which is a complicate step in the technology industry.

What are the factors influencing girls career choices in STEM ( science, technology, engineering, and mathematics) and what do you think could be done differently? Who was your role model when you were a child and what were your favourite toys you played with?

I believe that the hinders in itself comes from families. It is essential for children to approach the numbers through games. If the mathematics subject is not approached in the right way, it will become very difficult. When I was a child, I played with the “Lego”, and with the mathematical riddles.

Recently, I read about a study that show that playing with constructions helps children in the learning of scientific subjects when they grow up. As a child, I wanted to became a scientific and even now I like to play at the “little chemist” with my nephews.

The family should propose to girls not only dolls, pots and pans, but also scientific based games; then the girls will choose naturally what is better for them.

Of course I also had fantastic teachers in physics and mathematics, who have continued the work started by my family. School is very important, we have to believe and invest in the education system.

As an active Alumni of our Women Talent Pool programme, you have recently participated in WIL’s local event in Rome. What is your take on what it takes to be a good leader in your industry and how does the participation in women’s network help you with that?

In my field, there are a lot of well skilled engineers. Then it is not enough to be well skilled to be a good leader, it is also necessary that others see you as a competent person with a lot of charisma, self-control, and with a long-term vision.

“I really enjoyed the programme because it has given to me the instruments to work on myself and on my career.”

Sometimes to have a label is enough to be a boss, but to be a leader you need to be recognised as such by others. In a male world, it is not natural to see a woman as a leader, because the leaders are historically men. So the characteristics of a leader are usually the characteristics of a man.

A women’s network allows both to meet women who are leaders in their field and also to compare themselves with other women who try to become good leaders. This comparison helps to improve.

In my opinion, a woman does not become a leader by copying male leaders, but using qualities of her female vision. For these reasons, I really enjoyed the Talent programme because it has given to me the instruments to work on myself and on my career.

Keeping up with...Debbie Marks, General Counsel for Global Brand Affairs at Orange UK

Wed, 24 Jan 2018 14:24:06 GMT

Who is the face behind managing and protecting intellectual property rights of Orange? Meet Debbie Marks, General Counsel for Global Brand Affairs at Orange and participant in the 3^rd edition of our Women Talent Pool programme, who has worked in this company for more than fifteen years.

What makes the Orange group so attractive? Why does Debbie prefer working as an in-house lawyer? What would she be if not a lawyer? Find the answers in our interview!

Could you tell us a little about your background?

I studied law at University and Law School in London and I started my career with a City Law firm, specialising in intellectual property and commercial litigation, where I worked mainly for brand and patent owners, and advertising and marketing clients.

As I always saw my future as an in-house counsel, I joined Orange when the opportunity arose, which was not long after France Télécom acquired Orange.

How would you describe your work as an in-house counsel and how is it different from working as a private lawyer?

Both in-house counsel and private practice lawyers focus on giving sensible, commercial legal advice. However, as an in-house lawyer, your advice and decisions are rarely based just on legal considerations, but are based on a combination of legal expertise and business and commercial judgment.

As an in-house lawyer, in order to be able to advise the business effectively, you need to learn as much as you can about the business in which you work, not just in terms of its commercial and operational activity, but also any industry-specific concepts and language. For example, for my role, it is important to understand the work of other experts in the brand, marketing, M&A, finance and tax departments.

‘As an in-house lawyer, in order to be able to advise the business effectively, you need to learn as much as you can about the business in which you work – both its commercial and operational activity, and industry-specific concepts and language.’

Also, as an in-house lawyer, you are part of the business and not just an advisor to the business, which, I believe, makes you more personally invested in its continued success.

As General Counsel for Global Brand Affairs for one of the leading multinational telecommunications corporations, what are the specific issues you have to deal with and the challenges you have to address?

My role involves the legal protection and licensing of the Orange brand. We have an extensive global trademark and domain name portfolio, so managing, protecting and defending those intellectual property rights represents a significant part of our work. As Orange expands into new business areas and new territories, our department needs to make sure that it has all the necessary rights in place. We are responsible for the legal framework for international brand licensing activity and support the Global Brand team with re-branding projects. In the last two years, we have had Orange brand launches in Egypt, Belgium, Morocco, Democratic Republic of Congo, Burkina Faso, Liberia, and Sierra Leone, and last year, Orange Bank was launched in France.

I think that the biggest challenge that we face in brand protection is the huge expansion in the use of social media and apps in recent years, which brings exciting opportunities for brands to communicate and engage with their customers, but also carries risks for organisations and brands, in the form of new and different types of brand infringements, such as Twitter handles, App infringements and increased phishing and cyber-attacks.

You have joined Orange more than 15 years ago, while many people were and are still knocking on the company’s door. What makes it so attractive and how does it foster motivation and purpose and among its workforce?

I think that Orange’s appeal lies in the fact that the telecommunications sector is such a fast-moving industry and Orange has been in the forefront of many of these developments, as well as extending into new business activities, such as healthcare, mobile banking, cloud services and cybersecurity.

Orange also supports employee development and mobility, allowing people, including myself, to find and take on new challenges, while staying within the Group. For me, this has meant that I am also now a member of the UK Management Team, I have taken responsibility for UK corporate legal affairs and I am the UK Compliance Officer (op.ed. In 2014, Debbie received an Award for Compliance Officer of the Year. )

'Orange has been at the forefront of many of these developments and has extended into new business activities, such as healthcare, mobile banking, cloud services and cybersecurity.'

You have participated in our 3^rd edition of WIL’s Women Talent Pool Programme, which has recently ended. What are your takeaways and in what way it has benefited you?

I have really enjoyed being part of the programme, and meeting women from different companies and industries, as well as participants from Orange who work in different lines of businesses and different countries, whom I had not met before.

For me, a key takeaway is the importance of continuing to build and develop professional networks and relationships – when you are busy with work, it is easy to miss opportunities to do this. Another takeaway is how valuable it is to have the benefit of mentoring and support, not just in the early stages of a career, but at every stage.

'It is extremely valuable to have the opportunity of mentoring and support, not just in the early stages of a career, but at every stage.'

As a part of the programme, I attended the EU Breakfast Debate with Michel Barnier, EU Chief Negotiator for Brexit. Events like this one are hugely beneficial because they provide a valuable forum for discussions of issues, like Brexit, which has business, political and personal implications for many of us.

If not a lawyer, what would you be?

(Laughter) That is not an easy question to answer, having been a lawyer for so long. As I have always loved reading, I would probably have enjoyed working in the publishing industry.

Keeping up with...Marie-Hélène Briens Ware, Director of Program Office for the Enterprise Line of Business at Orange

Thu, 21 Dec 2017 12:01:07 GMT

“The participation in WIL’s leadership programme helped me to better understand myself and to progress in my career.“ Marie-Hélène Briens Ware is definitely the kind of emerging leader who walks the talk: one of the most active alumni of our network, she has reached a leading position as Director of Program Office for the Enterprise Line of Business, at Orange, only a few years after participating to the 1st edition of WIL’s Women Talent Pool programme (WTP).

In this interview, read about what Marie-Hélène has learned over 15 years in Telecommunication sector and what her thoughts are on the challenges this sector is facing today!

Throughout your career, you worked in various positions in R&D and sales and you are currently the Director of Programme Office for the Enterprise Line of Business. Could you please describe briefly your current position and what you like about it?

Orange is a worldwide telecom company and the entity I work for is in charge of supporting B2B activities across the Orange Group. Our enterprise customers are businesses of all sizes, people that work from home, small to medium enterprises or multinational companies. We support all the Orange countries in all activities related to B2B: sales, marketing, customer service… We do this by bringing very specific expertise, and we act like internal consultants. Thanks to our close relationship with all Orange countries, we are the ambassadors of B2B at Orange corporate level.

Within the Enterprise Line of Business, I am in charge of the Program Office, which is a team responsible for various support functions: communications to raise B2B awareness towards major stakeholders, digitalization, knowledge management, etc. The latter is an important part of our work, as we receive a lot of knowledge from Group projects in all different countries, which then needs to be shared and made accessible in a meaningful and efficient way, so that we can capitalize on all our projects.

We also provide support for the governance of B2B in the Group. My role is to make sure that we bring added value to the Group and what I really like about it, is that it is a very transversal role offering a comprehensive view on business. I also like the challenge of advising the members of the executive committee, who turn to us for advice on best B2B strategy for which clear position and recommendations are needed.

With an academic background in Telecommunications and over 15 years of experience at Orange, what do you appreciate the most about this sector and the company?

What I really like about the telecom industry is that it really affects people’s lives. We are part of a revolution that is unfolding and is far from being over; I’m thinking of how 5G is going to be yet another stage of this revolution. The way we work has changed so much: just 15 years ago, there were hardly any mobile phones, emails, video conferencing or knowledge sharing. I find this thrilling and it is also the reason why I have joined this sector in the first place.

In addition, I also appreciate the responsibility that comes with the work we do, such as the technological solutions we push for, or how we handle the personal data of our customers.

'What I really like about the telecom industry is that it really affects people’s lives. We are part of a revolution that is unfolding and is far from being over.'

From a technological point of view, what are some of the biggest challenges that the marketing teams faces today?

At Orange, we have a responsibility towards our customers to offer fast evolving products and services. The behavior of customers has changed in the way they use mobile phones, watch TV or work collaboratively, which means that marketing needs to embrace new technologies and make sense of them for our customers. Cyberdefense is a good case in point: the way and number of times enterprises were hacked a few years ago is very different from how they are hacked today. Therefore, we always need to be up-to-date with the latest solutions, which I think is the biggest challenge for marketing teams!

'Marketing needs to embrace new technologies and make sense of them for our customers.'

Last week, One Planet Summit took place on the anniversary of the adoption of the Paris Agreement. How important are climate/green initiatives for company’s marketing strategies and market success?

Just a few years ago, green solutions were not part of the mindset, but I think this is changing really fast and climate initiatives in marketing strategies are growing in importance.

'It has become mandatory to demonstrate to big customers in particular, that Orange cares about the environment and that it complies with certain standards.'

It has indeed become mandatory to demonstrate customers, big ones in particular, that Orange cares about the environment and that it complies with certain standards. It is thus important for us as a Group to take part in making our products and behavior as green as possible.

In 2012, you have participated in the 1^st edition of WIL’s WTP Programme and only a few years later, you have reached a leading position. Could you share with us how it has benefited you and what advice would you give to other participants?

When I joined the WTP programme, I was curious but, as an independent thinker, I never thought being a woman could ever hinder my career. However, by discussing and reflecting with other participants, I have come to realize that there was a behavior that was holding me back in my career: the reluctance to put myself forward, and to have to promote myself in certain situations. This was a really good eye-opener and it helped me to better understand myself and also to progress in my career.

'The participation in the WTP programme was a really good eye-opener and it helped me to understand myself and also to progress in my career. '

The WTP programme also gives an opportunity to network with other professional senior-level women and shows how important and beneficial it is to genuinely share experiences and discuss all topics that we do not talk about at our workplace. I strongly encourage new participants to take advantage of this opportunity. It is a safe space to share and learn from others and oneself.

You have attended our recent EU Breakfast Debate with EU Commissioner Margrethe Vestager. What were your key takeaways from the event? Are you planning on reading the book suggested by the Commissioner - Mary Beard: Women & Power?

I have already bought the book! I am pleased to have been able to listen to the EU Commissioner Vestager at WIL’s recent event. She is an impressive leader who has achieved great results in her fight against illegal State aid.

I believe that she embodies exactly the kind of leadership Europe needs today. EU Commissioners should exercise their power to make sense of Europe as a community of countries that stand firm against policies and political choices that are in not in our common interest, such as the fight against tax loopholes. The work the Commissioner Vestager does is a very good example of why the European Union was created for in the first place : to benefit Europeans.

Keeping up with... Myriam El Ouni, Global Account Manager at LinkedIn

Wed, 29 Nov 2017 10:23:10 GMT

Now Global Account Manager at LinkedIn, the web’s largest network of professionals, Myriam El Ouni first served as Platform Sales Executive at Salesforce and as Account Manager both for private and public sector at Microsoft in France and in the UK. Since her participation to the first edition of our Women Talent Pool program in 2012, Myriam thus continued on her way to become, in her own words, a “digital fashionista” and “growth hacker”. As a passionate person who loves to share, Myriam welcomed us at the offices of LinkedIn in Paris, the perfect place to interview a digital expert!

You have been a Global Account Manager of LinkedIn for eight months, helping Global Accounts to become connected enterprises. What is your role exactly about and which success factors do you see as essential?

Our Global Account team helps global organizations in France grow by transforming their human resources’ organizations to better meet the new talent expectations and recruitment goals. After transforming customers’ journey, the way digital has transformed the people, now brings companies to rethink the way they interact with their people, from Talent to Employees.

The challenge, which global organizations are facing today, is mainly about identifying and attracting the right talents for the roles they provide today and will have to fulfill tomorrow.

LinkedIn empowers them with intelligent data to overcome this challenge and become pioneer of the digital HR. We help organizations to become data-driven in the way they identify, attract and retains talents.

The first success factor is the ability to listen and understand your customers’ challenges and priorities in this changing environment. The second factor is compassion: understanding where customers stand in their journey to digital. Transformation is a journey and it is key that customers can successfully go through it while remaining true to their values and culture. The third success factor is teamwork, and being able to leverage every talent of the team. We are now a global team of talented people, who by working together are able to empower our customers to achieve more.

You describe yourself as “customers obsessed”: in an ever-changing digital environment, how do you keep your brand and services agile and what is the key to bringing satisfaction to your customers?

Being customers obsessed to me means first being passionate by getting to know my customers from headquarters to the field in the various countries they are implemented. Then it consists of imagining that you are the customer and thinking about the kind of experience and solution you would expect LinkedIn and your partners to deliver. It all comes down to integrity. Treat your customers as you would like to be treated: with trust, fairness and empathy.

“My golden rule: being customers obsessed and deliver excellence! Become a trusted partner who serves with integrity and empathy”

Why haven't any companies been able to challenge LinkedIn so far and where do you see it heading in 5 years? Any new services for enterprises coming up?

On LinkedIn, people spend only 30% of their time trying to find a job, while 70% of the time they want to consume its valuable content. LinkedIn is the one and only professional network that is offering its 530 million plus members the ability to connect with other professionals and companies as well as sharing content and accessing learning opportunities to grow in a professional way and then finding the next step in their career. LinkedIn is building a digital map to empower the 3 billion workforces to successfully thrive in their career. This goes far above and beyond finding a job.

“LinkedIn is the one and only professional network that is offering its members the ability to connect with other professionals and companies, as well as sharing content and accessing learning opportunities ”

I see a bright future for LinkedIn, and I do believe that being part of Microsoft will allow us to even go a step further by allowing our members and every company to truly leverage the latest technologies from AI, to blockchain and quatum computing.

Do you have an insight of the number of people that have found their job through LinkedIn?

With 530M members, 18M companies and 11M job posted, I believe everyone will find their next dream opportunity through LinkedIn. From finding inspiration on where they want to go next through articles and posts to applying to a job, LinkedIn is providing on a daily basis to millions of people their next career move within a click.

What are your tips and tricks to create a powerful LinkedIn Profile and make the difference?

Your profile should reflect who you are and be the most accurate possible. First, you should have an up to date professional picture that embodies who you are in your daily work environment. Then I would recommend a good description of your missions and values as a professional in the description part just below your picture, and then, on the job experience part, I suggest you mention for whom you have worked, how long, and what you have achieved. You should also connect with the right people. Finally, as LinkedIn is not only a job board, you should be active in terms of articles that you share, posts that you like, or comments that will help you being seen as a knowledgeable expert in your field of expertise rather than just having a resume on LinkedIn.

Representing only 30% of the seven million people working in the ICT European sector, women are clearly underrepresented, especially in leadership positions. To face this considerable gender gap in the ICT sector, has LinkedIn any particular best practices that you can share and how do you personally try to act on this (at LinkedIn and in general)?

LinkedIn is very engaged in any type of diversity, gender being one, and we have a network dedicated to help women progressing in their career inside the company.

