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Sarath Shyam
AI in Healthcare, A Human Story in a Digital Age
Have you ever sat in a doctor’s waiting room, wishing the process could be faster, smoother, and maybe just a little less stressful?
We’ve all been there, filling out the same forms, waiting for updates, hoping the system works in our favor. Now imagine if technology could make that whole experience not just easier, but smarter. That’s exactly what artificial intelligence is starting to do in healthcare today.
The conversation around AI has moved from “what if” to “what now.” It’s no longer a shiny tool on the sidelines; it’s stepping right into the spotlight. From predicting illnesses before they happen to helping doctors make better decisions and even streamlining hospital operations, AI is
reshaping the way healthcare looks and feels. But here’s the twist: it’s not only about the technology. The real story is about people: leaders who are navigating this fast-changing landscape while making sure innovation doesn’t leave behind trust, fairness, and humanity. After all, what good is smart technology if people don’t feel safe using it?
In this issue of Digital First Magazine, we explore that balance. Our cover story features Mike Baca, Senior Director of AI Platforms & Solutions at Cencora, a Fortune 10 healthcare supply chain and solutions company. With over 25 years in technical leadership, Mike has seen the promise and pitfalls of technology firsthand. In his interview, he talks about how AI is transforming healthcare, why people must remain at the center of every solution, and what leaders can do to guide their teams with clarity and confidence. He also offers some timely advice for anyone looking to lead in this era of rapid change.
As you read through the pages, you’ll find stories that remind us AI isn’t just about machines and code, it’s about real people, real care, and real leadership. Innovation in healthcare should always circle back to one question: does it help people live better lives?
We hope this issue leaves you curious, inspired, and maybe even a little more optimistic about the future. After all, AI isn’t the distant tomorrow anymore but it’s shaping the choices we make today.
Happy Reading.
Sarath Shyam
COVER STORY
MIKE BACA
SENIOR DIRECTOR, AI PLATFORMS & SOLUTIONS, CENCORA
LEADING WITH TECHNOLOGY AND PURPOSE
Charity Darnell VP & Assistant CIO, Methodist Health System
Uniting People and Technology for a Compassionate, Quality Healthcare
LEADER’S INSIGHTS
Driving Operational Excellence in Global BioAnalytics 26
Belinda Nilsson-Rodrigues, Sr Director, Global IBA Operations, Strategy and IT, IDEXX
Sanja Kon, Vice President, Europe, Circle Forging the Future of Fintech
Championing Innovation & Diversity in the Digital Age
Dr. Ayobola Adedayo, Head of Product, Autochek Africa
LEADER’S INSIGHTS
Driving Growth Through Operational Excellence
Rachel Pham, Head of Revenue Operations, STP Investment Services
Crafting HumanCentered Design for a Better Future
James Grice, Head of Innovation and AI, Lawfront
72
Transforming Academic Publishing Through Innovation & Creativity
Lučka Bibič, Head of Article
Pipeline Management, Springer Nature Group
82
Unleashing the Power of Technology to Drive Business Success
Nurturing the Next Generation of Talent Acquisition Leaders
Danielle McCaffrey, Sr. Director of Talent Acquisition, Alorica
78
COVER STORY
MIKE BACA
SENIOR DIRECTOR, AI PLATFORMS & SOLUTIONS, CENCORA
LEADING WITH TECHNOLOGY AND PURPOSE
Mike Baca leads the enterprise AI Platforms and Solutions team at Cencora, a Fortune 10 healthcare supply chain and solutions company. Over the past two and a half decades, he has served in a number of technical leadership roles within the pharmaceutical and healthcare industries where he focuses on delivering business value through innovation. His success stems from building teams that combine an intrinsic passion for emergent technologies with a lean mindset and an embedded approach to customer understanding. He has found that with every wonderful new innovation, it remains imperative to think of technology as merely the means and not the end.
Recently, in an exclusive interview with Digital First Magazine, Mike shared insights on the transformative power of AI in healthcare, the importance of people-centric technology solutions, his approach to staying ahead of the curve in emerging technologies, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
Hi Mike. What drives your passion for digital transformation and technology?
Since the beginning of my career, I have always enjoyed playing that “middle role” where technology and business intersect. I enjoy digging into the business problems and finding ways that technology can help remove the inherent friction we often see in organizational processes. At the end of the day, I get a great deal of satisfaction in elevating people’s experiences and seeing the solution work.
What do you love the most about your current role?
Currently, I lead AI Platforms & Solutions at Cencora, a Fortune 10 healthcare solutions company. The recent advances in AI, specifically Generative AI, have been nothing short of amazing. The first time I interacted with ChatGPT, I had it write a goofy poem about my wife and thought it was absolute magic. After the second time, I thought this is going to absolutely revolutionize the way we work and serve our customers, akin to the birth of the web. I cannot think of a better place to be in terms of career excitement and business potential.
How do you see artificial intelligence impacting the healthcare industry, and what opportunities or challenges do you foresee?
Cencora plays an important role up and down the healthcare supply chain, from drug commercialization through supply chain logistics to patient accessibility and ultimately to better health outcomes for patients worldwide. The opportunities for AI to present a positive impact
in healthcare are many and varied in terms of worker productivity, customer experience, and deeper clinical insights. As we seek to take the low-value, labor intensive work out of our processes, our ability to focus on higher-value contributions with an augmented ability to process vast of amounts of data will certainly strengthen our pursuit of “healthier futures” for patients.
The challenges are equally significant. Among the questions we seek to address are: How do we craft an appropriate and consistent decision framework for AI as we move from decades of deterministic technologies to more human-like, probabilistic approaches. How do we engender trust with our stakeholders and ensure privacy and responsible use of AI? The legal and compliance landscape is still trying to catch up to the technology. What can we do to minimize risk—both in terms of regulatory concerns as well as missed opportunity costs. Also, how do we prepare our workforce for new ways of working as we define AI as a collaborative partner and not as a replacement.
Can you share your perspective on the importance of people-centric technology solutions?
By all means, the technology—as fun and interesting as it is—is a means to an end. The tech needs to serve the needs of the organization and the people that run it, not the other way around. To forget that is to deliver outcomes without value. To best understand those needs, I’ve always advocated for a “boots on the ground” approach with analysts embedded with actual users of the solution rather than management or indirect stakeholders. In my experience this is the best way to hit the mark.
In terms of delivering business value with AI, it is imperative that 1.) we understand the impact it will have on the humans involved and support them through the transition, but also 2.) we have a plan for enriching their experience as workers and seek to raise the bar of expectations for their role.
How do you stay ahead of the curve in terms of emerging technologies and trends?
This is not an easy thing to do and requires purposeful action. As information technology professionals it’s always good practice to set aside a few hours a week to catch up on what’s new. I find that podcasts and audiobooks are ideal for being productive in the car. I’m a reader, but I tend towards biographies and history. I find that while not always directly related to technology, these genres provide great insight into other people’s journeys and how they’ve overcome challenges—lessons which directly impact my own journey. Importantly, within my team, we’ve instilled and cultivated a culture of intellectual curiosity. We lean on each other’s learnings and insights for ideas and enrichment.
Can you share a book, podcast, or resource that has had a significant impact on your thinking?
One of the most thought-provoking reads from the past year for me has been “Co-Intelligence” by Ethan Mollick. I follow his blog “One Useful Thing” as well. Jason Crawford’s “The Roots of Progress” blog nicely blends my interest in historical trends with technology and innovation. Pascal Bornet is another inspiring thought leader who initially exposed me to the promise of intelligent automation several years ago with his book of the same name. For podcasts, my go to is TechCrunch and occasionally The Vergecast. There is no shortage of valuable resources on all channels, so the challenge is screening out the noise and concentrating on a few trusted and engaging resources.
What are some of your passions outside of work? What do you like to do in your time off?
I am an information consumer, so I am always looking to add to what my brain has managed to retain. I enjoy a good hike and occasional fishing (not necessarily catching). I bought a
THE OPPORTUNITIES FOR AI TO PRESENT A POSITIVE IMPACT IN HEALTHCARE ARE MANY AND VARIED IN TERMS OF WORKER PRODUCTIVITY, CUSTOMER EXPERIENCE, AND DEEPER CLINICAL INSIGHTS
IF YOU CANNOT ANSWER WHY YOU ARE EMBARKING ON THIS PATH, THEN YOU NEED TO STOP AND FIGURE IT OUT
guitar recently and am slowly teaching myself to play. My wife and I are close to being “empty nesters”, so we have been traveling more when we’re not keeping our two labs out of trouble. Spirituality and faith are important to me, and I serve at our local church.
What is your favorite quote?
I have a few, but “True humility is not thinking less of yourself; it is thinking of yourself less" is something I have to remind myself constantly about.
What are your long-term career aspirations, and how do you see yourself evolving as a leader over the next five years?
I have been in this career for quite some time, and my aspirations from day one, quite accidentally and not always successfully, have been to find a place where I can apply new ideas and ways of working to inspire people and help organizations achieve their goals. I see that as my personal career vision.
What advice would you give to organizations looking to embark on a digital transformation journey?
I have been involved in “digital transformations” even before digital transformation was a thing. The advice I would give if asked would be to answer the question “Why?”. If you cannot answer why you are embarking on this path, then you need to stop and figure it out. Once you’ve gotten past that point, I suggest more “doing” rather than “planning” to start. Apply lean thinking by starting small and iterating: build, measure, learn and repeat. This will instill confidence and wisdom as your scale up in your transformation efforts.
2025
Uniting People and Technology for a Compassionate, Quality Healthcare Charity Darnell
VP & Assistant CIO, Methodist Health System
In 2012, Charity Darnell was standing at the bedside at a hospital in Fort Worth, Texas, watching care break down, not because of a lack of skill or dedication, but because the technology wasn’t working the way it should. New federal policies were rolling out. Electronic systems were being adopted fast. But instead of making care easier, they were making it harder.
