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.

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.

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 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

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

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 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

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

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.

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.

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.

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