In order to promote gender diversity, first it is important not to keep it as a women’s topic. In many companies, gender diversity is led by and for women, but since 70% in the ICT world are still men, we should onboard men in every gender diversity initiative, train men managers to know how to attract, identify, develop and retain women inside their teams, and we should give them a voice on how they could help us on how to reduce this gap. Second, women are their own worst enemies because we are too shy to be successful at work: we also need to empower women to increase their self-confidence and be convinced that they have everything to become a successful leader. Third, without having regulation and flexible working conditions, we will not reduce the gap completely.

“The right question to ask in the time of digital transition is how do we leverage the technology to empower more women to sit at the table?

I believe that the right question to ask ourselves in the time of digital transition is not so much how to ensure the life-work balance of women, because today technology allows us to work from everywhere and at any time, but instead, how do we leverage the digital technology to empower more women to sit at the table.

We read that LinkedIn CEO, Jeff Weiner, always asks the following question to job candidates: “What is your dream job?” and “Looking back on your career, what do you want to say you accomplished?” Pretend you are being interviewed by him. What would be your answers?

My dream job is to manage a company with a social and societal responsibility in digital transformation. Accompanying a business and a team to first transform themselves to then be able to impact positively the market, the society and its people. I do believe we are at the very beginning only of all the transformations digital will bring. I am willing ever since I have joined Microsoft 12 years ago, to one day lead a company that will empower people to be successful throughout their digital journey.

The best thing I have accomplished in my career so far is first to learn from my mentors and the leaders I am inspired by, and to build with my customers long-term trusted relationship. With time and passionate work, I have become a trusted advisor of customers transformation. And their own success is my best reward.

Keeping up with...Beatriz San Pedro Jimenez, Customer Experience and Process Transformation leader at Orange

Wed, 29 Nov 2017 10:13:37 GMT

The digital age has transformed the way we shop and share our experiences. Today, customers are driving the buying process using websites, blogs, and social media platforms. We have endless options and low prices are not enough to persuade us. According to Deloitte, 62% of companies view customer experience delivered by the contact centers as a competitive differentiator.

The WIL had the chance to discuss this issue with Beatriz San Pedro Jimenez, a Customer Experience and Process Transformation Leader at Orange Spain, and a participant in our Women Talent Pool programme. In this interview, Beatriz shares her thoughts and expertise in the field and reveals to us some of the key ingredients of a great customer experience recipe!

Can you tell us more about yourself and how did you come to focus your career on the customer experience?

I have been working for Orange since 2005 and for the last 6 years, I have been holding several positions focused on customer experience. My first years at Orange were oriented to technical areas and after an MBA, I decided to move to marketing where I discovered my interest for knowing more about the customer, his motivations, and his experiences when getting in contact with Orange. Since then, it has become my passion and during these past years, I have acquired quite a good understanding of how our products, services, and technologies are perceived by the customer.

“Company´s secret ingredient for success is to place the customer experience at the center of its strategy.

What would be the three main components of a great customer experience and could you reveal us the company’s secret ingredient for success?

The first thing would be to place the customer at the center of the product design. A key element during this stage is to take into account customer feedback as it helps to prioritize functionalities and to create a product/ service adapted to his needs. This means more satisfaction for the customer and thus more engagement and recommendation.

Second is to be proactive towards the customer, anticipating the needs he may have at a given moment and proposing personalized products/services and effective solutions.

Thirdly - Simplicity in terms of products and usage. On one hand, customers demand to buy simple offers easy to understand and to get installed and ready to use as soon as possible. On the other hand, customers expect to carry out any kind of interactions from their mobile such as purchase, renewal of mobile phone, change plan, bill consumption… through a fast, easy and useful experience.

As for the company´s secret ingredient for success, I would say it is to place customer experience at the center of the strategy of the company. This shows the priority is clear so the whole organization is engaged and moves towards the same objective. It is the case at Orange where customer experience is the main priority with an ambitious Customer Experience Program at a Group level.

“Negative experiences are unique opportunities for companies to change them into memorable moments, increasing customer satisfaction and recommendation.”

What is your most memorable experience as a customer?

I have lived both positive and negative moments as a customer. To give an example, I had recently lived a negative experience purchasing at an online store for natural products. The package arrived with some products damaged due to the impact during delivery. I went to the sellers’ website to report the issue sending some pictures as requested. In less than 48h, I received the confirmation that the products were going to be sent again. My issue was dealt 100% online and fast. Simple, efficient and trustable.

Customer appreciates agility, especially when a negative experience occurs. These moments are unique opportunities for companies to change negative experiences into memorable moments, increasing customer satisfaction and recommendation.

As the leader of Customer Experience and Process Transformation, you are right on trend when it comes to digital transformation, which is a big topic today. How will the “Big Data” and “Customer Analytics” impact customer sales processes and what is their added value in the management of customer relations?

Indeed, Big Data is a big topic today and it is playing an increasing role for companies that want to keep on the successful path in the coming years. To collect, analyze and understand customer data is extremely important but the great challenge is to make the most of this data in order create added value for the customer. This means that learning how to use customer data will have a big impact on customer sales processes as it will improve segmentation and the possibility to offer personalized products and services based on their usages and preferences.

“Advanced analytics will reveal what is working and what needs to be fixed in terms of the customer journey and user experience, which will have a positive impact on our customer relationship.”

Besides, understanding customer insights through advanced analytics will reveal what is working and what needs to be fixed in terms of the customer journey and user experience.

This will have a positive impact on our customer relationship and we will be able to anticipate issues before they start or to respond to them more rapidly.

You have moved from Madrid to Paris, where you worked for Orange for five years, and then back to Madrid. I guess you might have needed to get a mobile phone for yourself – how did you perceive the differences in customer experiences, if any? And what about between the two working environments? How valuable was this international experience for your professional career?

I have always enjoyed working in international environments and it has been extremely valuable for my professional career. In Paris, I worked at Orange Group in Customer Experience Department, so I had the opportunity to build an international network and to work hand in hand with other European countries sharing best practices. As for customer experience, I have experienced similar customer issues in both countries when dealing with mobile or broadband services. However, I perceived some differences in customers’ behaviors and interests, so the offers are adapted accordingly.

I find myself conformable in both working environments. Respect and flexibility are key elements to adapt yourself, as the main divergences are more related to cultural aspects.

You were a very active participant of WIL’s 3rd edition of Woman Talent Pool programme. What are your impressions from this 18-month experience, what did you learn?

WIL WTP programme has given me the opportunity to meet international senior women leaders from public and private sectors and to learn from their experiences. To be part of this community has been a big source of motivation and inspiration for me.

“There is no single path to success and each of us has to define their own and be comfortable with it.”

I have appreciated the conferences and debates with great speakers and the seminars have helped me to improve my leadership, to think out of the box and to grow in confidence, in order to face new professional challenges. I have understood that there is no single path to success and each of us has to define their own and be comfortable with it.

In one of the women talent meetings, we received a copy of Dr. Carol Dweck bestseller, “Mindset: changing the way you think to fulfill your potential” greatly introduced by Elena Bonfiglioli, Senior Director Health and Life Sciences , EMEA, Microsoft. This book has been a big discovery and extremely inspiring for me as it draws your attention to the power of the mindset on how to succeed. I have understood the need to adopt a growth mindset approach free of fixed patterns and negative beliefs as a way to reach both personal and professional goals.

Keeping up with... Racha Abu El Ata, Health Industry Sales Director at Microsoft, France

Wed, 25 Oct 2017 13:55:55 GMT

Artificial Intelligence and Cloud computing - What do they have in common with the Healthcare? The WIL had a fruitful discussion on this topic with Racha Abu El Ata, who, only a few years after participating in the first edition of our Women Talent Pool programme (WTP) in 2012, has recently been promoted as Health Industry Sales Director at Microsoft. Racha has been with the IT company for more than 15 years and is passionate about innovation, predictive analytics, and data science. If you are skeptical about artificial intelligence or would like to learn how it can act as an enabler for changes in medicine and healthcare, take 5 minutes and read our interview with her!

After 15 years at Microsoft, you have recently been promoted to a Health Industry Sales Director. How will technology transform healthcare and where are companies like Microsoft focusing?

Healthcare is an important industry to be transformed in France and other developed countries in the next few years, as the costs for healthcare spending, fueled by the aging population and chronic diseases, are projected to rise from currently 12% of GDP to nearly 18% of GDP in the next 10 years. There is thus a good opportunity to change the industry and technology is at the heart of this transformation.

Microsoft has also gone through a reorganization in the beginning of last year and has decided to focus on the following priorities: manufacturing, financial services, retail, education, government, and health being one of them. In order to assist the healthcare transformation, Microsoft is building specific offers and solutions such as engaging patients and empowering care teams.

“The costs for healthcare spending, fueled by the aging population and chronic diseases, are projected to rise from currently 12% of GDP to nearly 18% of GDP in the next 10 years.”

What is the most exciting development that you are seeing within the field of e-health solutions at Microsoft?

The mathematical algorithm to analyze the health data and the power of cloud computing to simplify the analysis and make it faster. Without the algorithm and cloud services, we could still perform the analysis, but that would be very costly and would take an unimaginable amount of time.

In particular, what role does artificial intelligence (AI) play in health sector today? Leading thinkers have attacked the concept—such as Stephen Hawking who voiced his concern. Do you think we should be scared of Dr. Terminator and why ?

Artificial intelligence (AI) enables society to have a good understanding and analysis of what has happened in the past and what may happen in the future. To give an example, currently, a patient receives a treatment and is sent home with no further analysis if the treatment he has received was the right one. Technology can help us customize the treatment with the patients’ data such as age and lifestyle, which can be analyzed in a short period of time (see the previous question).

The above example shows that if we anticipate and prepare for the change, AI can be an opportunity for the society as a whole. It is true that AI and improved automation will disrupt the job market and will indeed contribute to a job loss, but it will, at the same time, create job opportunities that never existed before, such as data scientists.

Education thus plays an important role in anticipating and addressing these changes, therefore governments and educational institutions should work hand in hand with industrial leaders such as Microsoft and others to train the next generation(s) and prepare them for the future employment market.

“Technology can help us customize the treatment with the patients’ data such as age and lifestyle.”

You have joined Microsoft in 2002, while many people were and are still knocking on the company’s door. What makes it so attractive and how does it foster innovative and creative thinking among its workforce?

Microsoft is a very emphatic company and while it is very demanding it is also extremely rewarding. There is a possibility for an employee to stay with the company until his/her retirement while taking up diverse roles. I have changed six roles since I have joined the company, but I have the feeling that I worked for several companies and on many different topics.

I also truly appreciate the fact that our top management is constantly questioning its model, innovation, and organization. As said previously, we went recently through a significant reorganization into six vertical industries, which shows that management is not afraid of changes and this gives me confidence for the future.

Microsoft is playing a big role in society and citizenship, which is of great importance to me, as I could not work for a company that would not care about making the world better place.

In 2012, you have participated in the 1^st edition of our Woman Talent Pool Programme and only a few years later, you have reached a leading position. Could you share with us how the Programme has benefited you and what advice would you give to other participants?

The participation in the Programme gave me an opportunity to network, travel, meet leaders and learn from them. The example of leaders as role models is important for young women, so they can witness the possibility of having a leadership position beside a balanced personal and professional life.

“I have particularly enjoyed the training session about the “Good Girl Syndrome”, which made me aware that men are not the only one responsible for the lack of diversity and inclusion.”

I have particularly enjoyed the training session about the “Good Girl Syndrome”, which made me aware that women often have fears about promoting themselves and do not seek for a promotion, because they think, that as long as they accomplish the necessary requirements, the opportunities will come along. For example, if they receive an opportunity for another job, they express doubts about themselves, even if they have 85% of all necessary competencies and skills.

This training was extremely insightful as it changed my perspective and helped me to say that “I can do it” and that I have the right to ask for something. Moreover, it helped me in my management and leadership position towards others. I am now coaching other young women in Microsoft and I always try to make them aware and change these behavioral patterns.

Keeping up with... Chloe Jones, EMEA Brand Advocacy Manager at Lenovo (UK)

Fri, 20 Oct 2017 09:53:00 GMT

Beyond our members and the participants to our Women Talent Pool programme, other great women are doing a fantastic work. At only 28, the brilliant Chloe Jones, EMEA Brand Advocacy Manager at Lenovo (UK), has already made her mark. Chloe is the finalist of the PCR Women of the Year 2015, an award recognizing the contribution of women in the UK PC & Technology industry. A “writer, creator and thinker”, in her own words, Chloe is also particularly active on social networks where she shares her views on a wide range of interests such as environment, education and equality.

A great support of WIL, Chloe participated to our annual gathering in London on May 15th and 16h 2017, where we had the chance to meet her and learn about her already impressive credentials.

Want to know where Chloe gets her inspiration from and how she uses it as Brand Advocacy Manager? Read our interview!

You graduated in English literature and drama and describe yourself as a “writer”. What prompted you to then specialize in marketing? How does your literary background help you in your current position?

The skills that I had developed during my degree like self-presentation, analytics, creativity and writing really lend themselves to the world of marketing. I was keen to further these skills and use my creativity and my passion for people to create connections between a brand and consumers and really understand what makes people engage and react.

Relationships with our “super fans” are important for improving customer loyalty, which helps add muscle to our brand’s customer acquisition and retention efforts.

I started at Lenovo by managing and writing the EMEA email marketing campaigns and was recognized for my abilities to write engaging copy. This was a fantastic starting block from which to learn about the different audiences around Europe and how to engage with them. At the same time, our Vice President of Marketing was looking for new ways for Lenovo to have one to one relationships with our customers, and that led me to launching our first brand advocacy program, designed to create meaningful relationships with our brand’s “super fans”. These relationships are important for improving customer loyalty, which helps add muscle to our brand’s customer acquisition and retention efforts.

Is there any English author that you particularly appreciate or that you consider to be a great inspiration?

There are a lot of remarkable English authors. I could list some classic inspirations, such as William Shakespeare, Jane Austen, J.R.R. Tolkien and Virginia Woolf. A modern day role-model has to be J.K. Rowling : she has inspired a whole generation to love reading and has written strong and independent female characters in her books. She embodies that having both passion and an idea can transform your life. Currently, I am reading ’Swing Time’ by Zadie Smith, she’s an amazing inspiration, who won prizes for her first book at just 25 years old. She writes beautifully and comes across as a very well-grounded woman. For example, she has no social media accounts because as she says, it gives her “the right to be wrong.”

For more than two years, you have been the owner of Lenovo EMEA’s first Brand Advocacy Program, an online community aiming at turning customers into brand advocates. Why do brands need advocacy programmes?

In a really crowded market like technology, where companies are producing similar products, brands and relationships are keys to ensuring we can move beyond a one-time purchase. Social brand advocates are incredibly influential. As brands like Lenovo seek to reach new and wider audiences it’s imperative they engage their advocates and nurture those relationships. Brand advocates add a depth to brand marketing; due to their loyalty and their satisfaction in a brand they go deeper with their networks to share their positive brand experience. This helps to create and increase brand awareness.

Sometimes, a positive experience with a brand can simply be a successful customer service experience. Going a step further, dedicated advocacy programs help build trust and loyalty, foster valuable relationships and develop online and offline engagement. Providing this positive brand experience, in any capacity, is essential for brands who want to be customer centric.

What makes a good advocacy programme? Could you tell us more about the actions you are implementing?

There are two key points for a good advocacy program : first, a good advocacy program should empower the customer by being a dialogue between a brand and its advocates. Secondly, advocacy starts inside the company. Thus brands who want to make a significant impact should have employee advocacy programs as well as super fan programs.

A good advocacy program should empower the customer by being a dialogue between a brand and its advocates.

Bringing the brand story to life in a relevant and meaningful way is important to do both online and offline. I run hosted programs for top advocates and influencers at European trade shows to give them ‘insider’ experiences with our brand and products. These face to face interactions and experiential activities really help to foster lasting relationships and they complement our efforts to create online social engagement. Giving our fans these experiences also shows them how we value them and how we want to have their feedback so we can improve what we do and how we do it.

Steve Jobs had predicted a post-PC era due to the rise of smartphones and tablets and it’s true that the PC market has been going through a few years of declining sales. Where do you see it heading over the next few years?

Tablets haven’t really evolved since they first hit the market, but consumers want more and more from them, but the form factor doesn’t always support. There are more and more apps developed to support productivity, but the form factor of tablets doesn’t make it a pleasurable experience. At Lenovo, we spent time watching people using their devices, using pen, detachable keyboard etc and decided to bring something revolutionary to the market: ourYoga Book. The Yoga Book gives the user the same paper-like writing experience but also has a fully functioning and responsive keyboard. In terms of forward thinking and innovation, this “PC plus design” is where we need to focus our strengths and keep ahead of the declining PC area.