Nurses were overwhelmed. Clicks took longer than conversations. Critical information was buried behind clunky interfaces. And the people doing the work, the ones responsible for patient outcomes, were rarely part of the decision-making process. “I didn’t yet understand the policy, but I clearly saw how
system design was complicating care instead of making it easier,” Charity recalls.
At the time, she was a nurse, not an executive. But when her manager encouraged her to speak up, something shifted. She began asking questions, joining meetings with informatics teams, and offering feedback that others weren’t bringing to the table. Her clinical background gave her a unique voice. One that could bridge the growing gap between care delivery and system design. “I became a translator, connecting the realities of nursing to the needs of the system,” she says.
That early experience launched a career built on the belief that technology must serve people. Over time, Charity moved from the bedside to the back end, working alongside IT
Charity Darnell, VP & Assistant CIO, Methodist Health System
Charity leads enterprise technology strategy with clarity, always asking one question at the core of every project: Where is the patient in this process?
teams, leading implementation projects, and designing workflows that made sense in realworld settings. She paid close attention to the small things, knowing that even a misplaced field or extra step could ripple into patient harm or clinician burnout.
Today, as Vice President and Assistant Chief Information Officer at Methodist Health System, Charity leads enterprise technology strategy with that same clarity. Her work touches everything from electronic health records and biomedical devices to cybersecurity and data governance. But at the core of every project is a question she never stops asking: Where is the patient in this process?
“Human-centered design isn’t just a buzzword. It’s my leadership philosophy,” opines Charity. That mindset came into focus during one of the most challenging projects of her career at a previous hospital. The deadlines were missed. The pressure was high. Teams stopped listening. Progress stalled. Charity didn’t respond with more rules or tighter control. She paused. She asked questions. She admitted where things had gone wrong. “That experience taught me that leadership isn’t about having all the answers. It’s about creating space for others to share theirs,” Charity explains.
For Charity, leadership isn’t a title. It’s an act of service. It’s about listening closely, staying curious, and building systems that reflect the people who use them. Her journey from the bedside to the C-suite didn’t happen overnight. But it started with one honest observation: care breaks down when people aren’t heard. And it continues with a daily commitment to make sure they are.
Building Technology Around People
Charity doesn’t believe in rushing into a new role with a long list of changes. At Methodist Health System, where she now serves as VP and Assistant CIO, her early days have been focused on listening. Listening to staff. Listening to leadership. And most importantly, listening to the people who care for patients every day.
“I’m still in the early stages of my role at Methodist, so my focus has been on listening and learning,” she says. Those conversations are already shaping the path ahead. Two upcoming projects, sparked by insights shared by Pam Stoyanoff, President and COO, and Jim Scoggin, CEO of Methodist Health System, reflect Charity’s hands-on, practical approach to solving everyday pain points in clinical workflows.
Nurses across the system identified two specific challenges that slow them down and could introduce unnecessary risk: re-entering vital signs and manually programming IV pumps. In response, Charity and her team are preparing to automate both. They plan to capture vital signs directly into Epic flowsheets, reducing time spent on data entry and ensuring more accurate records. IV pump interoperability is next. With this in place, medication orders will automatically populate the pump, and infusion data will flow directly into the patient record. These improvements will cut down manual steps, reduce the chance of medication errors, and give nurses more time at the bedside.
“These tangible early wins are on the horizon, and they will help free up time for patient care,” Charity claims. At Methodist, every tech project is rooted in one guiding idea: compassionate care. Charity believes that technology can only be effective if it supports
people; patients, caregivers, and staff. She adds, “As a nurse, my leadership begins with people. I meet them where they are, listen without judgment, and invite honesty about what helps or hinders care.”
That mindset drives how her team approaches workflow design. They trace realtime clinical processes to find out where care moves smoothly and where it slows down. They look at communication gaps, handoffs, missed moments, and friction points. Success isn’t measured by how complex a tool is. It’s measured in fewer clicks, faster communication, safer medication checks, and improved access. “We celebrate success in reduced friction. That’s how we know we’re moving in the right direction,” Charity explains.
Her team also pays attention to patient stories. Real experiences give weight to data and guide decisions. When mistakes happen or systems fall short, Charity leads with transparency and a commitment to improve, not blame. That kind of leadership builds trust. And trust makes real change possible.
The work aligns closely with Methodist’s four Care Commitments: take care of patients, take care of each other, take care of ourselves, and take care of Methodist. Each tech decision is reviewed through that lens. If it doesn’t support those goals, it gets reworked.
To take care of patients, her team involves clinicians, patients, and family advisors in the design process. They follow actual care journeys and monitor outcomes, patient feedback, and signs of avoidable harm.
To take care of each other, they bring in staff from all disciplines to test workflows and highlight unnecessary burdens; things
Charity believes that technology can only be effective if it supports people; patients, caregivers, and staff
like excessive alerts, handoff delays, and documentation that spills over into off-hours.
To take care of themselves, leaders and frontline staff need tools that support balance. Charity’s team tracks inbox load, training gaps, and recovery time after downtime. Then they adjust systems, staffing, or support to ease the strain.
To take care of Methodist, they connect technology investments to quality, risk, cost, and patient loyalty. Good technology must support not just care, but also long-term sustainability. “Technology should extend human kindness while enhancing quality and stewardship,” Charity states. “That is true alignment in action.”
Measuring What Matters
At Methodist Health System, technology decisions always begin with one question: How does this affect people? The system, the strategy, and the tools may be complex, but the goal stays simple. Improve care. Make work better. Build trust. Charity starts by listening to the humans behind the numbers. “Are patients reporting a better experience, improved communication, and fewer care delays? Are clinicians and staff satisfied that the workflow eases the workload rather than adding to it?” she asks
Once the team hears from users, they start looking at what the data says. Is the new process being adopted? Are people continuing to use it as intended? Does it make their work faster, safer, or more accurate? Charity’s team tracks key measures like documentation time per visit, time to medication administration, or how many steps were saved in a workflow.
They also look at safety and quality indicators; things like medication error rates,
Before anything is built or launched, Charity and her team bring in voices from security, compliance, clinical, privacy, legal, finance, and operations
sepsis compliance, readmissions, and length of stay. Financial performance comes next: What’s the cost to implement and maintain versus the value it returns? Has it helped avoid agency staffing costs or improved billing accuracy?
Data quality matters too. Incomplete or poor data can break everything that comes after it, from analytics to AI. So her team watches that closely, along with system uptime, incident resolution times, training rates, and help desk trends. If something seems off, it’s a signal to look deeper. “Innovation only scales sustainably when strong, shared guardrails move with it from whiteboard to bedside,” Charity says.
That’s why every idea at Methodist, no matter how exciting, must pass through a clear review process. Before anything is built or launched, Charity and her team bring in voices from security, compliance, clinical, privacy, legal, finance, and operations. And they don’t stop there. These stakeholders stay involved from start to finish, so controls are built into the process, not added at the end.
Each new project must answer three questions. First, does it improve outcomes, experience, efficiency, or insight, while also reducing burden? Second, does it meet every regulatory and policy requirement? And third, is it safe and resilient for patients, staff, and the organization? That means it has to be cyber secure, clinically reliable, ready for downtime, and ethically deployed. “If we cannot answer yes, we redesign, mitigate, or decline. This discipline protects trust and enables our teams to push boundaries with confidence,” Charity shares.
For Charity, trust is something she feels deeply, shaped by her personal faith and her
experience as a nurse. She builds it by showing up, being present, and learning about the people behind the work. She says, “I show up. I listen without rushing to fix. I learn people’s names and the story behind the work they do.”
During rounding, Charity asks three simple questions: What’s working? What’s getting in your way? If you were me, what would you change first? She takes the answers seriously. She brings them back to her team, identifies
patterns, and clearly shares what will be addressed now, what needs more time, and what isn’t possible yet. She always explains why. For her, closing the loop is as important as listening.
“When people feel heard, respected, spiritually supported in the way they choose, and kept in the information loop, they extend that same trust outward,” she shares. That’s how a technology team becomes part of a care community. And that’s how, at Methodist, trust becomes a system-wide strength.
Leading with Purpose, Not Pressure
Charity’s definition for leadership begins with a clear principle: cybersecurity is everyone’s responsibility. It isn’t something that belongs only to IT. It belongs to everyone across the organization, because every person plays a role in protecting systems, data, and, ultimately, people. “When guiding multidisciplinary teams, I anchor us in the mission at Methodist and in our Care Commitments. Shared purpose drives shared innovation,” Charity explains.
When people are aligned around a common goal, collaboration becomes easier. Ideas surface more naturally. Silos begin to break down. The best solutions come not from a single expert, but from many people thinking together. “Purpose isn’t just what you do. It’s how you inspire others to do it with intention,” she adds.
That kind of intention is critical, especially in healthcare. The pace is fast. The risks are high. New technology arrives every day. Charity believes the only way to stay grounded is by cutting through the noise. She doesn’t just ask what a tool does but asks
what problem it’s solving, who it’s helping, and how it fits into the broader ecosystem of people, processes, and technology. “Technology isn’t always the answer. But when it is, it should integrate seamlessly into a strategic plan,” opines Charity.
Charity approaches vendor conversations with the same mindset. With countless companies competing for attention, Charity emphasizes the need for clarity. Clear goals. Trusted partnerships. And alignment with the organization’s long-term vision.
Looking back on her journey, Charity hopes to be remembered not only for driving strategy or innovation, but for how she treated people; patients, clinicians, families, and teams. “I hope my legacy is one of empathy, humility, and collective resilience,” she says.
Charity wants the spaces she helped shape to be places where people feel heard and safe to lead. Where it’s okay to fail, learn, and try again. And when hard work is required, she hopes people move forward not because they’re pushed, but because they believe in the mission and each other.
Her advice to future healthcare leaders is simple: don’t be distracted by hype. Focus on real problems. Lead with clarity. “Before embracing any technology, ask: Does this enhance care, empower clinicians, or improve access? Tech alone doesn’t drive change, people do,” pinpoints Charity.
To her, strong leadership means listening well, keeping people connected, and creating a space where collaboration and curiosity thrive. It means championing solutions that matter. And it means never losing sight of why the work matters in the first place.
Wa n t t o S e l l o r fi n d
I nve s t o rs f o r yo u r
B u s i n e s s ?
Driving Operational Excellence in Global BioAnalytics
Belinda Nilsson-Rodrigues, Sr Director, Global IBA Operations, Strategy and IT, IDEXX
Hi Belinda. Can you walk us through your background and what you’re most passionate about in your work?
This is a great question to start. I have a diverse and enriching journey that has shaped my career. I was born and raised in Sweden, where my interest in technology and science began. For my undergraduate studies, I moved to California, after graduating, I found myself in the dynamic environment of the San Francisco Bay Area, working for and surrounded by innovative companies and cutting-edge technology. My career has taken me across the globe. I spent some time living and working in Switzerland, this
broadened my perspective and exposed me to different approaches in technology and business strategies. For the past decade, I’ve been based in Maine, where I’ve continued to grow professionally.
A significant milestone in my career was pursuing an MBA at MIT in Cambridge, Massachusetts. This experience was transformative, providing me with valuable insights and skills that have been instrumental in my professional development.
Throughout my career, I’ve primarily worked in IT, for the past three years, I’ve had the opportunity to expand my leadership role to include science and lab
I enjoy anticipating the future needs of our customers and devising plans to support their needs and drive research forward
Belinda Nilsson-Rodrigues is the Senior Director of Global Operations and Strategy for IDEXX BioAnalytics, where she is responsible for overseeing Global Lab Operations, IT, and Strategy for the BioAnalytics business. Since joining IDEXX in June 2015, she has held a range of leadership positions, including IBA Global Operations, PMO, and Marketing, as well as IT Commercial and Marketing, and IT Strategy and Portfolio Management. In each of these roles, Belinda has demonstrated a strong track record of driving operational excellence, strategic growth, and effective use of technology across the organization.
Recently, in an exclusive interview with Digital First Magazine, Belinda shared her professional trajectory, insights on diversity and inclusion in the life sciences industry, the secret mantra behind her success, her favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
operations. I have a passion for the intersection and combination of technology, data, and science. I appreciate leveraging technology to solve complex problems, drive innovation, and make a meaningful impact.
What aspects of your current role bring you the most joy and fulfillment?
There are numerous aspects of my role that bring me immense joy and fulfillment. I truly appreciate the diversity and scope of my responsibilities. As the leader of Global Operations and Strategy for BioAnalytics, I oversee our operations across four different locations worldwide. I am fortunate to work with an exceptional technology team that develops software and digital platforms for both our internal teams and our customers.
One of the most exciting parts of my job is leading our strategic initiatives. I enjoy anticipating the future needs of our customers and devising plans to support their needs and drive research forward. It is incredibly rewarding to lay out these strategies and see them come to fruition.
Additionally, I thoroughly value collaborating with my peers. We have a strong team with complementary skill sets, and working together allows us to achieve great things. The mutual support within our team makes every challenge an opportunity to create success.
What impact do you believe increased diversity and inclusion would have on innovation, creativity, and progress in your industry?
Increased diversity and inclusion have a profound impact on innovation, creativity, and progress in our industry. By fostering a diverse
My default response is ‘Yes’ when asked to take on new tasks, and I strongly believe in the ‘Yes, and’ approach
and inclusive environment, we unlock several key benefits, including enhanced employee engagement, greater innovation, broader market insights, and improved problem-solving capabilities.
Recently, I’ve had the privilege of participating as a judge in our Innovate IDEXX event, which takes place twice a year. It’s incredibly invigorating to witness these cross-functional and diverse teams that come together for a hackathon, generating remarkable innovations. The creativity and ideas that emerge from these teams are truly inspiring. The event is open to all employees. This fosters a collaborative environment that fuels innovation and progress. I witness so much potential to advance our industry, and events like these play a crucial role in driving that forward.
What leadership qualities and skills do you believe are essential for driving growth and transformation, and how do you embody those qualities in your own leadership style?
A few years ago, I realized the critical importance of resilience. Resilience for myself, as well as for members on my team. We often encounter challenges and roadblocks, and resilience is what enables the team to move forward effectively. Courage and Strategic thinking are other essential leadership qualities for driving growth and transformation. Change is inherently difficult, but having the courage to embark on a transformation, envision doubling the business. I am a strong advocate of “futurespective” exercises, where we visualize the future and outline the plans and steps needed to achieve a successful outcome.
I emphasize the importance of taking breaks to recharge, allowing people to step away, think differently, and return with new ideas
You were recently recognized as one of the Top 50 Women Leaders of Maine for 2024. Our readers would love to know the secret mantra behind your success.
I am always open to new opportunities and challenges, embracing the potential for continuous development and growth. I find great joy in seeing my teams grow, develop, and consistently raise the bar by tackling seemingly impossible challenges. My default response is “Yes” when asked to take on new tasks. With my experience in improv, I strongly believe in the “Yes, and” approach. This approach encourages building on ideas and fostering a collaborative and positive environment.
Who has been a personal role model or mentor to you throughout your career, and what qualities or characteristics have you admired or emulated?
Throughout my career, I’ve been fortunate to have several role models and mentors who have significantly influenced my professional journey. Ken Grady, who was a long-time boss, consistently challenged me and pushed me beyond my comfort zone. This experience taught me the value of resilience and the importance of embracing challenges as opportunities for growth.
During my MBA at MIT, I met many inspiring individuals who I deeply admire. Kristina Masson and Stuti Bhargava to name a few. Their impressive achievements and dedication continue to inspire me to strive for more. These mentors and peers have shown me the importance of continuous learning and the power of diverse perspectives.
The qualities I admire include, Resilience, Empathy, Negotiations, Courage, and Commitment to Growth.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I find that exercising and spending time outdoors are essential for maintaining my resilience. Skipping my workout negatively impacts my mood and patience. To keep my mind healthy, I enjoy learning new things. Over the past year, I’ve been learning to play the piano, which has been a rewarding challenge. In the last six months, I’ve also been practicing mindfulness, including meditation, which I find very enjoyable.
To answer the second part of your question, when it comes to motivating my team, I emphasize the importance of taking breaks to recharge. Recently, one of my direct reports had a particularly challenging day. I recommended that she take some time to go to the gym and recharge before returning to work with a fresh perspective. This break allowed her to step away from the stressful situation, think differently about it, and come back with new ideas for moving forward.
I also believe in supporting my team’s professional development. I actively nominate them for leadership development programs and support their growth journey. Lastly, I ensure that the team understands our vision and goals. This alignment helps everyone see the bigger picture and understand their role in achieving it.
What is your favorite quote?
So hard to pick just one. I am a big fan of Alex Toussaint and he has lots of great quotes, and one of them that resonates with me currently is “If you find your
gratitude, and fix your attitude, that will help you reach your greatest altitude.” Another quote that I was introduced to by a coworker recently was by Theodore Roosevelt “Comparison is the thief of joy”.
Where do you see yourself in the next 5 years?
I am ardent about learning and growing in my career, particularly within the realms of science and technology. Over the next few years, I aspire to deepen my expertise through further education and take on more challenging projects that push the boundaries of innovation.
In addition to personal growth, I hope to make a significant impact through my work. Whether it’s developing cutting-edge technologies, improving existing systems, or contributing to groundbreaking research, I want my efforts to drive positive change and solve real-world problems.
What advice would you give to aspiring women in technology?
Technology is such a fascinating space, an ever-evolving field that offers endless opportunities. My advice to aspiring women in tech is to embrace continuous learning and adaptability. Not to become too attached on a single technology or method; instead, be open to exploring new tools and approaches. Success often comes from being a strong collaborator. Keep a growth mindset and being willing to work with diverse teams. Cultivate confidence in your skills and trust your abilities. Seek validation from within rather than waiting for external approval.
Forging the Future of Fintech
Sanja Kon, Vice President, Europe, Circle
Hi Sanja. What drives your passion for innovation and disruption in the financial industry?
My passion for innovation in the financial industry stems from a very personal place. Growing up, I witnessed firsthand the devastating impact of the Yugoslavian war on my family and friends, many of whom lost their savings overnight due to the collapse of banks and financial systems. This left me with a deep question that has guided my career: How is this possible, and what can we do better?
This drive for a better financial future led me to blockchain and digital assets, as they offer tangible solutions for individuals in emerging markets. By enabling secure, peer-to-
peer transactions and providing alternatives to inflationary currencies, blockchain empowers the unbanked and underbanked to access financial services that were previously out of reach.
For me, innovation isn’t just about technology—it’s about creating systems that are more inclusive, resilient, and equitable for everyone, regardless of their circumstances.
What do you love the most about your current role?
What I love most about my current role is being part of Circle’s mission to raise global economic prosperity through the frictionless exchange of value. Our work with stablecoins and blockchain technology creates real-world solutions that
Stablecoins offer significant advantages over traditional fiat systems—they enable near-instant, low-cost transactions across borders without the friction and delays of legacy infrastructure
Sanja Kon is the Vice President for Europe at Circle, a position in which she spearheads the development of Circle’s distribution partnerships across the region. Prior to Circle, Sanja was the CEO of xMoney, a European leading Web3 payment platform, acquired by MultiversX. Before her tenure at xMoney, Sanja occupied various executive positions at leading companies such as PayPal, eBay, and Vodafone. In these roles, she actively pursued partnerships and successfully built international teams in challenging commercial environments. Sanja’s expertise lies in forming strategic alliances and navigating complex business landscapes. Sanja is an accomplished speaker who consistently engages large audiences with her insightful discussions on topics related to innovation, change, and inclusion.
Recently, in an exclusive interview with Digital First Magazine, Sanja shared her professional trajectory,insightsontheevolutionofthefinancial landscape in the next 5-10 years, the inspiration behind her book, her favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
For me, innovation isn’t just about technology—it’s about creating systems that are more inclusive, resilient, and equitable for everyone, regardless of their circumstances
help people and organizations—whether it’s providing faster, more cost-effective remittances or enabling businesses to operate seamlessly across borders. Knowing that what we do can drive financial inclusion and economic growth is incredibly fulfilling.