Coming back to your love for literature and passion for education, do you think that the digital transformation of the classroom has a real ability to improve student learning outcomes?

The education sector is on a trajectory to reducing the digital divide. The continuation of compulsory computing skills within the curriculum has opened up a range of digital careers for students that were previously inaccessible. Today’s students require more than textbook learning and memorization. They need digital tools that allow them to do more than ever before. Lenovo has pioneered the way in purpose-built educational devices : we recently launched the updated Thinkpad 11e family and Lenovo N23 Chromebooks.

Allowing these new methods of teaching represents a lot of capability and potential for improving student learning outcomes.

Although many classrooms feature tech, most are still teaching from the front of the class with an electric board – it’s not that different from how we’ve taught for hundreds of years. Technology can bring new possibilities to the classrooms such as flipped and blended learning, and over the next 6 to 8 months we are likely to see an increase in the adoption of augmented reality and virtual reality within education- technologies such as Google Tango on the Lenovo Phab 2 have a range of use cases in the classroom. Technology allows the gamification of the teaching experience such as manipulating objects in a virtual environment, allowing pupils to try out future careers or test themselves in virtual scenarios. The new generation of 2-in-1 devices gives teachers more versatility within the classroom. Allowing these new methods of teaching represents a lot of capability and potential for improving student learning outcomes.

However, when it comes to literature and reading, I am still an old-fashioned advocate of picking up a good old book and turning real paper pages!

Keeping up with... Raluca Anghel, Head of Office at the European Parliament

Thu, 14 Sep 2017 15:51:26 GMT

From Cluj-Napoca (Romania) to Brussels, from the private to the public sector, the talented and dynamic Raluca Anghel, one of the participants of our Women Talent Pool program, seems on track for a promising European career.

After starting her professional journey at AIESEC, a youth-run international organization, she occupied several positions at Microsoft (in Brussels) in the field of corporate and political communication, as well as EU policy. In 2015, she became Head of Office at the European Parliament for the Romanian Member of the European Parliament (MEP) Emilian Pavel.

If you ever wondered what it means to work for a Member of the European Parliament and to shift from the private to the public sector, then it is time read our interview!

The city of Brussels is a desirable location for young Europeans searching for job opportunities in Belgium's European hub. Yourself, how did you land in Brussels? What attracted you to the European Affairs?

I came to Brussels to work for Microsoft through the AIESEC international internships programme. I actually studied a combination of European affairs, law, management and marketing, so as soon as I saw this position at Microsoft in the Legal and Corporate Affairs team, I felt it would be a great choice. It combined some of my greatest interests: technology, CSR and entrepreneurship, communication and EU affairs.

Learning how to work with the EU institutions and the EU legislation process on behalf of the private sector was a fantastic opportunity. The private sector is largely impacted by various EU policies, so contributing to this process is extremely valuable. Added to that, the private sector, with its various resources and expertise, can be a fantastic partner and can help implement the EU Agenda. I therefore loved working on behalf of Microsoft, on issues like entrepreneurship, innovation, education and training, and partnering with various organisations and institutions.

Since 2015, you are Head of Office of a Member of the European Parliament, probably the first dream-job of many young Europeans. Can you tell us more about what it means to work for a Member of the European Parliament?

As the Head of Office of a Member of the European Parliament from Romania, I am in a very fortunate position to be part of the EU legislation process and have a positive impact in areas I am very interested in. I work and advise on EU policy making, I manage the team in Brussels, as well as our local teams in various cities in Romania, I lead the image building and political communication, including PR, as well as run projects and events both in the European Parliament and in Romania. The Member of the European Parliament is part of the “Civil Liberties, Justice and Home Affairs” and “Employment and Social Affairs” committees, and most of our projects touch upon related topics to his work in these committees. No day is the same, our work is extremely fast paced and requires a proficient level of multitasking and attention to details :-).

The digital transition fosters creativity and innovation, so it’s the best tool for anything any woman might want to do!

You worked in the Private, Public and Non–Profit sectors. What do you think you have gained from this diverse background? What did you enjoy about working in each of those fields?

I have been really fortunate to work in all these different sectors. I have firstly learnt that I can always bring a contribution to the areas I care for, and I can do that from different perspectives. I also learnt how various organisations work, as well as how to manage people in these organisations and apply different leadership styles.

Working in the non-profit sector, I enjoyed giving back to the community, I loved interacting with extremely passionate and motivated people, but I especially appreciated learning how to do my job with limited resources.

Within the private sector, I really enjoyed learning - as I was part of a very dynamic company, I learnt new things every day. I had the chance to improve my management, communication, “intrapreneurial” skills and expertise, and interacted with so many brilliant people. But most importantly I also saw the positive impact that a large company can have on the society and I really enjoyed being part of their projects.

As for the public sector, I really love being part of the policy making. As I have worked in the private and NGO sector, I know how important it is to develop policies that are anchored in reality and support the true development of the economy and society.

Women must help other women, so coaching, mentoring, sponsoring are crucial.

In your wrap-up at a WIL EU Breakfast Debate, you mentioned that in an increasingly digitalized world, women’s tech-literacy is becoming a key challenge for the future. How do you think women can increase their participation in STEM and be part of the digital transition?

I am very passionate about this topic. I think a mind shift is required and the entire society needs to be involved in a raising awareness campaign about STEM studies and professions being gender-neutral. Women also need to have role-models and see what brilliant careers other women have had in this sector. Women must help other women, so coaching, mentoring, sponsoring are crucial - which can be done either in the context of their work, or through a volunteering programme that they could be part of or even set up.

At school, from an early age, girls need to be given the same chances as boys and be tutored to truly believe that they can become anything they want. Stereotypes must be avoided starting from school!

More than that, the digital revolution also brings a lot of flexibility, which is something that women (but not only!) can make the most of, so they just need to embrace it, learn how to make it work in their favour and demand their rights. The digital transition fosters creativity and innovation, so it’s the best tool for anything any woman might want to do!

You also believe that another major challenge is Global Warming, and that it can only be addressed through international cooperation. As an expert on innovation and environmental sustainability, do you think the EU can coordinate a solution for climate change and that it could be driven by innovation?

Innovation and technology are definitely key to fighting global warming. In times when the idea of climate change is challenged (sigh...), I definitely think the EU must and does take a leadership role in setting an example of how to combat it and reverse it. But the EU needs a lot of partners, not only other states but also various industries that can provide technologically innovative ways to tackle global warming.

Keeping up with... Ana Crespo Parrondo, Communication & Media Specialist, Council of the European Union

Mon, 27 Feb 2017 14:49:29 GMT

Ana Crespo Parrondo is a Communications and Press Specialist in European and International Affairs. She is currently employed as the Assistant to the Director for Media & Communication at the Council of the European Union (EU) in Brussels.

1. Why did you want to be a talent in the Women Talent Pool program?

At this point of my career, I very much value being part of a network where I can learn from others – in this case young talented women - who perhaps encountered the same type of difficulties in their own professional lives and who also want to break the glass ceiling, get a new job or evolve in their careers. I have the feeling that we are empowering, supporting and helping each other through the WTP.

I am a member of several networks that are based in Brussels where I live and elsewhere as well, but I was very much looking forward to applying to this program because I knew that I will have the opportunity to meet incredible European talents.

2. You mentioned that you are part of several networks. Is the WTP different from the others? If so, why?

The WTP is standing out for two main reasons. First, it is an international and crosscutting network dedicated to women talents working in different sectors, whereas the other networks I am part of, are open to male and female members, but are mainly focus on a very specific area of interest. So, the women talent pool offers a broader perspective thanks to the talents who have diverse mindsets, academic backgrounds, and work in so many different fields, and this is for me very enriching.

I for instance work in communications in a European institution but I met emerging leaders who work in telecoms in London or Paris or in other EU institutions in Brussels. This is the added value of this program.

Second, I am attending numerous conferences, receptions and network events throughout the year, and I realized that the content is in many cases repetitive and you ask yourself what was the real added value of this evening. Therefore, what I value in this program is that you get to know your peers and the WIL members and even build a relationship with them. Each gathering is different. This way, you get to have and be part of a community that will last longer than just the duration of the program. You don’t get this by simply attending other individual events.

3. Talking about the value of this program. We are now half way through it. Could you please tell me what you liked so far and share an example of a session that you enjoyed the most?

The Public speaking workshop at Hill & Knowlton in London was one of my favorite sessions. The workshop was very focus, well organized and synthetized in a way that all of us could get food for thought out of it.

I also very much enjoyed the speed dating sessions with the WIL mentors. I had the opportunity to discuss about future career plans and many other topics with my peers and various senior members. You don’t have this opportunity very often, therefore I really appreciated it.

4. What are your expectations for the future? What would you like to see in the second half of this 18 months’ program?

It would be great to have a session to teach us how to be more confident and resilient; a workshop on mindfulness for instance. I also think that another session should be dedicated to improving soft skills such as negotiation or leadership.

5. What do you think this program brought you personally and professionally?

I think that personal and professional are mixed here because this network doesn’t really make a distinction. When you meet your peers, you also get to know them personally: where they work and what they do. It is not a question of what they can give you but more about exchanging human values on a different dimension. Thus, I gained a lot of learnings to apply to my professional career and personal live. I also hope to keep in touch with as many as I can through WIL social media outlets and more specifically the LinkedIn group, to start building a real community and relationships that can last for longer.

6. On a more personal level: could you please describe in a few words your current position and what you like about it?

I currently work at the office of the Director for Media and Communications at the Council of the EU. I’ve been working for that institution for the last 5 years, holding several positions within communications.

This work experience has been tremendously valuable for me. It is a privilege not only to work in the fields of my studies and the ones I’m passionate about, Communications and European politics, but also to do it inside the General Secretariat of the Council serving two of the most political EU institutions: the Council of the EU and the European Council. My work during these last five years has been extremely diverse, from dealing with media relations, analyzing the daily news, speaking to visitors’ groups to publishing press material on the official website or on social media accounts. I enjoy very much what I do.

I have been fortunate to be part of the press taskforce teams covering the last two multilateral summits (Africa 2014 & CELAC 2015). I enjoy very much greeting external visitors (media, citizens…) to our premises and explaining to them what we do and how we work. Those two times were exceptional and a real boost of energy. I remembered running across the corridors to ensure official press from different delegations were reaching the photo opportunities with their leaders. Those moments are difficult to forget you see how their national TVs used their footage on that day.

7. What skills do you need to be successful in your position?

My main role is kind of “a chameleon”. I need to adjust and adapt myself quickly to the different positions, facilitate the job of my superior and be a team builder among my colleagues. My role is to solve the problems, give information, move things and communicate in the most effective way across all the teams. Be open to new challenges and don’t be shy, speak up your mind.

My motto is to preserve the image and reputation of my institution and my communications service, so I take that as my daily responsibility.

8. How do you see yourself in the future?

I always say that there is a lot to learn and with perseverance lots of things can be achieved. My experience working with many highly professional colleagues, and especially next to managers, has been of extreme value for my future career. I would like to progress in the field of communications managing projects and specific policy portfolios and those leadership and negotiation competences will certainly help to that end

9. Any piece of advice?

Be open to change, don’t be afraid of failures. Persevere in what you do. The most valuable thing you can tell yourself is that you have done a good job and that you are the only one who can value and credit that. Never stop fighting to get what you want. And if you fail, always tell yourself that there will be an opportunity standing behind if you keep on working.

Keeping up with… Yvonne Chebib, Senior Business Manager at Microsoft

Thu, 17 Nov 2016 10:46:41 GMT

Yvonne Chebib, Senior Business Manager at Microsoft
1.      You participated to the Women Talent Pool 2^nd Edition as one the Emerging Leaders. Could you please share with the Talents of the third Edition what were the main takeaways from this experience? What did you like the most about the WTP?

I attended many conferences and programs on women in Leadership, all had values in different ways but this program was very different. This program was a combination of all the things I love, from providing the talents with the skills, insights, networking and communication tips, to top-notch speakers who offered their perspective and personal experience on several aspects of professional development to help younger women navigate the paths to leadership and at the same time giving them access to women leaders across the network.
I enjoyed in person training sessions that tackled different aspects of leadership starting by understanding cultural differences, to navigate the leadership as a Resilient woman. In many circumstances at work I remember the advices from panelists when they shared their personal experiences of professional development and many times I keep reminding myself of these points.
A tremendous benefit of the program is meeting amazing talents, discussing, sharing our own experiences and building a network of support. Another element that I love about it and why it is different is that it is as well business oriented and doesn’t focus only on women challenges and work-life balance. We had mind engaging discussions with inspiring panelists on different subjects like Inclusive Growth, Sustainable competitiveness, sustainable job creation, European economic resilience. to name a few

2.      On the contrary, what were the sessions you wished to see more or to be done differently?

I would highly recommend to keep the format (building skills & panels) and the in person meetings twice a year as I believe it serves the aim of building an effective network. Have a social media network where we can be more engaged and connected as a network to share ideas, thoughts throughout the year. I would love to see more workshops virtual like those we have with INSEAD or in person during our events addressing the new wave of “building your own Brand” besides understanding of own leadership style and more “effective communication tools & tips”. I think we need to have more executive men presence in the audience; It adds to the aim of understanding diverse leaders’ perspectives and give them access to women leaders and talents. Finally, more clarity and more communication about the timeline of the event would be appreciated.

3.      You are currently Senior Business Manager at Microsoft How would you describe your current role and what do you like the most about your job?

What I love the most about my job is that it puts you at a level of understanding all aspects of the organization. It is a very hectic job because you’re around operations, but you also must understand all aspects of the business, you have to understand the stakeholders, to deal with them. The beauty of the job is that you’re constantly learning during your journey in Microsoft.

4.      Your current job is in Dubai. Did you find difficult to adapt your working methods to a different business culture?

Dubai is very open. It is one of the leading country in regards of the opportunities given to women. They really push for diversity, and especially gender diversity at every level of the leadership scale. it is something I witness every day. In that regards, I would say the adaption was easy.

5. Looking at your professional background, you founded your own company V – Accelerate, before joining Microsoft, and you were also Managing Director of Innosoft Solutions, an IT and Business Solutions company and Sales Director with Alcatel-Lucent Enterprise. Did you see your diverse and non-linear career’s path as an asset?

Exactly, it’s a non-linear and disruptive career’s path. I experienced two disruptive movements that made me grow both personally and professionally. First, when I first move to work for Alcatel Lucent, where I end up being sales director for the group. Second, is when I created my own star-up, which was a platform matching investors with entrepreneurs in ICT, e-commerce, animation and digital space. I learnt a lot from these previous experiences and I keep learning now that I’m Microsoft.

6. On the professional level, what are your plans for the next years? Where do you see yourself in 5 or 10 years for example?

So far, I’m very happy in Microsoft. It is a great company to be part of, and I’m very passionate about continuing my career in Microsoft, because they value their all their employees, and always encourage them to achieve more. They stand for gender diversity, for equality and I think those are great values to fight for.

Keeping Up With The Talents: Magali Theveniault Prevet

Fri, 22 Jul 2016 08:54:25 GMT

Magali Theveniault Prevet is Principal Travel & Hospitality at Capgemini Consulting. She participated in the Women Talent Pool 2nd Edition as one the Emerging Leaders.

Could you please share with the Talents of the third Edition what were the main takeaways from this experience?

This experience really benefits me on both a personal and professional side. It helps me feel empowered as a woman in my job and gain self-confidence in my professional skills. In my current role, I feel more empowered to propose and take advantages of many opportunities. For instance, I have been launching Women@CC, the French Capgemini Consulting Women program. Our main objective is to help Capgemini Consulting female consultants to develop earlier their professional network and their involvement in consulting business development.

What did you like the most about the WTP? What sessions would you like to see more? What could be done differently?

I really appreciated both parts of the program.