In my role, I have the privilege of working with a wide variety of partners, from traditional banks to innovative remittance companies, each with unique needs and opportunities. This diversity keeps my work dynamic and exciting, as I get to collaborate on innovative use cases that bridge traditional finance with the digital economy. It’s incredibly rewarding to see the tangible impact of these partnerships, helping institutions and individuals unlock new possibilities.
How do you see the financial landscape evolving in the next 5-10 years, and what role do you think blockchain and web3 will play?
I believe the financial landscape will undergo a profound transformation in the next 5–10 years, driven by advancements in blockchain and Web3 technologies. Stablecoins, in particular, stand out as the ‘killer app’ of Web3. With over $20 trillion in transactions processed by USDC alone, we’re already witnessing their growing adoption for payments, remittances, and treasury management.
Stablecoins offer significant advantages over traditional fiat systems. They enable near-instant, low-cost transactions across borders without the friction and delays of legacy infrastructure. For treasury use cases, they provide a more efficient way for businesses to manage liquidity and optimize cash flow while minimizing exposure to currency volatility.
As stablecoins become even more integrated into financial systems, I see them disrupting traditional payment rails, empowering individuals in inflationary economies, and creating more inclusive financial ecosystems globally. This shift is not just about technology— it’s about fundamentally improving how value moves in our increasingly interconnected world.
What inspired you to write “Web3 and Blockchain 4 Women,” and what message do you hope readers take away from the book?
I was inspired to write Web3 and Blockchain 4 Women because I’ve noticed that many women tend to shy away from topics like blockchain, Web3, and even personal finance, often outsourcing financial decisions to others.
I wanted to change that by providing a resource that empowers women to engage with these critical subjects confidently.
The book is not just about Web3—it’s also a deep dive into money mindset, addressing the fears many of us have around money and offering practical guidance on how to overcome them. I wanted to normalize these conversations and show that it’s okay to have fears about money; the key is learning how to face them and take control of your financial future.
This is a practical book, designed to break down the basics, so it’s accessible to anyone, regardless of their prior knowledge. My message is simple: if I can do it, any woman can too. My hope is that readers come away feeling inspired, informed, and ready to explore the opportunities Web3 and blockchain can offer.”
How do you balance your executive responsibilities with your commitment to mentoring and supporting startups?
“Balancing executive responsibilities with mentoring startups is definitely a challenge, so I’ve learned to focus my efforts on quality over quantity. I typically mentor one startup at a time, and it has to align closely with my interests and values. I’m particularly passionate about supporting women-led startups or those working on impactful projects, such as advancing women’s health or empowering economies in marginalized communities.
Mentoring allows me to give back while staying connected to the innovative energy of the startup ecosystem. It’s incredibly rewarding to share my experience and see how even small pieces of advice can help shape their journey toward success.”
What role do you think diversity and inclusion play in driving business success?
Diversity and inclusion are fundamental drivers of business success, offering a multitude of benefits that enhance organizational performance. Research indicates that companies with diverse executive teams are 25% more likely to achieve above-average profitability.
Additionally, diverse teams are 87% better at making decisions, leading to more effective strategies and outcomes.
Furthermore, organizations that prioritize diversity are 70% more likely to capture new markets, reflecting an enhanced ability to understand and meet diverse customer needs.
These statistics underscore the critical importance of fostering an inclusive environment where varied perspectives are valued, ultimately driving innovation and long-term success.
Who has been a personal role model or mentor to you throughout your career, and what qualities or characteristics have you admired or emulated?
I’ve been fortunate to have many role models and mentors throughout my career, as I strongly believe you can learn from anyone, regardless of their seniority, experience, or background. My approach has always been to observe and ask myself, “What can I learn from this person?” Whether they are more senior or junior than me, everyone brings unique perspectives, skills, and experiences that can teach us something valuable.
Throughout my career, I’ve had people whom I’ve intentionally sought out as mentors, particularly during pivotal moments or when navigating new challenges. I believe a great
mentor is often someone who is just a few steps ahead—someone who has recently faced and overcome the challenges you are currently experiencing. These mentors have helped me gain clarity, anticipate obstacles, and build confidence in my decision-making.
Beyond business, my greatest role models are my grandmother and my mother. Their unwavering resilience and ability to maintain a positive outlook on life, despite the challenges they faced, have deeply influenced me. They’ve taught me the importance of staying grounded, adapting to change, and approaching every situation with determination and grace.
For me, a combination of professional mentors and personal role models has been key to growth. While mentors help me refine my skills and navigate professional complexities, personal role models provide a broader perspective on perseverance, optimism, and the importance of values. These qualities are something I strive to emulate not only in my career but also in my daily life.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I love this question because mental health is finally receiving the attention it deserves, and it’s always been a priority for me. To keep my mind healthy and stay resilient, I’ve developed a toolkit of daily practices that I can adapt based on my schedule. Meditation, journaling, and affirmations may sound simple, but even dedicating just five minutes in the morning makes a big difference in setting the tone for the day.
Moving my body is another key practice— whether it’s a workout, a yoga class, or simply a
walk in nature or around the block. It helps me clear my mind and recharge. When possible, I love to immerse myself in yoga and meditation retreats, but with family responsibilities, these moments are rare, so I truly value them when they happen.
When it comes to motivating my team, I believe in leading by example—showing resilience, transparency, and a genuine commitment to our shared goals. I strive to create an environment where they feel supported, empowered, and encouraged to take care of their own well-being, knowing that a healthy mind fuels creativity and productivity.
What is your favorite quote?
Life is happening FOR you, not TO you.
(Tony Robbins)
Where do you see yourself in the next 5 years?
Contrary to what some might think, I don’t believe it’s productive to fixate on a rigid vision of where I need to be in 5 or 10 years. While having a general sense of direction is important, being overly focused on a predetermined path
can sometimes close you off to opportunities you might not have anticipated.
Throughout my career, my greatest growth and most rewarding experiences have often come from opportunities I hadn’t planned for. For example, starting my own company was never something I had mapped out as part of a long-term plan. It was the result of an unexpected opportunity—one that allowed me to build something meaningful with a group of people who became like family. If I had been too rigid in pursuing a specific career path, I might have missed that lifechanging experience.
While I know broadly the areas where I want to grow and develop—such as refining my leadership skills, working on impactful projects, and contributing to meaningful innovations—I remain open to where those goals might take me. I believe that the key to success is being adaptable, staying curious, and seizing opportunities when they arise.
For me, it’s less about fixating on a specific destination and more about enjoying the journey. I focus on doing my best in the present, remaining open to learning, and embracing the
Mentoring allows me to give
back while staying connected to the innovative energy of the startup ecosystem
Companies with diverse executive teams are 25% more likely to achieve above-average profitability, and 87% better at making decisions
unexpected. This mindset has allowed me to explore paths I never would have imagined and has shaped my career in ways I am incredibly grateful for.
In 5 years, I hope to continue growing, taking on new challenges, and contributing to impactful projects—but more importantly, I want to remain open to the possibilities that life and work might present along the way.
What advice would you give to women looking to break into the tech and finance industries?
The first piece of advice I would give to women looking to enter tech and finance is to have confidence in your abilities and take more risks. Studies have shown that women often hold themselves back from applying for opportunities because they feel they need to meet 100% of the qualifications, while men tend to apply even if they meet only 60%. My advice: don’t wait until you feel perfectly prepared—growth happens when you take on challenges that stretch you.
This is an incredible time for women to enter these industries. Barriers are being broken, and there are more women than ever
in leadership roles, building companies, and shaping the future of tech and finance. Use this momentum to your advantage. Seek out other women who inspire you, whether through formal mentorship or simply by asking for advice. Many women are eager to share their experiences and help others navigate the challenges they’ve faced.
Networking and building relationships are also key. Don’t underestimate the power of connecting with people who can advocate for you, whether they’re male or female. Build a support system of peers, mentors, and sponsors who will encourage you to take risks, grow, and succeed.
Finally, embrace the fact that you belong in this space. T ech and finance are evolving rapidly, and diverse perspectives are more valued now than ever. These industries are looking for problem-solvers, innovators, and leaders who bring unique ideas to the table— qualities that transcend gender.
My advice is simple: be bold, stay curious, and don’t underestimate what you bring to the table. The journey may have its challenges, but the opportunities to make an impact have never been greater.
Championing Innovation & Diversity in the Digital Age
Dr. Ayobola Adedayo, Head of Product, Autochek Africa
Hi Dr. Adedayo. What inspired you to pursue a career in digital transformation, and how have you navigated the evolution of the field over the course of your career?
I was driven by a passion to make impactful changes and help organisations thrive in the rapidly evolving technological landscape. I’ve always been fascinated by how technology can solve complex problems, enhance customer experiences, and create new growth opportunities. Seeing the potential for businesses to unlock untapped potential through digital transformation sparked my interest in the field.
Over the years, I’ve navigated the evolution of digital transformation by continuously learning and adapting to emerging technologies. My deep dive into sectors like telecommunications, technology, FMCG, NGOs, EdTech, and FinTech has exposed me to diverse challenges and innovative approaches. I’ve embraced a mindset of continuous curiosity, keeping myself updated on the latest trends, whether it’s through attending industry conferences, participating in tech communities, or leveraging data analytics to drive actionable insights.
One key strategy I’ve used to stay ahead in this rapidly changing field is combining strategic foresight with hands-on execution. I focus on
AI is more than just a technological tool; it’s a catalyst for transformation, and I believe its strategic application can unlock new opportunities
Ayobola Adedayo is a visionary innovator and digital transformation leader with over 17 years of experience across telecommunications, technology, FMCG, NGOs, edtech, and fintech sectors. She holds a Global Executive MBA from INSEAD Business School and an honorary doctorate in leadership and strategy. A strong advocate for AI with her AI use cases accepted into the NVIDIA Inception program. Awarded Product Leader of the Year 2024 and Community Award Local Winner for Nigeria by WomenTech Network. A thought leader, she has spoken at global conferences like MISK Global Forum and the International Labour Organization, and is the author of influential books, including Ayobola’s Success Equation and Ayobola’s Hierarchy of CareerFulfillment.Sheisdedicatedtoempowering women, communities and strong advocate for economic empowerment.