On the one side, skill development training sessions and the mentoring program we had during the 18-month plan were concrete and helpful to improve my own soft skills. We had lively sessions with inspiring speakers (among those Marta Williams, Founding Partner & CEO at Williams and Associates, Avinash Chandarana, Group Learning and Development Director for MCI Group, Corinne Got-Camard, CEO of Hill & Knowlton and Thierry Derrien, Senior Account Director & Head of Corporate Practice, Hill & Knowlton ndrl), providing us with valuable advices to boost our skills. I also liked the mentoring program. Talking with the role models helped me step back and reflect on my career’s goals more clearly.

On the other side, participating in the regular WIL conferences was an amazing opportunity to have a step back about economic, social and business Key European issues. Great inspiring speakers gave us different points of view to debate and I really enjoyed these moments.

For the next editions of the Women Talent Pool though, I think it would be valuable to get better follow-up our progress in the WTP within our own company. For example, I suggest that once or twice a year, one of the WIL role model arrange a meeting with our manager to discuss about our advancement. It would contribute to make the program more integrated and valuable in the Talent management process of our companies.

You are currently Travel and Hospitality Principal for Capgemini Consulting. How would you describe your current role and what do you appreciate the most in current position?

My job consists in helping my clients succeed in their transformation projects, that is to say I’m responsible to sell and deliver them consulting services to transform their organization, process and IT. It is not only a sales job, but there is an important part about counselling and following up. I’m especially in charge of SNCF Mobilité account (the French Railway operator), and one of the main challenge I’m facing is to get my clients prepared for the upcoming opening competitor market in 2020. It means make them become more competitive, deliver a higher value service on board to their clients. I would say that is what I prefer in my job: making my personal convictions concrete by helping my clients lead their projects successfully. I’m involved in the business transformation of all the French mobility sector.

On the professional level, what are your plans for the next years? Where do you see yourself in 5 or 10 years?

I’m about to change job in few weeks, to join Prosodie, which is another subsidiary of Capgemini in France. I will be in charge of developing Digital platforms business for this SME (quite a digital start-up for Capgemini Group!), which is a major business development priority for Capgemini in the next years.

Besides, thanks to the Women Talent Pool, I’ve come to better know myself and achieve self-awareness in regards to my career’s goals and expectations, and for the next 5 to 10 years, I know I want to reach a managing position, and manage a P&L on my own.

Last February, Capgemini Consulting have launched a study in collaboration with la French Tech and La Journée de la Femme Digitale about Career paths for women in our digital world. Could you tell us more about the study? Are there lessons to be learnt and key figures you would like to bring to our attention?

As you know, women are underrepresented in the digital sectors overall. So from 18 to 29 of February we carried out a study to know “Digital women’s” opinion about their career prospects thanks to digital (not only IT sector but also every digital business transformation). 757 women participated in this survey, mainly highly educated (mainly graduated from business schools rather than technical education) and 36 years old on average. What struck me the most is that more and more women consider the digital as a level up for their career. Digital is a matter of business and creativity and not only a technical issue. There is little need to possess technical skills or to be an IT girl to succeed in this field, you just have to understand well your business model and how to develop it quickly to accelerate time-to-market.

I noticed that half of the respondents work or wish to work in a start-up: Do you think this kind of structure offers further opportunities for women to grow in the digital sector?

Start-ups can be considered as glass-ceiling breakers for some of the respondents. When women are not allowed to meet their career’s aspirations within their company, they rather grow outside the company and start a business on their own than being stuck in an unfulfilling position. It also has to do with the working environment: young women (like most of Gen Y people) wish for more autonomy in their jobs, they prefer working in small teams with more collaborative management conditions (no more silos management). These working conditions could be difficult to apply in highly structured companies. That also means that to stay time-to-market with Digital, and be attractive for young talented women, big companies need to restructure their management process and organizations!

What piece of advice would you give to the Talents to help them take the most of the program?

My advice would be: make sure to attend all sessions! Do not find yourself excuses not to come, because all of them are important. You have to get involved in the program to take the most of it, that is to say to attend the session but also involve yourself in each session, be as active and responsive as possible.

WTP Brussels Session at Microsoft EBC

Mon, 27 Jun 2016 15:00:03 GMT

On the afternoon of June 27th, WIL members and Emerging Leaders gathered in Brussels for the second in-person meeting of the Women Talent Pool 3rd edition, which was held at Microsoft Executive Briefing Center in Brussels.

Prior to beginning the session, the audience received a copy of Dr. Carol Dweck bestseller, “Mindset: changing the way you think to fulfill your potential”. The book was introduced by Elena Bonfiglioli, WIL Board Member and Senior Director Health Industry EMEA at Microsoft, who drawn attention on the power of the mindset to succeed: the attitude you adopt profoundly affects the way you lead your life. Elena encouraged the talents to train their minds in order to adopt a growth approach instead of a fixed one to fulfill their potential in their professional and personal life.

After these words of wisdom, Elena Bonfiglioli opened the floor to the Talents, who were invited to give their feedback on the first months of the WTP program. A vast majority is appreciating that the program is giving them the opportunity to share experiences, hopes and doubts with their peers and senior women managers from various backgrounds and sectors. Additionally, they particularly enjoyed the speed dating session with senior role models, which helped them realize that these outstanding women experimented the same issues and obstacles they are facing themselves in their career. Generally speaking, emerging Leaders feel more empowered, encouraged to think “out the box” and to dare more taking some risks.

Afterwards, the Talents were invited to a demo tour at the Microsoft Executive Briefing Center to discover the latest technologies produced by Microsoft. It was a cheerful moment of discovery and amusement as they had a unique opportunity to test leading edge technologies.

The second part of the session was dedicated to Sigrid Marz eye opening presentation: “Ready for the future: what are the competencies that you will want to keep learning to stay relevant in times of fast organizational and societal changes.” As Senior Client Partner at Korn Ferry, Sigrid Marz shared with the talents the key competencies needed to help them develop their leadership style. Because of the various barriers women are facing, externally and internally, they tend to get stuck at lower management positions.

Sigrid suggested the emerging leaders to act more, dare “taking the ball from somebody else”, identify and proactively remove their headwinds. She highlighted the fact that leadership is a journey, during which you must develop your entire person, meaning who you are (i.e. competencies and experiences) and what you do. Even though competencies matter in this journey towards leadership, they are not sufficient: to reach the next stage in management, emerging leaders should also work on their motivation (drivers), leadership traits, be aware of their strengths and areas of improvement, learn from their past experiences, develop their learning agility (curiosity to explore new paths of leadership) and capacity. In a few words, you have to step out of your comfort zone and push your potential to its maximum.

Following Sigrid’s vivid presentation, Roberta Cocco, National Plans Development Director at Microsoft Western Europe took the stage to talk about #Makewhatsnext, an inspiring project initiated

by Microsoft to close gender gap in the fields of STEM. The European #MakeWhatsNext campaign runs 55 events and organize trainings in 28 countries, to inspire and provide the tools for girls to dispel the stereotypes that surround STEM and take opportunities in the ICT industry. To do so, #MakeWhatsNext has built partnerships with public and private actors, including the United Nation Women, which was represented during the session by Caroline Petit, Deputy Director at UNRIC, United Nations communications office for Europe. On May 26th and 27th Microsoft invited girls from across Europe to attend the flagship event in Venice, Italy, which brought together a set of international speakers, cutting edge researchers and technology start-up, to discuss how girls can innovate and achieve more in the STEM fields.

The WTP afternoon session closed with remarks from senior professionals Elena Bonfiglioli, Emanuela Palazzani and Roberta Cocco, who stressed out the importance of role models and mentors in professional careers. They advised the Talents to find themselves different role models from various backgrounds, in order to broaden their horizons as much as possible.

The Emerging Leaders were then invited to enjoy a Cocktail to close the WTP Brussels session on a pleasant note. It provided opportunities to discuss furthermore with the role models and network with their peers.

Women Talent Pool 3rd Edition Opening Session in London

Mon, 14 Mar 2016 15:52:45 GMT

On the afternoon of March 14, 2016, WIL launched the 3rd edition of its Women Talent Pool Program (WTP), in partnership with Microsoft and Osborne Clarke at their London offices. This event was the talents first in-person meeting which started their 18-months’ program.

Following the Welcoming Remarks of Ray Berg, Managing Partner UK at Osborne Clarke, WIL President and founding partner of Samman Law & Corporate Affairs Thaima Samman took the stage with Brigitte Dumont, WIL Board Member & WTP founder and Chief Officer CSR at Orange, as well as WTP 1st Edition Alumni, Marie-Hélène Briens, Director of Programs Office B2B Sales at Orange, and Claire Monné, Economic Advisor for the French Representation to the EU to present WIL network and the WTP program.

Thaima opened the discussion by explaining WIL & WTP’s rationale, which is to encourage women to step out of their comfort zones and make their marks in this professional world. Brigitte outlined Orange’s strong commitment to promoting gender equality in top leadership positions. Diversity is a performance driver and programs such as the WTP are here to help women break the “glass ceiling” to senior positions. For Marie-Hélène, leadership is first and foremost understanding that there is not a single path to success. Therefore, women should start thinking differently and stop following predetermined tracks. Claire Monné shared her atypical career path, first as a vet and then as an economic advisor for the French Representation to the EU. For her, the WTP keyword is “to dare”.

Women must dare asking for a position or making a decision because they are as capable as men to do so. Marie-Hélène and Claire concluded this section by encouraging the new talents to get as much as they can from this program.

Next, Stefania Maschio, Partner at Excellence, Leadership development and Executive Coaching, gave a lively and inspiring presentation on Women and Leadership, the journey starts inside. Stefania explained that Women are not only facing external obstacles when it comes to build their professional career, but they are also suffering from what she referred to as “internal obstacles”, namely mental barriers built by gender stereotypes since childhood. She identified and reflected on four of those obstacles that affect women in particular, and makes it harder for them to reach higher positions. The first one is the “good girl syndrome”: as a consequence of their education, girls are expected to be polite, cute, nice and sweet. Under the good girl syndrome lies the need to be liked, and the inability to say no, which are often incompatible with high responsibilities. The second obstacle is the “imposture syndrome”, namely the constant anxiety to be considered as incompetent in their jobs. It takes roots in a lack of confidence on themselves and their competencies, and prevent them from applying for higher positions. Thirdly, women also experienced the “Power complex”, which is the difficulty of recognizing and accepting their ambition, as power is often deemed as a male attribute and negatively connoted for women. Finally, Stefania Maschio regrets that women are often lacking “proactivity” in their career’s plan. They tend to wait for opportunities to come instead of projecting themselves into a long-term future. Yet, strategic choices must be made within a long term vision.

In addition to the lively coaching presentation, the WTP session included an eye-opening roundtable session moderated by WIL Board Member Marina Niforos, President and CEO at Logos Global Advisors.

The roundtable was devoted to the testimonies of female leaders: Shelley McKinley, Associate General Counsel, Head of Legal and Corporate Affairs for Microsoft Western Europe, Despina Anastasiou, Country and General Manager for Dow Greece and Cyprus, and Wassila Zitoune-Dumontet, VP Group Roaming & Interconnect for Orange. Each panelist described her background, past experiences, challenges, both personal and professional, and shared lessons learned.

They all experienced non-linear career paths: After attending law school in Seattle and Washington, Shelley McKinley took 10 years ago the bold decision to quit an unfulfilled job in a law firm in Seattle to join Microsoft. Despina Anastasiou graduated with a PhD in Chemistry, before taking a radical turn toward the business sector. She then held various positions in Marketing, Sales, changing roles and sectors every 3 or 4 years, and feeling richer from each experience. Wassila Zitoune-Dumontet originally intended to be a lawyer, but “sometimes the plan is not the plan” therefore she ended-up being a senior executive in the Telecommunication industry. For these inspiring women, the path to success is not a straight road, it is about choosing your own journey, making your own choices and moving towards success. According to Shelley, the major lesson learned from her experience is to be opened to every opportunity that rose on your way and be willing to take risks. Daring, and speaking up your own choices are also Wassila’s main takeaways. Success is being comfortable and confident with your own choices, but also showing them clearly to the company. For Despina, it relies heavily on the concept of PIE, asserted by Harvey Coleman: “Success is 10% Performance, 30% Image and 60% Exposure”. To get a promotion you’ll need to perform well, cultivate a positive image and proactively gain exposure to the right stakeholders.

Speakers encouraged the Emerging Leaders not to be hold back by their fear of failing: “Try, fail and learn from it” in Wassila’s own words. Resilience is a key element for professional achievement: failure is not what matters, but the way you respond to it and your ability to move forward. Questioned about their work-life balance, panelists encouraged the talents to find their own balance, “be happy with what you get out versus what you put in”. For Wassila, it had been a tough learning to shut down her inner voice of perfectionism and to let herself dedicate more time to her family. Despina advocated for family balance, and explained that her partner chose to be the leading parent in the family for few years, while she was leading her career.

Later in the evening, the emerging leaders had further opportunities to discuss with their peers and get professional tips and advice from role models during a speed-dating session which was very much appreciated.

To conclude the afternoon session, Brigitte Dumont took the stage to ask the Talents to reflect on the afternoon’s takeaways and expectations for the upcoming 18 months. Following this vibrant discussion, all the guests were invited to attend WIL-Lenovo’s dinner-debate on Competencies for Success in a Connected World.

Finally, the next morning, WIL had the pleasure to collaborate with Hill and Knowlton UK and Catherine Cross, Director, Media Training, Hill+Knowlton Strategies for a vivid training and valuable insights on Presentation skills that our talents found extremely helpful for their future presentations.

WTP 2nd Edition Closing Session at Microsoft EBC in Brussels

Mon, 07 Dec 2015 17:20:23 GMT

On the afternoon of December 7th 2015, WIL held the Closing Session of the Women Talent Pool 2nd Edition at Microsoft Briefing Center in Brussels, Belgium. The session gathered around 40 participants from emerging leaders, WIL members, and talents of the first WTP edition.

This half-day session’s aim was to listen to the talents feedback, experiences, lessons learned, and favorite activities from the 18 months platform as well as suggestions for the next edition, and to hear from WIL partners’ high-level perspective on the importance of investing in talents and programs such as these both internally and externally.

Shelley McKinley, Microsoft, hosting peer of the event, officially opened the session and genuinely expressed how thrilled she is to host the WTP event. She also explained that investing in cross boundaries networks like this one, and securing the talent’s future is crucial for a company like Microsoft as it is part of its core values to do so.

Shelley gave the floor to Brigitte Dumont, VP CSR at Orange and moderator of the 1st session on “Taking Stock of the Program”. Brigitte echoed Shelley by reaffirming that the WTP is a viable solution to the concerns and challenges faced by young talents who live and work in a very complex environment. It helps them acquire more responsibility and be better decision-makers capable of taking leadership positions and generating growth within their companies and the society as a whole.

Following this short introduction, Brigitte asked Laure, Claudia, Yvonne and Cristina, four WTP 2nd edition emerging leaders, to share their take-aways and lesson learned from the program. Claudia Collacchi, Qualcomm started with Charlotte Wilton (Mayor of Ottawa, 1963) quote “Whatever women do, they must do twice as well as men to be thought half as good. Luckily, this is not difficult.” Indeed, women are incredible at multi-tasking without too much trouble thanks to one of their key strengths: resilience. The WTP taught her that as well as how to be more confident. Laure Cousin, Account Manager, Orange shared the same analysis. Thanks to the program, she feels stronger and empowered as she found a platform where she can share thoughts and experiences freely –without the impression of being judged – with women who are from diverse backgrounds, countries and work environments. Yvonne Chebib, Business Manager, Microsoft also echoed Laure and Claudia saying that the WTP provided them with soft skills, insights, networking and communication tips, top-notch speakers who offered their perspective and personal experience on several aspects of professional development to help them navigate the paths to leadership and at the same time gave them access to women leaders across the network. Finally, Cristina Cuadra Garcia, EU Commission mentioned that thanks to the WTP she realized that women in the private sector can be confronted to similar difficulties despite working in a different field than hers. She added that she is more self-confident than 18 months ago and better prepared for negotiations or meetings because she knows how to speak up without being afraid of making mistakes.

Moving towards the partners perspectives, Céline Brémaud, VP EMEA, Microsoft, explained that the WTP is a reality check that allows her to refresh her brain and thinking process by learning from others. The program helps a company like Microsoft to better see how the market shifts and launch the right products that younger generations are interested in. It is a win-win platform offering a safe networking environment where she can test herself and see how she resonates with the talents. Véronique Karcenty, Director HR, Orange agreed with Céline by saying that networking is a key to success as it helps to develop our skills and broaden our horizon.

In terms of suggestions for the WTP 3rd edition, Claudia and Yvonne would like to diversify a bit more the network by involving other sectors and by having more executive men presence in the audience; it really adds to the aim of understanding diverse leaders’ perspectives and give them access to women leaders and talents. Laure explained that she enjoys talking to her fellow emerging leaders and would appreciate participating in happy hours that would allow her/them to share personal experience. For Cristina, communication is also what matters the most, so she would love to participate in a mentoring program with WIL members. Finally, Yvonne added that she would also enjoy more connections and alliances with other women in leadership networks in the world.

Coming back to the HR perspective, Véronique Karcenty explained that the WTP is a real investment for a company like Orange. So, they know how much this network will help their talents broaden their horizon and build their confidence. Furthermore, Céline Brémaud mentioned that the WTP is one of the rare Microsoft investments in a network. Therefore, the WTP is extremely valuable to them as it helps Microsoft better understand the market, and gives them access to the latest trends on regulations as well as to academic perspectives on numerous topics. She finished by telling the talents that they should be vocal and do what they want to do with thanks to the skills they acquired in the program.

Following a lively networking break, the second session, which tackled the topic of “Sustainable Job Creation & Social Innovation at the heart of Inclusive Growth” began with moderator Elena Bonfiglioli,

Webinar with Ishreen Bradley

Tue, 06 Oct 2015 14:33:34 GMT

Ishreen Bradley started by explaining that the biggest barriers that people face, women particularly, in the workplace are managing profile and personal/career development. Therefore, developing and keeping with the network is absolutely key in someone’s career as well as building long term relationships out of it. Ishreen insisted on the fact that most of our strengths are focused on delivering results. So, it is essential to use a high level of emotional intelligence and focus on doing a good job, great results and getting notice.

Ms. Bradley explained that the way we behave is driven by our purpose and passions and very often those two can be invisible to us so we need to find them in order to be successful. She shared the following tools and technics to do so:

First, the “Mountains and Valleys” process can help us determine our top 5 values by creating a life timeline with up and downs and define what values were missing during our “down periods” and which ones were helping us feel good in the “up moments”. Second, it is important to understand what we are not available for and be clear on that, and know what we care about and motivates us at work. Additionally, we have to determine who is empowering and motivating us and who is not contributing to our success.

Therefore, Ishreen Bradley described 5 strategies for success:

Strategy #1: Getting to know our authentic purpose

Ishreen’s purpose is to make sure that all the human beings have great opportunities and women in particular to get to be successful as they can be and aware of their opportunities. That is her work.

Strategy #2: Branding ourselves

It is essential to understand and communicate out our authentic brand to the stakeholders by following the 3 C rule. Our story needs to be Consistent in all areas where we can be seen; Congruent with who we are and Consistent with our personality and brand. Thus, it makes it easier to move forward.

Strategy #3: Picking your battles

We tend to fight for fairness that can sometimes take us down a blind alley which can be extremely bad for our career. So, we need to choose the causes that are worth to put effort in and let the other complaints go by mastering our emotions to be successful.

Strategy #4: Getting a virtual board

We need influencers and mentors with specific skills who have an impact, experience and can guide us and help do the job.

Strategy #5: Apply strategies used by successful women

Successful women manage challenges and are successful. Therefore, we should hold on to challenging projects, understand the bigger picture and avoid any unproductive situations. Besides, Ishreen encouraged us to take roles outside of our comfort zones, learn on the job and become trusted advisors.

Finally, in order to be successful, we need to visualize ourselves as leaders by focusing on roles that play to strengths, understanding our teams’ assets, weaknesses and aspirations, and managing conflicting priorities.

WTP Session at Athens Bi-Annual Conference

Fri, 05 Jun 2015 10:59:55 GMT

On the afternoon of June 5th 2015, within the context of the Athens Bi-annual, WIL held a dedicated, lively and informative Women Talent Pool Session for our Emerging Leaders, WIL Members and guests.

Following a networking lunch, WIL Emerging leaders Virginie Battu-Henriksson, Advisor to the Director for Media & Communication, Council of the European Union and Yvonne Chebib, Business Manager Public Sector MEA, Microsoft took the stage with WIL President Thaima Samman to wrap-up the morning sessions. Virginie Battu-Henriksonn provided her insights into the first session, sharing that the keywords we should retain about “Fostering Inclusive Growth in Europe” are trust and vision. Trust to be established between the public authorities and private sector, and visions of determined entrepreneurs that enabled thanks to a clear regulatory framework. She left the floor to Yvonne Chebib who shared on the second session, social innovation at the heart of inclusive growth. She described the impact of digitalization on job creation and knowledge sharing with SMEs as the core of this process.

The Women Talent Pool Session officially kicked off with a lively presentation by Avinash Chandarana, Group Learning and Development Director for MCI Group on “New Leadership Skills in a Competitive Environment”. He outlined that leadership is not as much about charisma as it is about promoting a cause or a company taking advantage of the right parameters in a competitive environment. Mr. Chandarana shared eye opening statistics about the changing demographics and environment of the workforce setting the tone of how leadership is adapting and changing as we move into the future. He discussed three concepts leaders have to deal with this decade, which are globalization, demographic evolution and the social-digital revolution. Mr. Chandarana went on to explain that now-a-days a good leader needs to keep up with technological progress, as adaptation to new technologies is becoming an obligation (a must have) rather than an option.

For Mr. Chandarana new leadership skills needed in this digital era include: influence, virtual management and quick execution, which is all linked to the management and leadership of the new generation of employees, the “millennials” who have “digital in their DNA”. Outlining how digitalization and globalization are quickly and constantly changing the nature of traditional working relationship, he explained that more and more leaders are forced to empower team who are working on the other side of the globe, which means juggling time differences and trusting individuals (more responsibility and less oversight). New technologies are blurring the distance and making us all more connected and capable to work. Another thing Mr. Chandarana stressed is that increasingly “work is a thing you do, not a place where you go”, but virtual interaction will never replace a face to face meeting. The last big leadership trend for the future we discuss was the emergence and increased importance of “boundary spanning”. Boundary spanning is the ability for a leader to cross traditional barriers to achieve an objective and to follow a cause, like working hand in hand with a competitor, or sharing revolutionary information within the sector and with competitors in service of a higher vision or goal (ex. Tesla technologies).

Building on this energizing workshop, we launched into a great panel session on Inclusive Leadership moderated by Thaima Samman, WIL President and Partner at SAMMAN Legal and Corporate Affair, and featuring Senior Leaders such as Craig Shank, Vice President and Associate General Counsel, Microsoft, Maria Pernas, Senior Vice President, Group Legal Department, Atos, Shawn A. Covell, Vice President, Government Affairs, Qualcomm, Viktorija Smatko-Abaza, Principal Adviser, DG Employment, Social Affairs and Equal Opportunities, European Commission. Craig Shank opened the panel by sharing his experience of working and leading Microsoft’s global legal corporate affairs. He explained that he has to manage people working in 15 different time zones, who speak several language and all have different backgrounds and cultures. According to him inclusive leadership is closely linked to the notion of diversity, and diversity is not only about gender and race but also about seniority and cultural background. For Mr. Shank leaders needs to adapt themselves to multicultural work environments and as mentioned by Mr. Chandarana to technology that links global teams. He also asked the participants “How will you use failure to your best advantage”? Understating that there is a valuable lesson to be learned behind every failure, as this is part of the process of becoming a leader.

Maria Pernas went on to discuss how women are still underrepresented in the ICT sector, but encouragingly their number are slowly increasing. She took the example of her experience as Head of Atos Diversity Program to illustrate this. In Atos 30% of employees recruited under 30 are female, however, more still needs to be done. When discussing diversity at Atos, Ms. Pernas mentioned that she does not position it as a ‘women’s issue’ but an issue of company performance, as it has been proven through various studies that more diverse leadership teams and companies in general have a higher return on investment and better performance. In this regards, diversity initiatives can be strategic to company development and assigned indicators can measure their contribution to the company. Ultimately, diversity within a company, and especially at the leadership level, is just good business.

Viktorija Smatko-Abaza, provided the European Commission perspective to inclusive leadership and mentioned the men-women quotas proposition from the Commission to be implemented at national level. In appliance to the subsidiary principle there is no uniform legislation for quotas, but mentalities are evolving and companies are willing to fix internal objectives to promote women in leadership. Within the Commission there is definitely work to be done in promoting women in leadership, Ms. Smatko-Abaza said, continuing to explain that leadership programs exist but do not targeted women specifically. Lastly, in relation to work-life balance, Ms. Smatko-Abaza mentioned that the Commission should foster more workplace flexibility in order to enable women (and men) to pursue successful careers, but not at the price of their outside lives. Shawn Covell went on to share how she advocates for women and women’s promotion at Qualcomm where like any ICT company women are still underrepresented. She encouraged women to take ownership in their careers, as leadership is not only about working hard but about owning your successes and self-marketing. She also urged everyone in the audience, emerging leaders, guest and WIL members alike to take advantage of every learning opportunity available to them, like online management trainings etc.

After an afternoon of examining the many components of inclusive Leadership under different perspectives and learning about the future of leadership, Béatrice Delmas Linel, Managing Partner, Osborne Clarke closed the session by thanking the remarkable speakers from the morning and afternoon. She concluded that as women we need to take ownership over our careers and to put in practice all the knowledge acquired during this session, finding our own paths to a fulfilling career without limitations.

Talking to Claudia Collacchi

Thu, 06 Nov 2014 11:40:24 GMT

Emerging leader Claudia Collacchi, Senior Financial Analyst at Qualcomm, participated as a moderator for the first time at the WIL Bi-Annual in Madrid, where she led a great tete-a-tete session with WIL members Pinuccia Contino, Head of Unit Communication and Relations with Stakeholders, DG for Translation at the European Commission and Mary Honeyball, Member of the European Parliament.

Based in Rome, Claudia has been working for Qualcomm for 13 years, making her way from Associate Financial Analyst to her current senior level role. She is responsible for the forcasting of cash flow positions, manages the preparation of the company’s budget and outlooks, and conducts several other finacial research and analyses. Prior to joining Qualcomm, Claudia gained experience working for Credit Suisse Italy at the Private Banking office.

WIL caught up with Claudia to ask about the experience of moderating her first session, and to learn more about her experiences working in the ICT sector and future aspirations.

WIL: You’ve been working at Qualcomm for 13 years now. What has the experience of working at one company for a long period of time taught you?

Claudia Collacchi (CC): Working within a US based Multinational Corporation for such a long period I have seen many changes in the regulatory and reporting landscape, particularly with the fallout from corporate scandals during the last decade. The integrity, brand, and ultimately shareholder value of a business is underpinned by having a strong internal reporting and compliance framework, so keeping pace with that environment whilst supporting a fast moving industry has been an interesting challenge for me. Such an experience has taught me to constantly look to improve on all fronts, strive to add value in my everyday activities and adopt a resilient attitude.

WIL: Before joining Qualcomm, you worked at Credit Suisse Italy. How is working in the banking sector different from working in the ICT and what makes the latter more attractive to you?

CC: In Credit Suisse Italy I used to be in direct contact with the customers, mainly Italians, whereas in Qualcomm my main customers are internal ones: my colleagues in Europe and the US. This represented a big cultural change for me and was quite a challenge.

As for the ICT, I have always found this sphere extremely attractive. It evolves rapidly and keeps up with the times, trying to adapt to the tastes of its customers and simplify their life.

WIL: Your professional activity is related to the ICT and financial sectors. As studies by the European Commission and the Financial Times show, both of these spheres are largely male-dominated. In your view, what could be done to attract more women to these sectors?

CC: First of all, it would not be very correct to say that ICT companies lack women since gender equality is more or less respected in such departments as marketing, HR, finances etc. However, it is true that men usually prevail in pure engineering activities.

Recently I had an opportunity to discuss this issue with the Executive Vice-President (EVP) of Qualcomm. We talked about shortage of women in leadership positions in general while mentioning that this problem existed at Qualcomm as well. The EVP assured me that it was a topic of an open discussion within the company. He also underlined that this phenomenon was due more to cultural traditions than to the reluctance of ICT-companies to attract women: according to him, even when he was studying at the university, one could already notice the smaller amount of female students in class.

At the same time, I believe that we are living at the time of cultural and generational evolution. Things are changing slowly but surely. On the one hand, management within organisations is starting to have a more modern outlook, and on the other hand Government influences companies to ensure equal opportunities. Personally, I can think of two solutions that would work for any sector willing to attract more female workers. First of all, firms in the ICT sphere should pay more attention to the development of the child care as this is a very important factor for some woman when choosing her job.

Secondly, I am assured that we need more examples of women in leadership to show the way and open the path for those coming up after them.

WIL: Claudia, at the last WIL Bi-Annual you did a great job moderating a shot tete-a-tete session. What are your impressions from this experience, what did you learn? Is there something you would do differently next time?

CC: The preparation for this event was quite stressful, partly due to the emotions that such an experience involves, and partly because English is not my mother tongue. The idea itself of holding a microphone on stage was scary for me.

I prepared a bunch of introductory phrases which I was planning to use to attract the audience’s attention. However, what helped me the most was few minutes of meditation before the session. I realized that being relaxed is more important than having a list of ready-made phrases that often sound empty and trivial anyway. If you know the topic well enough and have thought of several things you could say in case you lack inspiration, the improvisation will pass smoothly.

Next time I will have a greater belief in my capacities and I am going to work more on psychological aspects of such an exercise.

WIL: Where do you see yourself in 5 years, what would you like to achieve?

CC: Even though my job consists in planning and preparing forecasts, I am not as good at making plans for myself. Today’s Claudia differs dramatically from Claudia at University (who, by the way, was a linguist). Life offers plenty of marvellous opportunities which we cannot even imagine sometimes. I am trying to be a chameleon and adapt in order to “catch the train”.

Anyway, I hope that in 5 years I will still have a fascinating and challenging job and be a mother.

WIL: What and/or who can you call a source of your motivation?

CC: I bring passion to everything I do and it is the atmosphere at work and at home that inspires me the most. I learn mainly from people around me: I observe how they do things and deal with problems to follow their example. It helps me to improve my way of doing things and gain a better control of my emotions. It is a unique privilege for me to have joined WIL’s Talent Pool Program, as this experience is giving me the opportunity of meeting great women and taking inspiration from them. I was particularly impressed by Catalina Hoffman, her achievements, the experience she has gone through and how she has managed to move forward. Her enthusiasm and humility represent for me an important lesson.

WTP Session in Madrid

Fri, 12 Sep 2014 11:03:27 GMT

On the morning of September 12th, 2014, WIL organized an insightful Women Talent Pool Session for its Emerging Leaders, WIL members and friends, in the framework of the Bi-Annual meeting in Madrid, Spain.

The day kicked off with an energetic and interactive coaching session “Resilience: What is it? Have you got it? How to get it!” by Marta Williams, Founding Partner & CEO, Williams and Associates. Using rubber bands as a metaphor of resilience, Marta urged everyone to stretch their band as far as possible, as a means to demonstrate that resilience is the capacity to go back to an initial state after having reached one’s limits.

For Marta Williams, the projection of your feelings is of the utmost importance. If you project an image of a resilient and confident person it will help others to believe in you and in the achievement of positive outcomes and better results. She also underlined the importance of analysing people’s feedback about your behaviour. Even though you cannot force anybody to change their perception of you, it is often based on actions, and you can change your actions to re-form their perception - ultimately the way people perceive you is within your control if you embrace it.

A considerable portion of the session was devoted to the discussion of the “silent rules of the game” – unspoken standards of behaviour in the work place that are, according to Marta, shaped by men and not always explained to women and/or understood by them. Regarding these “rules”, Marta gave some practical advice to the audience as to the manner of introducing oneself, with confidence, and how to give an assertive handshake.

Marta also had the audience self-reflect on the concept of ‘sustainers’, who are very hard workers that are timid and often feel they are victims of the system, versus ‘achievers’ who are hard workers that are self-assured and specifically draw attention to their achievements. Marta urged everyone to evaluate themselves and determine whether they currently identify as a ‘sustainer’ or ‘achiever’, as well as to define first what they want to be, and second how they can achieve it.