Recently, in an exclusive interview with Digital First Magazine, Dr. Adedayo shared her professional trajectory, insights into the future of digital transformation, the secret mantra behind her success, her favorite quote, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
My success is driven by the principles that guide how I lead and engage with my team and the tech community
aligning digital initiatives with the core business objectives, ensuring that each transformation is not only cutting-edge but also sustainable in the long run. Additionally, my cross-functional leadership experience has allowed me to bridge the gap between technology, business strategy, and customer experience, while delivering on digital solutions that create real value.
Throughout my journey, I’ve led transformative projects, like launching e-commerce channels for telecom companies and developing AIdriven tools to enhance decision-making in entrepreneurial ecosystems. These experiences have not only honed my skills but also reinforced my belief in the power of technology to drive meaningful change. As the field evolves, I remain committed to helping organisations navigate this transformation by fostering innovation, building strong teams, and driving impactful results.
What role do you believe AI plays in driving digital transformation, and how have you leveraged AI in your own work to deliver exceptional business outcomes?
AI is at the heart of modern digital transformation, serving as a powerful tool that drives efficiency, personalization, and innovation across industries. It has the potential to automate processes, analyse vast amounts of data, and provide actionable insights that help organisations make smarter decisions. AI enables businesses to not only enhance operational effectiveness but also deliver more personalised experiences to customers, which ultimately leads to greater satisfaction and loyalty.
In my own work, I’ve leveraged AI in various ways to achieve exceptional business outcomes.
One notable example is when I developed AI-driven predictive models to enhance grant application processes for entrepreneurs. This tool analysed data from past applications, identifying which applicants were most likely to succeed based on key indicators such as their business plans, market potential, and financial projections. By integrating AI into this system, we were able to significantly reduce the volume of applications reviewed manually, saving the company substantial time and costs leading to a 45% reduction in review expenses.
Additionally, I have worked on projects where AI-powered chatbots provided realtime customer support and personalised recommendations. These chatbots used natural language processing (NLP) to understand customer queries and offer tailored responses, which improved customer engagement and service efficiency. This technology not only streamlined customer service operations but also resulted in faster resolution times and a 25% increase in customer satisfaction.
I am also a strong believer in having handson skills, even in mostly supervisory roles. I believe it helps better communicate the vision among the team when you have a deep understanding of the technical requirements. After completing a course in Conversational AI, where I gained hands-on knowledge, I developed a faith-based bot to put my learning into practise. This bot was designed to provide personalised responses to users based on Bible scriptures, answering faith-based questions. I trained the bot using Natural Language Processing (NLP) and added a knowledge base, enabling it to understand user queries. My approach to integrating AI into projects involves a combination of data-driven insights,
collaboration with cross-functional teams, and continuous learning. I ensure that AI solutions align with business goals, are tested rigorously, and are seamlessly integrated into existing workflows to ensure maximum impact.
AI is more than just a technological tool; it’s a catalyst for transformation, and I believe its strategic application can unlock new opportunities, drive innovation, and foster sustainable growth.
What do you see as the future of digital transformation, and how do you think organizations can stay ahead of the curve in terms of innovation and growth?
The future of digital transformation is one of continuous evolution, driven by advancements in technologies such as artificial intelligence (AI), machine learning, cloud computing, Internet of Things (IoT), and 5G. To stay ahead of the curve, organizations must not only keep up with these rapid changes but also leverage them strategically to drive innovation and growth.
To guide organizations in this journey, I have crafted my 7 key pillars for successful digital transformation, which I use as my personal toolkit. These pillars ensure that organizations can effectively navigate disruptions, seize opportunities for growth, and achieve sustained competitive advantage. Here is how the 7 pillars support the digital transformation journey:
People – In this pillar, it is critical to focus on Identification, Attraction, Retention, and Development of the right talent. Organizations need a workforce that not only possesses technical expertise but is also aligned with the organization’s culture of continuous learning and development. According to Deloitte’s Engaging the Workforce survey, high employee
engagement leads to increased productivity and innovation. The right KPIs are crucial for ensuring that people are focused on what they can directly control, such as performance metrics related to their roles, personal development, and their contributions to team goals. By aligning KPIs with individual capabilities, organizations empower employees to take ownership of their success and drive outcomes. A matrix structure, which fosters cross-functional collaboration, plays a crucial role here.
Customer – Digital transformation is ultimately about enhancing customer experiences. In the Customer pillar, we focus on Awareness/Interest, Attract/Decision, Engagement, Retention, and Loyalty. By leveraging data-driven insights, organizations can deliver personalized customer journeys that lead to higher engagement and long-term loyalty. AI and machine learning are powerful tools for tailoring experiences to customer needs, helping organizations to not only attract but also retain their customers more effectively, ultimately leading to greater customer satisfaction and loyalty.
Process – In this pillar, Automation and Data Management are central to achieving operational efficiency and flexibility. Automating routine tasks allows organizations to focus on more strategic initiatives, driving cost savings and improving speed. Effective data management ensures that organizations can harness data for decision-making, improve process workflows, and optimize performance. This streamlined process management enhances overall efficiency, enabling organizations to scale their operations while maintaining high levels of performance.
Culture – Fostering a culture of Innovation and an Engaged Workforce is essential in driving digital transformation. Organizations must create
environments that encourage continuous learning, experimentation, and collaboration. Leadership vision and commitment play a pivotal role in ensuring that the company’s digital strategy aligns with its culture. A matrix structure is crucial here as well, allowing for effective crossfunctional collaboration, faster decision-making, and a stronger alignment between strategy and execution. McKinsey research has shown that highly successful agile transformations typically delivered around 30 percent gains in efficiency, customer satisfaction, employee engagement, and operational performance; made the organization five to ten times faster; and turbocharged innovation. An Agile/Hybrid team structure, where employees work across both functional and project-based teams, supports the rapid adaptation needed for innovation and helps businesses meet evolving market demands.
Technology – The heart of digital transformation lies in leveraging Technology, especially in areas like Intelligence, Modernization, Scalability, Efficiency, Security, and Optimization. Organizations must invest in technologies that allow them to scale operations securely and efficiently. By modernizing their tech stack, businesses can ensure that they remain competitive and can rapidly adapt to market changes. Cloud computing, for example, allows for scalability and flexibility, which is essential as organizations seek to expand their reach and improve customer experiences.
Partners – Strategic Partnerships are vital for enhancing innovation capabilities and market reach. Partnerships enable organizations to tap into external expertise and resources that help drive their digital transformation forward. Whether through collaborations with technology
By fostering a diverse and inclusive environment, organizations can spark creativity, improve problem-solving, and drive forward-thinking innovation
providers, consultants, or other industry players, building strong alliances accelerates the development and deployment of innovative solutions, which in turn helps organizations stay competitive and expand their offerings.
Innovation – Empowering an Entrepreneurial and Innovative Culture is the final pillar in my toolkit. By fostering a culture of innovation, organizations can encourage employees to think outside the box, propose new ideas, and develop disruptive digital solutions. Creating spaces for experimentation, such as innovation labs, allows teams to test new concepts without the fear of failure. These environments are crucial for driving innovation, which in turn creates new business opportunities and revenue streams.
Finally, the right structure, including a matrix structure, and the right KPIs are essential for delivering business outcomes. People should only be responsible for what they can control, and KPIs must align with the organization’s overarching strategic objectives. By leveraging these 7 pillars, People, Customer, Process, Culture, Technology, Partners, and Innovation along with the appropriate team structure and partnerships, organizations can stay ahead of the curve and continuously innovate to achieve sustainable growth in the digital age.
What impact do you believe increased diversity and inclusion would have on innovation, creativity, and progress in your industry?
Increased diversity and inclusion have a profound impact on innovation, creativity, and progress in the technology and digital transformation industry. According to research by Mckinsey, diverse teams are more likely to outperform their
less diverse counterparts in terms of creativity, problem-solving, and driving innovation.
The People pillar of my 7 pillars of digital transformation emphasizes creating a diverse and inclusive work environment. By focusing on Diversity and Inclusion, organizations unlock new perspectives that inspire innovative ideas and solutions. When employees from varied backgrounds come together, they bring unique experiences, viewpoints, and skills that challenge conventional thinking, leading to more creative and out-of-the-box solutions. This diversity of thought is crucial for tackling complex problems and identifying new opportunities in an everevolving digital landscape.
Diversity also fosters a culture of continuous learning and development, another key aspect of the People pillar. A diverse team encourages individuals to learn from one another, broadening their skill sets and perspectives. This exposure to diverse viewpoints improves collaboration and communication, which in turn strengthens the team’s ability to innovate.
From an Innovation standpoint, the inclusion of diverse voices leads to more effective problemsolving. A diverse team is better equipped to identify potential blind spots and offer solutions that reflect the needs and preferences of a broader range of customers, particularly in a globalized, interconnected market. As organizations work to implement hyper-personalized solutions and meet diverse consumer demands, having a team that reflects those demographics is invaluable.
Moreover, leadership commitment to diversity and inclusion, as outlined in my Culture pillar, sets the tone for the entire organization. When leaders embrace diversity as a core value, it cultivates an atmosphere where employees
Creating spaces for experimentation, such as innovation labs, allows teams to test new concepts without the fear of failure
feel safe, valued, and motivated to contribute their best ideas. This creates an environment conducive to experimentation and risk-taking, both of which are essential for driving digital transformation and growth.
Additionally, the matrix structure I advocate for supports diversity and inclusion efforts by promoting cross-functional collaboration. Diverse perspectives from different teams and departments lead to more holistic solutions, driving creativity and progress. For example, a team working on a digital transformation initiative benefits from diverse input on aspects like user experience, technical implementation, and marketing strategies.
Diversity and inclusion are catalysts for innovation. When diverse perspectives come together, they challenge conventional thinking and inspire groundbreaking solutions. In the tech industry, greater representation ensures that products and services cater to a broader audience, fostering inclusivity and market expansion. Personally, I’ve witnessed how diverse teams drive creativity and adaptability, reinforcing the idea that inclusion is not just an ethical imperative but a business advantage.
In terms of progress, organizations that prioritize diversity and inclusion are more likely to stay ahead of the curve in terms of digital innovation. The ability to think differently, approach problems from various angles, and integrate diverse cultural insights enables companies to lead in developing products and solutions that resonate with a global, multi-dimensional customer base.
In conclusion, the impact of increased diversity and inclusion on innovation, creativity, and progress is immeasurable. By fostering a diverse and inclusive environment, organizations can spark creativity, improve problem-solving, and drive forwardthinking innovation. This leads not only to improved business outcomes but also positions organizations as leaders in the digital transformation space, ready to tackle future challenges with resilience and ingenuity.
You were recently recognized as a winner at the Women in Tech Global Awards 2024. Our readers would love to know the secret mantra behind your success.
Yes, I was recognized as Product Leader of the Year 2024 and Community Award Local Winner for Nigeria by Women in Tech Network. It was such an honor to first be nominated, make it as a finalist and then win the Bronze award.. I am grateful for the opportunity. My success is driven by the principles that guide how I lead and engage with my team and the tech community.
One of the key elements of my leadership is transparency. I believe in having honest conversations with my team and colleagues. It’s about creating an environment where openness is encouraged and where feedback flows both ways, ensuring alignment and shared understanding of our goals and challenges.
Leadership commitment to diversity and inclusion sets the tone for the entire organization, cultivating an atmosphere where employees feel safe, valued, and motivated
Authenticity is equally important to me. I believe that true leadership is about being yourself, bringing your full self to your work. When you lead authentically, it inspires trust and enables others to do the same, creating a more supportive and collaborative atmosphere.
Another cornerstone of my approach is accountability. I believe in being accountable not only for my actions but also for inspiring accountability in my team. Everyone should be responsible for what they can control, and this drives results and ownership within the team.
Empowerment is another key mantra. I focus on empowering my team to take ownership of their work and decisions, enabling them to grow and develop in their roles. It’s about giving them the tools, trust, and space they need to excel.
I also place a high value on motivation. Understanding what drives each individual helps me ensure they remain engaged and passionate about their work. I believe motivated teams are the key to achieving outstanding results.
At the heart of all of this is transformational leadership; the focus is on long-term growth and improvement, both for the team and for the organization. This is paired with a strong emphasis on respect, fairness, and equality in everything we do.
Lastly, I believe in leading with objectivity and empathy. I always approach decisions based on data and facts, ensuring fairness and clarity. Meanwhile, I remain empathetic, understanding the challenges my team faces and offering support when needed.
Additionally, one of the most valuable principles I’ve embraced in my career is lifelong learning, something I learned deeply during my time at INSEAD Business School, where I completed my Global Executive MBA. I
am a firm believer in Kaizen, the principle of continuous improvement. This mindset pushes me to always seek ways to better myself, my team, and the organizations I work with. I am relentlessly committed to being the absolute best in what I do and continuously evolving in this fast-paced world of tech and leadership.
Pattern recognition plays a critical role here, as I constantly look for emerging trends, anticipate challenges, and adjust strategies to remain ahead of the curve. This skill not only helps me recognize key opportunities but also allows me to be proactive, adapting quickly to changes in both technology and the market
These principles of transparency, authenticity, accountability, empowerment, motivation, transformational leadership, respect, fairness, objectivity, empathy, lifelong learning, and Kaizen are what guides my journey. They help me navigate challenges and continue to drive meaningful change, not just in my career but in the tech community as a whole.
Who
has been a personal role model or mentor to you throughout your career, and what qualities or characteristics have you admired or emulated?
A former boss has been a significant mentor to me throughout my career, and I consider this person a key role model. One of the most valuable qualities I admire is their transformational leadership. It was not just about managing tasks; it also meant inspiring the team to think differently and pushing us to break boundaries and achieve our best. This leadership style emphasized the importance of empowerment, trust, and accountability. These are values I have carried forward in my own career.
I believe motivated teams are the key to achieving outstanding results, and understanding what drives each individual helps keep them engaged
What stood out the most was the empathy and ability to connect with people on a human level. A strong understanding that people are not just employees, but individuals with unique strengths and challenges. This helped foster an environment where everyone felt valued and motivated to contribute. It created a space where the team could be themselves, without the need to put up a façade. Authenticity was not only accepted but encouraged. My role model also embodies respect for everyone, which cascaded down to team members and fostered a culture of respectful behavior across the team.
In addition to these qualities, this person was also deeply objective and possessed a remarkable sense of discernment. The ability to see beyond surface-level actions allowed for a genuine understanding of people’s intentions, ensuring transparency within the team. This was especially crucial because it helped create an environment where the team could express themselves freely, without feeling the need to pretend or hide behind masks. The capacity to navigate situations with clarity and precision meant easy detection of subtle dynamics within the team, whether positive or negative, without being easily misled.
There was also a strong sense of ownership, taking full responsibility for both successes and challenges. This ownership wasn’t limited to direct tasks; it involved taking responsibility for leading the entire team toward success. Another key trait was knowing how to lead from the front, setting the tone and example for the team. The ability to influence management when necessary ensured the team had the resources and support needed to succeed. When it came to advocating for performing team members, there was unwavering support, always ensuring that top
performers received the recognition and growth opportunities they deserved. This made every team member feel seen, valued, and motivated to do their best.
Another admired quality was being incredibly decisive, never hesitating to make tough calls when needed. This decisiveness was coupled with a data-driven mindset, always relying on facts and objective analysis to guide decisionmaking. However, what made this leadership exceptional was that while being brilliant and strategic, there was never any compromise on kindness and honesty. There was never any cowering from difficult situations, leading with strength and integrity, all done with a remarkable balance of firmness and compassion. Ultimately, their unwavering commitment to transparency, integrity, excellence, and strong leadership has been a major influence on my own career path. I’ve learned to lead with authenticity, objectivity, and clarity. This mentorship has played a pivotal role in shaping me into the leader I am today.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
To keep my mind healthy and stay resilient, I prioritise mindfulness by taking time for reflection and relaxation, often using meditation or deep breathing to stay centred. Regular physical activity is another cornerstone of my routine, as even a short walk can help me refresh my mind and body. I also find joy and creativity in my hobbies, such as listening to jazz or watching inspiring films, which serve as a source of relaxation and inspiration. Having a clear plan is essential for me, as it reduces uncertainty
and allows me to approach challenges with confidence and focus.
Building meaningful relationships is equally important, as they provide support, collaboration, and fresh perspectives during difficult times. I also remain committed to continuous learning, staying curious and open to new ideas through books, courses, or conversations. Finally, I ensure that I rest and recharge by prioritising sleep and taking breaks, which help me maintain clarity and avoid burnout. Together, these practices enable me to stay balanced, resilient, and ready to face any challenge with a positive mindset.
What is your favorite quote?
“My favorite quote is an original quote I developed: ‘The key is to be a faster version of myself, learning legitimate shortcuts from others who have walked a similar path, to grow my mind, develop my body to be faster, stronger, and more flexible. Placing priorities on things that are important while living in an atmosphere of peace and tranquility, aiming for more development of social impact for the good of all mankind.’ – Ayobola Adedayo”
Where do you see yourself in the next 5 years?
In the next five years, I see myself as a driving force in impactful digital transformation on a global scale, continuously shaping and leading innovation in the technology sector. I plan to stay at the cutting edge of technological advancements, particularly in AI and digital ecosystems, while fostering a culture of creativity, collaboration, and inclusivity. By leveraging my experience, I aim to lead organizations through
complex transformations, helping them adapt to rapidly changing landscapes and achieve sustainable growth.
Beyond my professional endeavors, I’m committed to mentoring the next generation of leaders, particularly those from underrepresented backgrounds. I believe in the power of leadership that empowers others, and I will work to create pathways for individuals to thrive in their careers, with an emphasis on values such as empathy, accountability, and ethical leadership.
Additionally, I foresee myself contributing to initiatives that drive social impact, focusing on areas like education, economic empowerment, and tech-for-good solutions. I’m passionate about helping communities harness the power of technology to create lasting positive change. My drive to solve problems and my strong desire to see communities succeed, especially those facing challenges, will continue to be at the heart of my efforts.
I will also focus on creating pathways to help organizations lead the way into the future of technology, ensuring that emerging technologies not only transform businesses but also bring about positive societal impact.
Ultimately, my goal is to have a legacy of not only championing innovation but also advocating for diverse and inclusive leadership at every level, ensuring that organizations grow sustainably while making a meaningful impact on society.
What advice would you give to organizations looking to drive digital transformation?
To drive successful digital transformation, organizations should focus on a clear vision,
The ability to think differently, approach problems from various angles, and integrate diverse insights enables companies to lead in digital innovation
foster a culture of adaptability, place customers at the center, invest in emerging technologies, build strong tech foundations, encourage crossfunctional collaboration, prioritize data, adopt agile practices, ensure strong leadership and change management, and continuously measure and optimize. By integrating these strategies, organizations can navigate change effectively, unlock new opportunities, and achieve sustainable growth in a rapidly evolving digital landscape.
Driving Growth Through Operational Excellence
Rachel Pham, Head of Revenue Operations, STP Investment Services
Hi Rachel. What inspired you to pursue a career in technology and operations?
I’d say I kind of “luckily stumbled” into my career. I graduated in 2008 with a degree in Economics, and given the tough economic climate, I was open to any opportunity that came my way. My first role was at Raymond James Financial, where I worked on processing stock, bond, and mutual fund certificates. From there, I transitioned into different operational roles, eventually discovering my passion for managing go-to-market operations in financial services organizations.