Concluding the session Marta quoted a famous line from Yoda, a Star Wars character, who said “Do or not do, there is no try”.

In addition to the lively coaching, the WTP session included an honest and eye-opening roundtable session moderated by WIL Board Member Elena Bonfiglioli, Senior Director Health Industry, EMEA, Microsoft. The roundtable was devoted to the testimonies of resilient female leaders: Catalina Hoffmann, Founder & CEO, Catalina Hoffmann Holding Group, Ourania Ekaterinari, Deputy CEO, Public Corporation S.A. and Kristin Schreiber, Director, Directorate B Governance of the Single Market, DG Internal Market and Services, European Commission. Each panelist took the floor to describe their career path and background, current activity and one particularly hard experience they went through where resilience was key. Each speaker candidly expressed their challenges, both personal and professional, shared what they learned from their experiences, and explained how their journey helped them to become more resilient as women and as leaders.

According to Catalina Hoffmann, it was the force of her dream that helped her to carry on. She had worked very hard to start her business and improve the lives of the elderly and she was determined to keep working to preserve the fruits of her labours, regardless of the challenges. Ourania Ekaterinari explained that she cared passionately about people she was working with and felt responsible for her team and strong enough to continue fighting to protect them, even when the economic outlook for Greece was dim. For Kristin Schreiber, it was the encouragement of her colleagues, family, friends and network, but ultimately her inner voice, that allowed her to make a crucial career decision and move forward. Summing up the unique situations and challenges of each panelist, Elena Bonfiglioli drew upon their testimonies to provide an overarching story of resilience as the composition of self-awareness, courage, humility (the ego makes one week, not resilient), and above all the belief in your dreams and yourself.

Meet a talent - Line Gustafsson

Tue, 12 Aug 2014 10:43:52 GMT

Line Gustafsson was recently promoted to product manager at KMD, Denmarks largest software solution center, after only 8 months with the company - she joined KMD in January 2012. She is currently managing the development of the largest mobile business app in Denmark, SmartCare, with more than 90.000 users and is an active participant in the second edition of the Women Talent Pool program. We had the opportunity to interview Line about her quick advancement with KMD, career path and future goals.

WIL: What inspired you to pursue a career in the digital sector?

Line Gustafsson (LG): Digital sector is of the utmost interest for me as it offers plenty of opportunities! You can work across different domains and meet challenges of various industries whereas in other spheres you are almost always limited to the problems of one particular sector.

WIL: How have you managed to unite your career in the digital sector and your degree in physiotherapy? When you took on this job, were you specifically looking for something that married the two?

LG: No, I wasn’t – actually, a lot of my career is due to coincidence. After school I was tired of studying and chose physiotherapy which I perceived as an alternative to the long studies and something that would have suited my needs better. After getting my diploma I actually had different jobs in the health sector for 5-6 years before switching to the digital and such a background is an advantage in what I am currently doing. Contrary to some of my colleagues who specialize only in digital sphere, I know what happens in the real life too.

WIL: After only 8 months of working with KMD, you were promoted from a consultant to a mobility manager. How did this transition happen?

LG: This transition was a result of initiative and motivation. I had an idea for a new business area and talked about it to my new director who asked me to do a presentation on it, sort of a business case. He liked the idea and gave me an opportunity to work on the initiative. So I had to fight in order for this transition to be possible but I also received support from my director who encouraged me to carry on with my vision.

WIL: How did you find the quick transition from the position of consultant to mobility manager and your new role and do you have any advice for people making a similar transition?

LG: My tranisition was due to a project I believed in and a project I was a part of creating. In these cases It didn’t feel like something which needed a lot of adjustment from my part. I actually felt it like me being given the opportunity to prove my instincts were right. My advice to others in similar situations would be to choose something, you believe in and feel confident about. If you do, you sometimes won’t even feel the change, just embrace the possibilities.

WIL: In your work, you deal with two quite different spheres: production of a product and the strategy of its promotion. What is the secret of your success in both of them?

LG: The challenge is to not separate the two, but to align both areas. If you focus only on production, you will inevitably abandon the strategy and have difficulties selling the product. On the other hand, if you concentrate exclusively on promotion, you will lack knowledge about the product itself.

In the company I wear two hats: I talk strategies to directors and talk to users of the production. I also have great colleagues who support me in this work.

WIL: How do you view your role in a large company such as KMD?

LG: I am probably not a typical KMD employee, I sometimes feel that I am swimming against the stream. Big companies often have a conservative, kind of “we have always done things this way” approach whereas I try to have an innovative attitude.

Sometimes it seems to me that it could have been easier to work in a smaller company, but at the same time they often do not have sufficient resources to support projects that I am passionate about. So I am quite happy to work at KMD and I find it encouraging to be a part of the largest Danish IT-company: it tries to be innovative and the desire to stick to one strategy is only natural and quite understandable when you have so many people to manage.

WIL: What and/or who can you call a source of your motivation?

LG: I find Elena Bonfiglioli a very inspiring person, as well as the whole Women Talent Pool Program is very encouraging. I am happy to participate in it as, unfortunately, in Denmark the separation of leadership is not such big of an issue.

There is also a quote by a Danish philosopher Søren Kierkegaard which really appeals to me: “To dare is to lose one’s footing momentarily. Not to dare is to lose oneself”. This saying strongly motivates me.

WIL: Where do you see yourself in 5 years, what would you like to achieve?

LG: I don’t have any precise career plan. My motivation is to work with things I’m passionate about, as I am a sort of ‘black and white’ worker: I am either engaged in a project or not. I hope that in 5 years my experience will give me the possibility to face even greater challenges, explore new fields and work in new sectors or even new countries.

Webinar with Odile Arbeit de Chalendar

Thu, 10 Jul 2014 11:07:33 GMT

On the 2nd of July WIL Europe conducted a webinar for our Emerging Leaders with WIL members, Odile Arbeit de Chalendar, a policy officer at the European Commissions Directorate-General for Mobility and Transport, Unit C3 Intelligent Transport Systems. Via Micrsoft Lync videoconferencing Ms. Arbeit de Chalendar presented practical and physical exercises rooted in chi kung, of which Ms. Arbeit de Chalendar is a practicitioner. She showed the participants excercises in three areas; the reducing stress, the of increasing concentration and body language and first impressions.

In order to reduce stress, it is important to remember that the human being is a tenant between the Earth and the sky. There are several tips to help maintain this link and to reduce stress. First, it is imporatnt to be conscious, and to try not to use closed positions such as crossing your arms and legs. To better connect yourself and reduce stress one should try planting both feet on the ground, putting your hands straight on the table and leaning back on your chair while imagining stress going down through your body and into the Earth. These actions and body positions naturally help your bodies ability to release stress and is subtle enough to do in any environment.

To strengthen concentration, Ms. Arbeit de Chalendar explained that one should, first of all, drink more water in order to better conduct electricity to the brain. There are also several exercises that help you to connect the left and the right brain hemispheres, which ultimately increases your cognitive and concentration abilites. Some of these excercises include focusing on the centre of an “X” or tracing the curve of the infinity symbol with your eyes. Both excercises can be conducted either using a piece of paper or by visualising the symbols with your eyes closed.

In terms of body language and presentation, several key areas where discussed such as: the eyes- and the importance of making eye contact and visually engaging, the hands- laying your hands on the table as an open gesture and the arms- whether they are crossed as this sends a signal that you are not open to your interlocutor’s suggestions. Moreover, emerging leaders were taught how to breath more quietly and sit or stand calmly (do not fidget as this displays uncertainty) so that their posture is both convincing and reassuring. When entering a room, Ms. Arbeit de Chalendar reminded us that your 'first' impression begins before you say a word, therefore the way in which you enter a room can speak volumes and so your personal confidence and body languague are of the utmost importance. Aside from body language, one should always mentally prepare themselves, recognising negative barriers and clearing them from your mind in order to best succeed.

The session was both relaxing and highly instructive. Emerging leaders were able to take away several simple excercises that will enable them to better cope with stressful moments, boost concentration and ultimately become cognisant of the imporatance of body language and non-verbal presentation in all scenarios, including business settings.

WTP 2nd Edition Kick-Off Event

Tue, 04 Mar 2014 12:16:11 GMT

WIL kicked off the second edition of the successful Women Talent Pool (WTP) program on March 4th, 2014 at the Microsoft France offices in Paris. Emerging Leaders and WIL role models enjoyed a day of skill building and networking headed by WTP Lead Elena Bonfiglioli, Senior Health Director EMEA, Microsoft.

WIL was honoured to welcome Delphine Batho, Deputy of the French National Assembly and former French Minister of Ecology, Sustainable Development, and Energy; and Céline Brémaud, Vice President Small, Mid-Market Solutions & Partners, Microsoft EMEA, for a high-level lunch session, where they both provided enthralling testimonials of their careers. The two outstanding guests candidly shared their experiences, displaying the different types and paths to leadership, sparking a lively discussion with the audience which was moderated by Thaima Samman, WIL President and Partner at Samman Law & Corporate Affairs.

Adding to the excellent day, two high-level coaching sessions were conducted which engaged our emerging leaders in interactive learning and self-discovery. Esteemed coaches Corinne Got-Camard, CEO of Hill & Knowlton and Thierry Derrien, Senior Account Director & Head of Corporate Practice, Hill & Knowlton, armed the talents with tools for speaking in captivating manner and communicating effectively, while Avinash Chandarana, Group Learning and Development Director at MCI Group delivered a compelling session on the varying cultural approaches to business, management and communication.

Offering the talents an opportunity for development and helping to build a strong and supportive network, emerging leaders met with role models Claudine Schmuck, Director Global Contact; Marina Niforos, former Director General of the American Chamber of Commerce in France; Maria Isabel Pernas Martinez, Senior Vice-President and Group Deputy General Counsel at ATOS Group; Corinne Got-Camard, CEO Hill&Knowlton; Thaima Samman, Céline Brémaud and Elena Bonfiglioli, during a speed-dating session where they shared their considerable wisdom and expertise.

WTP is the WIL’s key programme for supporting woman to become well-rounded, impactful leaders. The successful launch of the 2nd Edition reinforces WIL’s commitment to continue the WTP journey with so many excellent emerging leaders from across Europe. This of course is all possible thanks to the dedication of our wonderful WIL Members, our partners Microsoft and Orange, WTP sponsors Qualcomm and Capgemini, and knowledge partners Hill & Knowlton and INSEAD.

WTP 1st Edition Closing Session

Thu, 05 Dec 2013 13:43:58 GMT

On the 5th of December, at the Palace of Westminster, WIL conducted the closing session of the highly successful Women Talent Pool program (WTP). The event was hosted by the All-Party Parliamentary Group for Entrepreneurship in one of the impressive House of Lords committee rooms, which mirrored the ambitious aims of the WTP program. The session gathered more than 60 participants from emerging leaders, WIL members, talents of the second WTP program and members of the Pink Shoe Club and GlobalWIN networks- WIL’s partner organisations. The WTP session’s aim was to discuss women’s access to leadership positions, share experiences from the WTP program and to share lessons learned and favourite experiences from the 18 month mentoring platform.

The honourable Baroness Howells, hosting peer of the event, officially opened the session and genuinely expressed her excitement to see an initiative such as WTP taking place. The session, moderated by WIL board member and WTP Lead Elena Bonfiglioli, Microsoft Senior Health Director EMEA, took off with Ms. Bonfiglioli giving the floor to Avivah Wittenberg-Cox, CEO 20first, for an exciting presentation on how and why women mean business. Based on the two books she authored “How Women Mean Business” and “Why Women Mean Business” Ms. Wittenberg-Cox delivered the key message of how to empower women in business and leadership, stating that we need to stop fixing women and start focusing on the real issue: the dominant male majority. While external women’s organisations help to push forward action aimed at gender issues and equalising policies, more needs to be done inside organisations and businesses to spark change. This includes a change of strategy towards the inclusion of men in the cause of gender equality, especially within companies and organisations.

After moderating a lively and friendly debate, where many emerging leaders and WIL members shared their opinions, Ms. Bonfiglioli turned the stage to the Hon. Julie Brill, US Federal Trade Commissioner and Dr. Antoniya Parvanova, Member of the European Parliament for insightful role model speeches and question periods.

Ms. Brill presented her experience and path to a successful career in leadership. Her recommendations tied in with Facebook COO Sheryl Sandberg’s three part advice on how to be successful in business and family (Lean In: Women, Work, and the Will to Lead, 2013). Ms. Brill also mentioned being good to oneself as a key factor to success, as human need is the base for every impulse and innovation. Moreover, she explained that one path to success is to become an expert in a field and that often pursuing ones professional passion locally, as opposed to globally, can offer equivalent success and fulfilment. Her final words urged everyone to always listen carefully, recognise mentoring moments and to embrace experiences, expertise and communication, which are the drivers to a great career.

The second role model speech, delivered by Antonyia Parvanova, provided a glimpse into her recipe of success. Her counsel was to never hesitate and go for the power, as it will never just be handed to you. Being ambitious and straightforward will make others follow your lead. She continued, giving interesting facts and figures about women in leadership based on current reports, exposing that women may be on the road of empowerment, but that top level ranks are still largely dominated by men. In view of this, her advice to empower yourself became even more relevant. Many questions and discussion were brought up in response to both role model testimonies, which led into the much anticipated emerging leader sharing session.

Moderated by Ms. Bonfiglioili, each emerging leader from the first WTP edition was given the opportunity to share their experience, take-a-ways and lessons learnt from the program, as well as their suggestions and words of wisdom for the new talents present. Generally, the tone was highly enthusiastic and the talents shared a panoply of cherished WTP experiences. Several mentioned that the program gave them more self-confidence and inspired them to fearlessly reach for their dreams. Learning to be able to draw from herself and create things according to her own definition was something that marked Cristina Hoffmann, Design Lead at Orange’s Design & User Experience division (D&U) during the WTP program. Racha Abu El Ata, Cloud and Hosting Partners Team Lead at Microsoft and Blandine Avot, Competitive Intelligence Manager at Orange, testified to the benefit of a better work-life balance thanks to the program, which taught them to retain non-negotiables in their self-management.

Networking and meeting women with similarly high ambitions also proved to be an important aspect of the WTP to many participants. Sharing experiences was perceived as positive aspect of the program by Myriam El Ouni, Alliance Manager at Microsoft, and Marie-Hélène Briens, Sales Manager at Orange Business Services, as both mentioned how leadership can sometimes be a lonely path. To be able to network with mentors that became strong supporters, was something all talents felt was the crux of the program, especially Pénélope Roux, Operational Director at Microsoft Innovation Centre Brussels, who greatly appreciated this aspect of the program. Overall, the mentoring aspects of the program and the elaboration of soft skills was perceived as the programs essential value and the interaction and sharing with experts and experience leaders truly made the program unique.

WIL was ecstatic to close the session with the debut of a special video pioneered by Isabelle Roux-Chenu, General Counsel at Capgemini Group entitled “Women at Capgemini”. Thinking about the persistent gender inequality in her sector, Ms. Roux-Chenu decided to invest in a video exposé which collects high-level statements from some of the most male dominated industries, testifying on the topic of gender diversity and the need for equal female representation at all business levels. The video project aims at changing the corporate mentality and convincing both male and female leaders to engage in the promotion of gender equality at all levels of Capgemini.

Following the inspiring sequence of the WTP closing session, all participants were transferred to the London Skype Offices, for a wonderful evening reception held with our partners GlobalWIN and the Pink Shoe Club. Brilliant opening remarks were given on behalf of Skype and Microsoft by David Burrows, Managing Director, EMEA Government, Worldwide Public Sector, Microsoft and a heartfelt keynote speech by Joanna Shields, Chief Executive Officer, Tech City & UK Digital Ambassador brought the day to a close before the evening moved on to lively networking.

WTP Session in Rome

Fri, 14 Jun 2013 12:51:56 GMT

Prior to the WIL Biannual Event hosted at the Villa Medici, WIL members and Emerging Leaders gathered in Rome for a very special Women Talent Pool session to discuss the question of how to adapt one’s leadership style to a complex, challenging world. Thanks to the Scientific and Economic Mission of the French Embassy in Italy, this meeting could take place in the impressive Palazzo Farnese, and the Ambassador Alain Le Roy himself came to open the session and to encourage the young talents in their endeavors.

WIL co-founder and Women Talent Pool coordinator Elena Bonfiglioli, Senior Health Director at Microsoft EMEA, welcomed the participants and audience and introduced the objectives and activities of the WTP. She specifically emphasized the importance of networking and forging connections between all generations of leaders. According to WIL board member Katherine Corich, CEO of Sysdoc, many types of successful leaders exist today outside of traditional models, but it takes courage to embrace them. Leadership, she stressed, is defined by change and how one adapts to it. She then introduced the Emerging Leaders who had been selected to share their particular leadership experiences:

In this sense, WIL Emerging Leader Marie-Hélène Briens, Sales Manager at Orange Business Services, compared leadership skills to the effects of innovation. By equating innovation with a light in the darkness, she underscored the innovative potential of leadership that embraces change and new ideas, thus functioning as a guiding light. She also claimed that women have a stronger capacity to listen, which is key to developing a more collaborative style of management.

Anne-Lise Thieblemont, Senior Director of Government Affairs at Qualcomm, also emphasized the importance of challenging oneself, for example by going global or trying a new sector. According to her, skills are important, but even more so the will to achieve great things.

The role model aspect of good leadership was elaborated by Racha Abu El Ata, Cloud and Hosting Partners Team Lead for Microsoft, who considered leadership the quality to inspire motivation and energy, but also a talent can always be improved.

Claire Monne, Head of External Agricultural Policy of the Trade and Development Division at the French Ministry of the Economy, Finance and Industry, spoke about her particular career path, starting out as a trained veterinarian, and how this scientific training allowed her to develop better diagnosis skills and to create her special leadership brand.

Finally, Martina Weimert, Vice-President of Financial Services at CapGemini, also shared her insights into what makes a good leader: team performance and the ability to create the conditions which encourage the team to be innovative and to succeed. On another note, customer centricity should always be a central guiding principle for a leader and her team.

The audience of this event was then able to compare the ideas and experiences of the emerging talents to the testimonies given by seasoned leaders from the WIL network. Especially moving was the presentation by Ourania Ekaterinari, Deputy CEO of Public Power Corporation S.A., who talked about her difficult leadership role in the dramatic context of Greece’s destitute economy. She stressed the importance of honesty, integrity and humility when faced with having to make difficult decisions and the need to communicate well one’s motivations. On a more positive note, the current crisis has forced Greek women to reposition themselves in the economy and to take over the role of the breadwinner in the family.

Rita Tenan, Public Sector Director for Microsoft Italy, spoke about her leadership experience, working closely with public administration entities to simplify and optimize the sector. The key to her path, she said, was open-mindedness and the ability to keep seeing the world with a child’s eyes. She urged the Emerging Leaders to not be too hard on themselves and to find the right balance.

Finally, Mary Dupont-Madinier, Partner of VALTUS Transition, elaborated on her experiences dealing with change management and how it has become an important aspect of every company. This need to manage uncertainty requires humility, authenticity and a diversity of approaches, key aspects that call for the ideas and competencies of young leaders in particular.

Thus, the WTP session was a great opportunity for the Emerging Leaders to learn and grow from the advice of role models with decades of experience and knowledge, especially in challenging situations of transition. Apart from that, it was also an experience for the young talents to show off their public speaking skills and the confidence they gained through their participation in the program, whose next edition will be launched during the second biannual event in December.

WTP Workshop: Mirror yourself in your leadership style

Fri, 22 Mar 2013 14:15:51 GMT

A second successful Women Talent Pool workshop took place on Friday, 22nd March at the premises of Microsoft France. It was led by Irène Papaligouras, founder of Leaders Excellence Partners, a strategic human resources start-up, focused on a predicative and proactive audit of leadership competencies.

Under the motto “Mirror Yourself in Your Leadership Style”, nine Emerging Leaders participated in a session aimed at assessing and developing their specific leadership style.

The workshop was preceded by a networking lunch organized by Nathalie Wright, Director of the Enterprises and Partners Division at Microsoft France, and Emerging Leader Myriam El Ouni, Alliance Manager at Microsoft.

WIL welcomed two new Emerging Talents from the Directorate General of the Treasury of the French Ministry of the Economy, Finance and Industry.

The workshop began with an in-depth introduction of the participants. They cross-presented each other and produced Chinese portraits of themselves to get to know each other, as well as to get to know themselves better.

In order to determine their specific leadership style, the participants were then asked to assess their personality via the Enneagram personality model, which can be used as a tool to define nine different leadership styles. Leaders benefit from categorizing their personality by becoming aware of their strengths and weaknesses and defining the areas that can be improved.

In addition, the workshop identified three key skills for leaders of the 21st century: self-branding, entrepreneurship, and hyperconnectivity. The first skill, self-branding, is all about signaling one’s unique strengths in order to stand out from the crowd. The second, entrepreneurship, is about being a change-agent, driven towards innovation and optimization. The third, hyperconnectivity, is about turning leaders into sought-after sources of relevant content.

Finally, having discovered their personality and leadership style, the participants were then asked to present their particular leadership development style, to serve as a reminder and guiding principle for further developing their own management qualities. The Emerging Leaders found this session very resourceful and inspiring. At the end of the workshop, they left with concrete elements to help them build a plan for development for themselves and their teams.

WTP Coaching Session: Career Hindrances and Boosters

Thu, 10 Jan 2013 14:19:29 GMT

On 10th January a group of ten WIL Emerging Leaders participated in a coaching session focused on crucial factors that impact women’s career progress and their willingness to enter higher-level positions.

This interactive half-day workshop was led by Stefania Maschio. The session's main objective was to help young leaders accelerate their professional and personal development through increasing their self-awareness, improving emotional regulation and strengthening self-confidence. The training itself consisted in a series of interactive exercises, group discussions and a presentation, which touched on a variety of issues related to choices and opportunities, expectations, risks and self-image.

Stefania Maschio, who orchestrated the session, is a former General Manager and member of Executive Committees in international companies. Before creating her own coaching firm, she followed Executive MBA studies and a Master’s program in coaching at INSEAD business school.

The coaching session was organized at Orange's premises in Paris, in cooperation with Isabelle Schaefer, Orange’s Director Gender Equality.

Below are small excerpts from the feedback that Emerging Leaders sent us after the session.

Racha Abu El Ata Microsoft, Global Account Manager

The more often we see each other in the Emerging Leaders group, the more I sense the value of such a network. The coaching session itself was very enriching. It allowed us to step back, to ask ourselves important questions and to better understand codes, expectations and the rules of play imposed by companies.

Blandine Avot, Orange, Competitive Intelligence Manager

Stefania Maschio addressed some issues that concern us all, and she did it in a very efficient and lively way. I feel that I now have a better framework for thought, which could help me project myself into the future. I will try to put into practice some of the principles we shared. Maybe they could become my 2013 resolutions.

Virginie Dominguez, Orange, Sales Director

Our coach managed to present in a very clear and pertinent way some major obstacles that women must confront to advance their career. It was important for us to exchange views and to realize that others deal with the same difficulties, which however are not insurmountable.

Cristina Hoffmann, Orange, Design Lead at Orange’s Design & User Experience division

The training was overall a great experience. What I liked the most were the exercises through which we got to know our fellow Emerging Leaders better. It was the first time we’ve had such an exchange, and I realized we were actually missing this kind of interaction during previous events. I also very much appreciated the fact that the content, instead of simply being presented to the participants, became an inspiration for a lively discussion.

Cristina Tejada Biarge, Orange, Roaming Wholesale Manager

It was an extremely revelatory session, and thanks to great interactions that Stefania facilitated we were able to get deeply into the subjects and seize the concepts discussed. I feel that this session will have a great impact on the way I look at my career and behavior in the business world.

Martina Weimert, Capgemini, Vice-President Financial Services

It was a great experience to learn about the dos and don’ts, which corresponded with many of my own challenges. Definitely, the barriers that limit our careers come from ourselves as much as from social constraints. It was very enriching to exchange ideas and share experiences with other participants.

Talents feedback on the WT Program

Mon, 22 Oct 2012 13:21:53 GMT

On 22nd October WIL invited twenty of its Emerging Talents to participate in a communication skills training session led by Corinne Got-Camard, General Manager, and Thierry Derrien, Senior Account Director at Hill+Knowlton Strategies.

In the afternoon, after the luncheon and the debate hosted by Claude Bartolone, President of the French National Assembly, the group visited Orange Innovation Gardens.

Nathalie Wright, Director of the Enterprises and Partners Division at Microsoft France and WIL role model, chaired a discussion with U.S. Federal Trade Commissioner Maureen Ohlhausen, WIL President Thaima Samman and Orange women executives: Elisabeth Belois-Fonteix (Orange Labs Networks & Carriers’ HR Director), Claire Paponneau (Senior Vice President International Operations WECA), Nadine Foulon-Belkacemi (Orange Labs Networks & Carriers, Senior Vice President Transformation) and Brigitte Bourgoin (Chief Compliance Officer). The exchange focused on career milestones and work-life balance management.

A brief presentation of new technologies in healthcare and 3D imaging developed in Orange Labs completed the program of the session.

We asked our Emerging Talents to give us feedback on this all-day event.

Delphine Girod Roux, Head of Orange France point of sales Performance Department

"The organization of overall event was very good, with good timing, nice conference rooms, comfortable transport, and an exquisite meal. Our communication skills training session was rich in situational exercises, and highly instructive. It focused on the importance of look, tone of voice, and breathing for the image we create when speaking. The luncheon at the French Parliament, hosted by Claude Bartolone, was sumptuous. The speakers shared their thoughts on the fine line between transparency and privacy in a world where the role of social networks is increasingly important. The mode of discussion fit well with the core theme of our debate. We had the privilege of hearing Delphine Ernotte speak about the challenges of Cloud Pro Orange. Our visit to Orange Labs also went very well".

Virginie Dominguez, Sales Director for Orange shops in Paris Ouest sector

"The communication skills training session was very interesting, first and foremost because the level of the trainers was very good. Practical cases were relevant, and they illustrated some theoretical questions raised and presented in the morning. My only regret is that we had such tight time constraints. Had the training been longer, we could have derived even greater benefit from it. I was in the English-speaking group. Even though I could understand everything, I think I would have been more at ease if I had been able to do the same exercises in French; it is easier to exercise one’s voice, gestures and exchanges with an audience when one uses one’s mother tongue. The luncheon-conference at the French National Assembly was clearly a high point in the day. The venue was exceptional. The moment of informal discussions and networking during the aperitif was appreciable, as it always is. The quality of speakers was once more excellent; I only regret that the meeting at the Hôtel de Lassay was more a conference than a debate. Last but not least, I really appreciated the exchange of experiences with women executives at Orange Labs. It was very enriching to listen to successful women who explained their choices and described their career paths".

Pauline Henaff, Account Manager at Orange Business Services

"The communication skills training session held in the morning raised my enthusiasm, and I think that I am now on the right track to progress. I plan to use these new skills next week during an important client presentation. The atmosphere was very constructive when we were put into different situations during the training. The possibility to observe others doing the same exercise allowed us to confront ourselves, and to identify our own areas for improvement. The luncheon was also great. As far as the debate on the right balance between the public and the private in the Internet age is concerned, a variety of perspectives presented by the speakers raised thoughts about this issue. It is a pity that there was no time for the audience to ask questions and discuss the theme. The last part of the WTP session – a discussion with WIL role models – was fascinating. It was very interesting to listen to them share their experiences, and tell us about what allowed them to succeed, as well as the difficulties they had to overcome".

Cristina Hoffmann, Lead Designer, Group Design & User Experience at Orange

"What value do we get from the Women Talent Pool program? Connection. At the heart of what I have been doing at Orange for the last seven years is contributing to put people – and not just technological possibility – at the center of our innovation process, which is something I feel passionate about. What I had not realized over these last years is how much, even at the beginning of one’s career, we end up living in the world of our company and its concerns. What Women in Leadership has done, was to remind me that the world will always be much richer than what I know. Through WIL and the training sessions it organizes, I feel reconnected to this richness. Doors are opened to whole new realities, environments, tools and influences. And what is very successful about the Women Talent Pool is the part that role models play in this connection process. These are authentic women, with important roles and real lives, who dare to do things differently, and strive to contribute to society and live by their convictions. Thanks to them we get this rich palette of experiences that demystify how their careers have unfolded and provide us with alternatives of what it means to be successful. This is of real importance to me, because it is a great source of confidence and inspiration. I feel like we are being given some of the material we need to better invent our careers and ourselves".

WTP Emerging Leader Interview with Aurélie Feld

Mon, 27 Aug 2012 08:57:28 GMT

Aurélie Feld moved from the corporate world two years ago to become the Deputy Managing Director of a growing microfinance NGO, PlaNet Finance. While the two environments have quite a lot in common, there is something about microfinance that makes professionals surpass their field expertise and delve into issues such as education, environment or health.

What made you transfer from working for a management consulting firm to an NGO?

PlaNet Finance was my pro bono client when I was a project manager at McKinsey. I led a team of consultants working on PlaNet Finance’s strategic planning in 2008, and kept in touch with the management team thereafter. Early 2010, as I was deciding to leave McKinsey, I helped PlaNet Finance put together a transformation plan, to further professionalize and structure the NGO. Eventually, they asked me to come on board to implement it as Deputy CEO, and I accepted. The rest, as they say, is history…

What is your experience of the differences between these two work environments?

The development world has professionalized a lot lately, in line with the development of more professional Social Responsibility within private funders and the stronger focus of public funders on aid efficacy & efficiency. Moreover, since PlaNet Finance is a consulting & finance-oriented NGO, probably has a bit of a different DNA & work environment than other NGOs…

In short, there is not that much of a difference in terms of work environment between McKinsey & PlaNet Finance, as strange as it may seem. Both places have teams of incredibly driven professionals who are fully dedicated to impact – even if the nature of the impact greatly differs. McKinsey might be a bit more of a well-oiled machine & PlaNet Finance has a bit of an “artisan” touch, but part of that difference could be age (PlaNet Finance is only 13 years old), and not only means…

Both organizations have a rather young age average, are very diverse in terms of the cultures, nationalities, backgrounds, languages, etc... Both organizations have an international footprint (even if PlaNet Finance’s network is smaller and mostly in the developing world). If I had to pinpoint a strong difference, the only thing that comes to mind is the dress code, and that’s not exactly major.

In what ways does PlaNet Finance carry out its mission of “alleviating poverty around the world by enabling the access to financial services to those who are excluded therefrom”?

PlaNet Finance has two main activities:

(1) Microfinance+ targets micro-entrepreneurs more directly, in order to help them start & grow their revenue-generating activity. We provide micro entrepreneurs with the necessary tools, including training & access to finance. We also help them organize in groups, cooperatives, so as to enable them to share best practices. We structure value chains, such as the Shea butter value chain in Ghana, so as to enable the initial producers to maximize their share of the value chain revenues.

(2) Microfinance & Consulting advises the entire microfinance ecosystem (microfinance institutions, banks, governments, funders, etc…). We help build capacity in microfinance institutions so as to enable them to better serve more clients, especially in rural areas. We use technology (mobile, geolocation) to increase financial inclusion, and give poor unbanked people access to financial products & services.

How does microfinance play a role in areas such as health, education and environmental protection?

In access to health, microfinance plays a dual role. First, through microinsurance, it is possible to offer affordable health insurance schemes to the bottom of the pyramid, even if adoption is still problematic today. Second, people with diseases also need access to finance, and specific loan & other financial products that are compatible with their affliction/their risk profile. For example, PlaNet Finance is involved in a project in Niger, which aims at enabling people with sickle cell disease to create & grow their revenue-generating activity. We also work with people with AIDS in Senegal & Benin.

Education: in developing countries, a lot of youth, especially females don’t have access to education, which in turn makes it difficult for them to gain employment opportunities. Their only chance at a better future is to create and grow their own revenue-generating activity. We give them trainings in accounting/business development services, and, in partnership with other NGOs/vocational schools, technical training. We accompany them in the creation of their activity and in gaining access to finance through partner microfinance institutions.

Environmental protection: the bottom of the pyramid also needs access to energy, clean/renewable energy if possible. In partnership with microfinance institutions and clean energy solutions manufacturers, PlaNet Finance develops programs that substitute solar panels, solar ovens, energy-efficient ovens, etc… to fossil fuels. Usually, the loan product is structured as follows: monthly repayment = monthly fossil fuel bill, which means that once the loan is paid back, the family or the business saves the equivalent. For example, a recent project, Rendev, which won an EU prize in 2009, aimed at equipping rural villages with solar panels, thus enabling children to study and women to have a revenue-generating activity at home after sunset. It also created microenterprises (assembly, installation & maintenance of solar panels), and extra revenue for small local shops (energy-efficient light bulbs).