At my core, I’m an analytical thinker—I love problem-solving and, of course, numbers. But where I truly excel is in execution. I have a knack
for identifying challenges, crafting solutions, and building processes that keep things moving forward efficiently. It’s that combination of analysis and action that’s become my niche.
What aspects of your current role bring you the most joy and fulfillment?
I have a goal-oriented mindset. There’s a deep sense of satisfaction when I meet or exceed the targets I set for myself and my team. The process of tackling a challenge head-on and finding creative solutions gives me a sense of accomplishment.
I enjoy building something from the ground up. There’s something uniquely rewarding about contributing to the growth of an organization,
There’s something uniquely rewarding about contributing to the growth of an organization, especially in a dynamic, fast-paced environment
As the Head of Revenue Operations, Rachel Pham is responsible for building out sales operations, sales enablement, data and analytics, and digital marketing. Her primary focus is on launching programs to help grow sales and retain revenue, while optimizing processes, analyzing trends, and improving productivity. Rachel holds a B.S. in Economics from the University of South Florida, and an MBA from Saint Leo University. She currently holds her Series 6 and 63 licenses.
Recently, in an exclusive interview with Digital First Magazine, Rachel shared her professional trajectory, insights on diversity, equity and inclusion in tech, the secret mantra behind her success, significant career milestone, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
especially in a dynamic, fast-paced environment. I thrive in growth companies where there’s room to innovate, adapt, and make a tangible impact.
Though it’s true that I wear many hats—often juggling multiple projects at once—this variety keeps me engaged and constantly learning. It can be overwhelming at times, but it’s that very challenge that keeps me energized and pushes me to think on my feet. Over time, I’ve become incredibly resourceful, finding solutions that are not only effective but also flexible enough to adapt as circumstances change. This flexibility forces me to think outside the box, which is something I truly enjoy and value.
How do you think diversity, equity, and inclusion can be better integrated into the technology and operations field, and what role do you believe leaders and professionals play in driving this change?
As a woman working in this industry, I can tell you that while the field is becoming more inclusive, there’s still a noticeable gender imbalance, and there are not nearly as many women in leadership roles as there should be. The good news is that this is changing, but there’s still a lot of work to be done. In our field, it’s vital that we continue to break down barriers for women and underrepresented groups. By creating environments that encourage diversity, we’re ultimately able to tap into a broader pool of talent, which can lead to more innovative solutions and better business outcomes.
One of the most effective ways to integrate DEI is by ensuring that all levels of an organization are aligned in their commitment to these values. This starts at the very top—leaders must not only be vocal in their support for DEI
but must also back it up with measurable actions. If leaders are fully onboard and actively engage in DEI initiatives, they can set the tone for the entire organization, encouraging others to embrace these efforts. However, it’s just as important for professionals at every level to feel a personal responsibility to uphold these values, whether it’s through mentoring, advocating for equitable opportunities, or simply creating space for underrepresented voices in decision-making.
A crucial aspect of pushing DEI forward is that it shouldn’t just be an initiative that’s checked off once—it needs to be a continuous and evolving effort. This means regularly assessing our progress, recognizing areas where we can improve, and keeping the conversation about DEI alive. Celebrating diverse voices and promoting inclusive practices shouldn’t just be a one-off event, but an ongoing, integral part of a company’s culture. Whether it’s through celebrating milestones, sharing success stories of underrepresented individuals in the industry, or providing ongoing development opportunities, it’s vital that we keep driving this conversation forward.
You were recently recognized as one of the Top 50 Women Leaders of Maine for 2024. Our readers would love to know the secret sauce behind your success. When I was recently asked to describe myself in one word, the word that immediately came to mind was resourceful. I believe that resourcefulness has been a key driver behind my success. It’s not that I have all the answers, but I have developed a strong ability to find solutions, regardless of the challenge at hand.
This mindset has been particularly important in my role, where adaptability and problemsolving are crucial. Whether it’s forging and maintaining relationships with colleagues, past collaborators, or clients, staying informed about industry trends and the latest technologies, or finding innovative ways to use technology to my advantage, my approach is always to seek out the information and tools I need to succeed.
I can’t tell you how many times I’ve turned to platforms like YouTube or Google to learn something new. Instead of throwing my hands up in frustration, I see it as an opportunity to learn and grow. This persistence to figure things out, combined with a relentless drive to work hard, has shaped my professional journey.
In addition to my personal drive and determination, I also recognize the importance of collaboration and learning from others. Building a strong network of mentors, colleagues, and peers has been instrumental in providing guidance and perspective, especially in times of uncertainty. It’s a constant process of growing, adapting, and leveraging the resources
at my disposal to ensure that I’m always moving forward.
Ultimately, I believe that success isn’t just about reaching a destination, but about continually finding ways to learn, adapt, and contribute. Staying resourceful and committed to my goals has allowed me to make meaningful progress, and it’s something I strive to carry with me in every aspect of my career.
What has been your most careerdefining moment that you are proud of?
One of the most career-defining moments for me occurred in 2014 when I made the bold decision to uproot my life and move across the country. I relocated from Florida to Maine, a state where I had no personal connections, to join a company that was relatively unknown. I can’t count how many times I heard, “You’re moving from Florida to Maine to work for who?” or “Are you sure this is the right move?” It was a daunting leap, and I won’t lie—I was scared. I had no idea at the time that this decision would turn out to be one of the best I ever made for my career.
By creating environments that encourage diversity, we’re ultimately able to tap into a broader pool of talent, which can lead to more innovative solutions
Instead of throwing my hands up in frustration, I see it as an opportunity to learn and grow
This move taught me so much about myself. It solidified my passion for working in growth organizations, and that’s where I truly thrive. I realized how much I enjoy solving problems and building solutions, and how deeply fulfilling that work is for me. It was in that environment that I discovered the power of perseverance and adaptability. Not only did I find a fulfilling career, but I also found lifelong friends and developed a deep affection for a state that I now consider one of the best-kept secrets in the country (aside from the frigid winters, of course).
If I had the chance to do it all over again, I would. And I would encourage anyone facing a similar crossroads to take that leap of faith. I remember having a conversation with someone during my moments of doubt. I asked, “What if the grass isn’t greener on the other side?” and they responded, “What if it is?” That simple answer gave me the courage to trust in myself and make the jump. It was that belief in my own potential that pushed me to take the plunge and has made all the difference in my career.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
It would be Sheryl Sandberg. As a female leader in a growth company, she has faced many of the same challenges that I’ve encountered, and I admire how she has used her platform to advocate for women in leadership and business. Her transparency, resilience, and ability to build and scale organizations are qualities I respect.
I’d love to hear her thoughts on leading through change, especially in fast-paced industries like technology and operations. I’ve
always strived to find that balance between making an impact at work while also maintaining a healthy work-life dynamic, and I think she would have advice on how to navigate that.
I like her leadership philosophy— empowering others, building confidence, and pushing people to step outside their comfort zones. This is something I focus on in my own leadership, and I’d love to hear how to scale this approach effectively, particularly as you move into senior roles. Her experience in navigating complex leadership challenges would provide incredible insights into how to drive growth while fostering a supportive, empowering work environment.
Is there a particular person you are grateful for who helped get you to where you are?
There are two individuals who have played a crucial role in shaping my career, and I am deeply grateful for their guidance: Emmy Bernard and Aimee Egan, both of whom served as Chief Revenue Officers. What is impactful about these two women is not just their leadership, but the fact that they occupy roles traditionally dominated by men, and they do so with remarkable confidence and authority.
What I find inspiring is the unwavering belief they have in their own abilities and the unapologetic way they claim their seat at the table. Their confidence has shown me that, regardless of the challenges or the barriers that might exist, if you work hard, produce highquality work, and consistently deliver results, you absolutely deserve a seat at that table— and you have every right to “own it.” They have both been instrumental in teaching me
that true leadership is not just about doing your job, but also about owning your contributions, acknowledging your worth, and making sure your voice is heard.
Through their mentorship, I’ve been encouraged to think beyond the status quo, to push myself creatively, and to always strive for excellence. Their guidance has been fundamental in helping me build my own confidence and realize my potential. It is because of them that I’ve learned to trust in my abilities, stand firm in my value, and never hesitate to claim my achievements. I am forever thankful for the lessons they’ve imparted and the inspiration they continue to provide.
How do you keep your mind healthy and stay resilient? And how do you motivate your team?
I believe that maintaining a healthy mindset and staying resilient is rooted in transparency— both with myself and with my team. I’m a firm believer in leading by example, and I’m transparent about my own challenges and the importance of self-care. It’s easy to fall into the trap of thinking that resilience means powering through at all costs, but I’ve learned that true resilience involves knowing when to take a step back, reset, and recharge. At work, I recognize when I’m not in the right mindset to produce my best quality work, and I give myself permission to step away and return with fresh eyes. I encourage my team to do the same. It’s about understanding that our productivity is directly tied to our well-being, and sometimes, stepping away is the best thing we can do to maintain long-term resilience.
As for motivating my team, I don’t believe in holding anyone’s hand. Instead, I prefer to empower them by setting challenging yet achievable goals. I push my team to step outside of their comfort zones and continually challenge themselves to grow. At the same time, I provide the support and guidance they need to succeed without micromanaging. I think it’s crucial to strike a balance between challenging them to stretch their capabilities and offering the space for autonomy and self-direction. My leadership style is about building trust and encouraging ownership of their work while knowing that I’m there to guide them when necessary.
The key to resilience is balance—maintaining a healthy mindset, setting goals that push you and your team to grow, and always remembering that your well-being is as important as your success at work.
Where do you see yourself in the next 5 years?
I see myself in an executive leadership role, ideally with the word “Chief” in my title! With my background in operations and revenue generation, I believe I’d be wellpositioned for roles such as Chief Revenue Officer or Chief Operating Officer. My passion lies in driving growth and creating scalable processes that contribute to the long-term success of an organization.
Over the next five years, I aim to take on increasing responsibilities that allow me to have a deeper impact on both strategy and execution. I envision leading teams, guiding complex projects, and shaping the company’s direction through thoughtful decision-making and a focus on results.