Which of the projects you work on are you the most passionate about?

I am passionate about PlaNet Finance in general, but if I had to choose three projects, they would be the following:

Internally, professionalizing the NGO and growing its people, which was my initial mandate when I joined. I strongly believe it is our duty as an NGO to be as efficient and professional as possible in using the funds that are granted to us, towards maximum impact.

In our project portfolio, I would mention two emblematic projects.

First, financial transparency: this is one of the themes that we are pushing in our Microfinance & Consulting activity, for which we recently published a best practice guide. It all started with a project in 4 countries in West Africa on which we worked with 10 microfinance institutions. It aimed at enabling them to produce good quality financial statements, periodic reports & dashboards, leverage them in their decision-making, etc... We will replicate it in Cape Verde soon and hopefully in other countries.

Second, the Star Shea network: this is a project that we started with our partner SAP, in rural areas in Northern Ghana. The objective is to structure the Shea value chain to maximize revenue for women gatherers. We started with production & drying techniques, added price transparency to enable women to negotiate at arm’s length with intermediaries. The next step was to deal with seasonality of prices, which are low when the women need the revenue in April and much higher in September. A microfinance institution now grants a loan to the women in April, which they pay back in September when they actually sell their Shea production. The next step, which is access to international markets, is the one we are currently adding to the project through the creation of a social business – a commercialization platform. The final step, which we’ll get to next, will involve helping the women equip themselves with machines that transform the nuts into Shea butter, thus adding the transformation premium to their share of revenues.

Women Talent Pool's First Online Meeting

Fri, 15 Jun 2012 10:46:23 GMT

On the 15th of June we held the first Women Talent Pool online meeting, during which the Emerging Leaders were offered a session on using the WIL Website to network, by Bertrand Salord, and a training on self-branding through writing delivered by Role Models Elena Bonfiglioli, Microsoft, Pinuccia Contino, Head of Unit Multilingualism and Translation of the European Commission and Katherine Corich, CEO of Sysdoc.

During the session, the Emerging Leaders have learnt about possible ways of using the social media to brand themselves, as well as the "Do's” and “Don'ts” in writing bios, motivation letters and email communications, as well as online presence on Facebook, LinkedIn and Twitter.

More details on the meeting to be given soon.

WTP Emerging Leader Interview with Cristina Hoffman

Fri, 08 Jun 2012 10:47:32 GMT

What are your sources of motivation?

I deeply care about having a positive impact in people’s lives; this is a great source of motivation for me. I pursue this by creating products and services that provide meaningful experiences, and make a difference for customers. This can be a real source of value and differentiation for a company, and one of the pillars on which I think Europe should grow. Creativity and entrepreneurship motivated by this type of value creation are in my opinion essential, and the area I want to invest my work in.

How did you manage to combine your passion for design with engineering?

With a lot of determination and resourcefulness, because it wasn’t a typical career orientation in my environment. One of the keys has been to continuously nurture my skills, cultivating a solid point of view about what I do and how it can contribute to the business.

Throughout my engineering studies I made sure I learnt as much as possible about design and carefully sought internships that combined both disciplines. After graduating, my first roles were in innovation, but purely technical, however I strived to infuse them with the value of design skills and practices at every chance I got. I often re-invented my roles and stretched my responsibilities. I also made sure to first attend, and later speak at international design conferences. This allowed me to connect with the design community and learn from them. I was also part of the organization’s scattered design network, through which we sought to collaborate and align ourselves. By that time I had already evolved my job into applying innovation-by-design techniques to our research programs, so when Orange decided to consolidate an in-house Design & User Experience division, I was asked to join them in this adventure.

Working as a Design Lead, do you use your engineering skills?

Yes, my engineering skills are a real asset in many ways. They have been precious in helping me deal with complexity and shape initiatives in unstructured environments. Also, when designing digital products and services, it is an advantage to understand the potential behind new technologies, which helps you create more imaginative solutions. Not to mention how helpful they have proven to collaborate with other stakeholders, specially the ones responsible for building our solutions, since I understand what it takes to make things happen.

Which of the strategic innovation projects you’re involved in are you the most passionate about?

I’m very excited about working on improving how we provide digital customer care. It is a very complex challenge but one that really matters in Orange’s 2015 strategy.

The company has set up anticipation programs which are built with a Marketing, a Design and a Technical lead, who run them in close collaboration. This is a very interesting way of working as we bring together our different expertise and points of view to create a strong vision for the program. It has been a fantastic opportunity to consolidate our best practices, going out to see our clients and gaining precious insights on their experience of care, which has inspired much of our new service concepts. I’m really proud that we’ve tackled our challenge through user-centered design and come up with new ways of thinking about care and delivering it through our digital interfaces.

Could you elaborate on your philosophy of 'advocating through results', which you mention in your biography?

Advocating through results is a philosophy of having influence by being humble and constructive. And it’s about walking the talk.

If you believe in something and want to make it happen, you need others to believe in it and integrate it, and for this they need to be convinced of its value. Therefore the best way to achieve results is to engage with stakeholders, understand the problems at hand, what their priorities are and what they need to deliver on. Then help them succeed as quickly as you can, deliver excellent work on whatever is key to them. There is no such thing as a small project, because it will earn you credibility and their trust. Once you have a seat at the table and are part of making things happen, over-deliver; show them new things that your team can do, and gradually engage in more strategically important conversations. It’s very much about delivering results, excellence and conciliating multiple priorities.

WIL Women Talent Pool Pre-Launch Gathering

Tue, 31 Jan 2012 11:50:32 GMT

On 31 January 2012, at Microsoft’s premises in Brussels, WIL had the pleasure to host a pre-launch Women Talent Pool gathering.

After a warm welcome and explaining to the gathered Emerging Leaders the criteria, based on which they were selected for the pilot programme, Elena Bonfiglioli, Senior Health Director EMEA, Microsoft, WTP coordinator, presented the programme objectives and the aim of the pre-launch gathering: getting to know the Pool, brainstorming to get feedback and set expectations.

She also spoke about the learning opportunities Emerging Leaders are going to be able to benefit from by engaging with more senior women to discuss their future career paths, work experiences, leadership issues, business topics, as well as their aspirations and ambitions. Most importantly, participants will learn by sharing personal perspectives and discussing how to set the foundations for new models of leadership.

Several WIL members, who joined the program as Role Models, shared among the WTP participants their perceptions of and expectations from the programme.

Through the WTP, Nathalie Wright, Director of the Division Large Enterprises & Alliances, Microsoft, would like to push younger women into taking initiatives and responsibilities. She joined the programme, because she meets a lot of young women, who have a lot of ideas and energy, but are unsure whether they ‘can do it’. She would be happy to help them build their trajectories. Ms Wright is interested in sharing her experiences in various fields, including: IT, telecomm, finance, marketing and sales.

Claudine Schmuck, Global Contact, Director, noted that for the Emerging Leaders, being able to work the programme from the beginning gives them a chance to voice out their expectations, express ideas and have a real influence on its final shape. WTP is structured in a way to address the needs of the EL; the Role Models know what they want to transmit and convey to the younger women, but would like to take on board Emerging Leaders’ feedback to determine the right way to help them in their future progression.

Pinuccia Contino, Head of Unit Multilingualism and Translation Studies, DG Translations, European Commission, expressed her desire to give back by helping the younger generation. In her view, the whole point of the WTP is to help Emerging Leaders understand what they want to do in their professional lives and help them go for it; the first step they need to take is to build a reaching, personal relationship with the Role Models.

As some of the most important elements of the WTP, Thaima Samman, WIL President, listed the opportunity for the EL to get access and nurture a very diverse network, along with learning about ways to position themselves in relation to what they want to achieve. She noted that the women, whom the Emerging Leaders are going to meet in this programme are going to follow them for the rest of their lives.

Katherine Corich, CEO, Sysdoc, would like to see the EL set a clear direction of their careers: learn that they want to get from A to Z, believe they can achieve it and build support networks around themselves, based on trust and honesty so they can eventually achieve these goals, without having to compromise, particularly if they start to change things in life. She also stressed the importance of learning how to build teams, knowing whom to be honest with and whom to be professional with.

Mrs Bonfiglioli shared with the gathered WTP members her belief, that in the pursuit of happiness we become happy. In her view, it is through the way we regard opportunities, job, daily life that we transmit and echo to the others the potential that is around us and the potential of what we can do.

During the gathering, Emerging Leaders were given the opportunity to express their expectations from the WTP. They would like to broaden their horizons and learn through both training opportunities and exchanges with diverse members of WIL’s international network. EL also expressed their interest in learning about the impact of culture on leadership style. Many of them felt they could use help in improving their communication and negotiation skills. Among issues that they would like to see discussed, they mentioned work/life balance, sociological aspects of leadership and the idea of femininity. By the end of the 18 months’ programme, they would also like the WTP to come up with a single position on the issue of Women in Leadership.

In the context of the World Economic Forum Davos, Mr Dan Bross, Senior Director of Corporate Citizenship, Microsoft, drew on the example of its Young Global Leaders and Young Global Shapers programmes and spoke about identifying, developing and nurturing young leaders.

He stressed, that identifying talents early on and including them into the discussion helps bring the dialogue to a new level of awareness and inclusiveness.

Mr Bross noted, that when Prof Schwab formed the World Economic Forum, he probably didn’t have sense, hopes or dreams that it would become an international platform, where global leaders gather on an annual basis. The guest speaker turned to WIL Members advising them to think about the network in terms of what it can become for women leaders and in terms of helping develop talent among women.

He also stressed, that one sector of society is not going to address our global challenges: ”if we are going to address the crisis, it is going to require governments, NGOs, corporations to be engaged”.

Following the introductions, brainstorm and the inspirational speech of Mr Bross, the WTP members were given the chance to get to know each other better during a speed dating session, as well as invited to WIL’s official meeting, on the topic of Women in Culture.

The gathering turned out to be a success; the Emerging Leaders and Role Models had an opportunity to gain a deeper understanding of the ways in which they are going to cooperate during the course of the 18 months programme, learning both from the WTP Program Coordinator and from each other. Due to WTP’s structure, designed to respond to the needs of the young Women Pool, the meeting was a significant contribution towards determining the shape of the programme, which will be officially launched on the 6th of March.

European Ambassadors of Female Entrepreneurship

Tue, 12 Jan 2010 11:53:58 GMT

The European Commission for Economy, Employment and Social Affairs launched an initiative that brings forth to girls and young women role models that broke through the traditional career paths to lead their own companies. No less than 130 business women from 10 EU Member States have been appointed as Ambassadors of female entrepreneurship.

Throughout the year, they will be speaking directly to their counterparts in schools, universities, community groups, nurturing their self-confidence and giving concrete entrepreneurial knowledge, and also use media channels to dispel stereotypes about women in business. They have proven outstanding leadership in sectors such as technology, pharmacy, management consultancy and coaching or even wood industry. Some of them, such as Runhild Gammelsæter, the owner of a Norwegian biotechnology company, have taken further steps ahead, transforming their scientific research into a successful business.

In an environment where women's enterprises are concentrated in retailing, catering or community services, exchanging practices are meant to bring a shift in attitudes and allow women to be better represented in the knowledge economy. This action is part of those foreseen in the Commission's 2008 ∧ top

Jehanne Savi. Business Growth through Mentoring

Sun, 08 Nov 2009 11:55:55 GMT

Jehanne Savi has built a career in the telecommunications industry, where she now heads the IT Delivery division for France within the Group IT executive committee for France Telecom Group. She holds a degree in telecommunications management and a PhD. She is one of the first WiL members who supported the concept of a mentoring program for young women and has agreed to share her views on the benefits it brings to organizations and what societal issues can be worked out through mentoring.

From a business perspective, Jehanne considers that an organization whose leaders support diversity frameworks can derive considerable economic benefits. In the short term, programs such as mentoring allow business leaders to assess the skills held by young people as well as to guide them on the path to becoming competitive junior-level management. In the long run, such initiatives attract, through a snowball effect, performance-driven talent and foster reliable customer-oriented operation. Ultimately, it contributes to the company’s cooperation and collective intelligence.

As the latest She Figures of the EU Commission show, there is a need for skilled people in technical fields. One solution is to attract more young women to follow technical studies. “Without doubt, such actions need to start early in the education of young girls, but we are also responsible to showing to young people in general what a technical career really means. Once you enter a company, you will dedicate your time to various issues, on the marketing, economic or even the legal side” says Jehanne. Showing all the sides of a technical career, through a mentor - mentee relationship, increases the chances of reversing the current trend in downsized skills.

“From a personal view, my mentor has strongly influenced me to reach the level of self-confidence I needed for developing my career” explains Jehanne. As a recently released study of the Research Institute LH2 and Equilibres network shows, 55% of women in management positions in France are not optimistic about their career evolution mostly because of the chances they are offered. Mentoring programs are meant to dispel such attitudes and to raise motivation and performance levels. They should therefore lead to a higher number of self-confident women in top positions who have understood early in their career how to develop professionally in diverse roles, companies and sectors, by leveraging their technical background.

Teaching Leadership through Mentoring

Tue, 02 Jun 2009 10:57:14 GMT

WiL has provided its members with a strong added value at European level, by enabling discussions with EU Commissioners or members of the EU parliament. In 2009, we are launching the Mentoring program, which reflects the overall positioning of the WiL network since it is: Open (both specific and diversified target groups of mentees), Transversal (mentors with different and complementary backgrounds) and Focused on enabling young women to step up in leadership in the information society.

In 2009, the mentoring program is launched experimentally, with the objective to form 10 pairs of mentors/mentees, within 2 distinct groups, one with mentees who are students, the other one with mentees who have entrepreneurial projects. Mentors include senior executive women, both from the public and the private sector who all share the will to enable young women to move forward. On June 3rd, mentees will be able to meet their mentors.

Claudine, as project coordinator, is developing, assessing and adjusting the processes based on regular contacts with mentors and mentees. So far. this has involved supplying both mentors and mentees with information such as guidelines, sketching out of the type of agreement that can be developed between both. It will later on involve monitoring progresses and gathering feedback from participants to determine how to move from an experimental pilot program to a fully fledged program as of 2010.

A Word from the Mentees. Feedback on the Mentoring Program Launch - Lindita Komani (Jade)

Wed, 18 Feb 2009 11:58:07 GMT

During the working sessions on December 11th, I felt very happy to having received this very nice Christmas present from my network (JADE). The passionate manner in which Ms Samman and Ms Bonfiglioli conducted the event and the wise contributions of the participants made me feel that this is going to be a unique experience for everybody. I began reflecting on how to make also other JADE members benefit from it and while leaving the event I already had an idea in my mind, which I will shortly present as follows.

The JADE representatives in this mentoring program in cooperation with leaders and mentors, as well as with JADE Executive Board organize a workshop series about the New Working Environments where gender diversity has brought to successful developments.

Participants of this workshop would be young men and women of our JADE network who should have the possibility to learn about the impact that the inclusion of women in the decision making process has had in business, political and academic world.

The rationale for this workshop series would be: Trends in the entrepreneurial and management world show that in the middle and long run we all will be living in a society in which feeling comfortable in working together with women in the course of decision making processes, will be a competitive advantage in the job market. JADE network delivers a good example on how naturally young women have been integrated in the decision making process at local, national and international level. And it is reasonable to predict that many of these young women and young men, who have working with them, will be leaders of tomorrow. They all have now experiences that they can share with colleagues and outsiders. The results of this workshop series can be brought together in a booklet that can be distributed to enterprises, not-for-profit organizations, governments, international institutions with the aim to support their gender diversity programs.

This mentoring program has the chance to help shaping this future and I think this initial proposal on which can be further built upon, would represent an interesting extension for this mentoring program. I would be glad to deal with this topic also in future; therefore I hope that this first proposal will be welcomed.

I would like to conclude this feedback letter with special thanks to the initiators of this mentoring program, to the mentors and the mentees.

Looking forward to meeting you soon,

Lindita Komani

JADE (Know&How JE Graz, President)