More than anything, I want to be in a position where I can inspire others, contribute to a positive organizational culture, and drive meaningful change. As the industry evolves, I’m excited about the opportunity to keep learning and growing, while also helping my team and the company reach new heights of success.
What advice would you give to young professionals who are looking to build a career in technology and operations, and what skills or qualities do you believe are essential for success in this field?
My advice to young professionals looking to build a career in this field would be to embrace a growth mindset and remain adaptable. The field is constantly evolving, especially with the rapid pace of technological advancements. It’s important to stay curious, never stop learning, and always look for ways to innovate and improve. Don’t be afraid to dive into new challenges and stretch beyond your comfort zone. I can speak from experience—taking on “stretch roles” early in my career pushed me to expand my skill set in ways I hadn’t imagined, and those experiences have been incredibly valuable in shaping my growth.
One of the key skills that will set you apart in this field is resourcefulness. It’s not about having all the answers upfront, but about being able to find solutions and troubleshoot when things don’t go as planned. Being resourceful means knowing when to tap into your network, leverage technology, or simply take the time to learn something new on your own.
Another important quality is resilience. You’ll encounter setbacks and obstacles, but
The key to resilience is balance—maintaining a healthy mindset, setting goals that push you and your team to grow, and always remembering that your well-being is as important as your success at work
success comes from how you respond to those challenges. I believe it’s essential to maintain a healthy work-life balance—your well-being directly impacts your ability to perform. Don’t be afraid to step away when you need to reset.
I’ve always encouraged my team to take time for themselves when needed, because when you’re in the right mindset, you’re able to produce your best work.
Finally, being able to set and work towards challenging yet achievable goals is a fundamental skill. I’ve always believed in pushing my team and myself to aim higher, but it’s equally important to ensure that those goals
are realistic and that we have the right support and resources to achieve them. Creating an environment where people are empowered to grow and take ownership of their work leads to stronger, more motivated teams.
Confidence and the ability to own your contributions are essential. Don’t wait for permission to take on responsibility—if you’ve put in the work and you’re producing results, you deserve a seat at the table. Embrace your abilities, take risks, and keep pushing yourself to evolve, because the opportunities in are endless for those who are committed to growth and continuous improvement.
Crafting Human-Centered Design for a Better Future
James Grice, Head of Innovation and AI, Lawfront
Hi James. What inspires you to drive innovation and transformation in the legal industry?
The legal industry is at a fascinating crossroads. For centuries, it has relied on tradition and precedent to navigate its challenges, but today, we have the tools to reimagine how legal services are delivered. What inspires me is the immense potential to create meaningful change—to make legal processes more efficient, transparent, and accessible for everyone. Innovation allows us to tackle inefficiencies, bridge access gaps, and bring the legal profession closer to the people it serves. It’s about making the law more humancentered, which resonates deeply with me.
A key driver for me is the opportunity to solve real-world problems through collaboration and creativity. I’m inspired by the power of diverse teams coming together to design solutions that not only address immediate needs but also anticipate future challenges. Whether it’s simplifying complex workflows or using AI to predict case outcomes, I’m motivated by the prospect of creating tools that empower legal professionals and clients alike.
I often draw inspiration from moments where technology has transformed other industries. For example, the way fintech has revolutionized banking shows us how the right innovation can
Innovation allows us to tackle inefficiencies, bridge access gaps, and bring the legal profession closer to the people it serves
James Grice is a seasoned leader in innovation and AI, passionate about driving meaningful transformation, with a focus on human-centered design and leveraging cutting-edge technologies. He creates impactful solutions that address realworld challenges. Blending creativity with strategy to design tools that are both functional and intuitive. His philosophy, “innovation for impact,” guides his mission to empower others and make a lasting difference. A passionate leader dedicated to developing up-and-coming talent, believing strongly in the power of diverse teams and the value that unique perspectives bring when tackling problems. He coaches and motivates teams to deliver the very best digital solutions.
Recently, in an exclusive interview with Digital First Magazine, James shared his professional trajectory, insights on the role of AI in transforming the legal industry, personal hobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
The energy and commitment of the people I work with are incredibly motivating
make even the most complex systems userfriendly and accessible. These stories remind me that the legal industry’s transformation isn’t just a possibility—it’s an inevitability. What excites me is being part of that journey and helping to shape a future where technology and human-centered design go hand in hand.
What do you love the most about your current role?
What I love most about my role is the variety and dynamism it brings. No two days are ever the same—one moment I might be brainstorming solutions to improve efficiency, and the next I’m presenting a vision for the future of AI integration.
This constant shift keeps me engaged and allows me to work on a wide range of projects that challenge and inspire me. It’s a privilege to lead innovation in an industry where there’s so much potential to make a meaningful impact.
Another aspect I truly enjoy is collaborating with talented and passionate teams. My role gives me the opportunity to work with people across different disciplines, from technologists and data scientists to legal professionals. These collaborations often lead to creative solutions that wouldn’t have been possible in isolation. The energy and commitment of the people I work with are incredibly motivating.
Ultimately, it’s about seeing ideas come to life. Whether it’s a process improvement that saves hours of manual work or a tool that makes legal advice more accessible, the tangible outcomes of our efforts are deeply satisfying.
What do you believe are the most significant challenges facing legal organizations in adopting new technologies?
One of the biggest challenges is cultural resistance to change. The legal profession has long been built on tradition, and for many organizations, there’s a natural hesitancy to deviate from established ways of working. Convincing stakeholders to embrace new technologies often requires a significant shift in mindset, which can take time and persistence. Addressing concerns about trust, reliability, and the perceived threat to jobs is a critical part of this process.
Another challenge is the complexity of implementation. Legal organizations deal with highly sensitive information and operate within strict regulatory frameworks. This means that adopting new technologies isn’t just about buying
software—it’s about ensuring that solutions are secure, compliant, and fit for purpose. Organizations must also invest in training their people to use these tools effectively, which is often overlooked but essential for success.
Finally, there’s the issue of prioritization. With so many options available, it can be overwhelming for organizations to determine where to start. A clear strategy—rooted in understanding the organization’s needs and goals—is crucial. I’ve worked on projects where starting small and demonstrating quick wins helped build momentum for broader transformation.
What role do you think AI will play in transforming the legal industry, and how are you preparing for this change?
AI is set to play a transformative role in the legal industry, particularly in automating routine
tasks and providing deeper insights into complex data. For example, tasks like contract review, legal research, and case prediction can now be performed faster and more accurately with AIpowered tools. This allows legal professionals to focus their time and energy on higher-value work, such as strategy and client relationships. However, the true value of AI lies in how it can enhance—not replace—human expertise.
Preparing for this change means staying ahead of the curve and fostering a culture of curiosity and adaptability. I’ve prioritized learning about emerging AI technologies and working closely with teams to integrate them in ways that are ethical and practical. Transparency and fairness are key considerations when implementing AI, particularly in a field as sensitive as law. By focusing on humancentered design, we ensure that AI serves as a trusted ally rather than a black box.
Convincing stakeholders to embrace new technologies often requires a significant shift in mindset, which can take time and persistence
It’s also important to start small and scale thoughtfully. One example of how we’re preparing is through pilot programs that test AI tools in specific areas before rolling them out more broadly. These programs allow us to gather feedback, refine the tools, and build confidence among users.
What personal or professional philosophies have contributed to your success, and how have you applied these principles in your career?
My guiding philosophy has always been “innovation for impact.” This means focusing on creating solutions that deliver real value for people. Technology for its own sake doesn’t interest me—it’s about understanding the problem, empathizing with the people affected,
and designing something that genuinely improves their experience. This philosophy has shaped my approach to every project I’ve undertaken.
I’ve applied this principle by embracing methodologies like design thinking. For example, when faced with a challenge, I start by deeply understanding the users’ needs and pain points. This approach ensures that the solutions we create aren’t just innovative but also meaningful. It’s an approach that has consistently delivered results, from improving internal workflows to enhancing client-facing services.
Another cornerstone of my philosophy is the belief in continuous learning. The world of technology is evolving rapidly and staying curious and open to new ideas has been essential to my success. I’ve led initiatives
where learning and experimentation were at the heart of the process.
Who has been a significant influence or mentor in your career, and how have they helped shape your professional journey?
I’ve been fortunate to have several mentors throughout my career, but one stands out in particular. This individual was a former manager who embodied the perfect balance of empathy and strategy. They taught me the importance of understanding people—whether it’s your team, your stakeholders, or your clients—and using that understanding to drive meaningful
outcomes. Their guidance has been instrumental in shaping my leadership style.
Another figure who has profoundly influenced my career is Steve Jobs. His approach to product design—focusing relentlessly on simplicity and the user experience—has been a constant source of inspiration. Jobs’ philosophy of beginning with the user’s needs and working backward has shaped how I approach problemsolving and innovation. I strive to channel that same commitment to designing solutions that are not only functional but also intuitive and impactful.
Acclaimed video game director Hideo Kojima has been a profound influence on my career,
Transparency and fairness are key considerations when implementing AI, particularly in a field as sensitive as law
particularly in how I approach creativity and innovation. One of the key lessons I’ve learned from Kojima is the importance of blending creativity with technology. His games often challenge conventional norms and demonstrate how unique ideas, when executed with precision, can create entirely new experiences.
Kojima’s approach reminds me that innovation isn’t just about solving problems— it’s about creating something meaningful that resonates with people on a deeper level. Whether I’m leading a team or developing a new strategy, I aim to channel his fearless creativity and commitment to excellence into everything I do.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I’m deeply passionate about the video game industry and specifically retro video games. They represent a golden era of creativity and innovation, where developers worked within significant constraints to produce timeless experiences. Playing these games not only offers me a sense of nostalgia but also reminds me of the value of simplicity and user focus—principles that I carry into my professional work. Vlogging about these games has been a wonderful way to connect with like-minded individuals and share my enthusiasm for this art form.
Spending time with my wife and two kids is one of my greatest joys outside of work. We love going on adventures together in our campervan, exploring new places, and creating lasting memories. These trips provide a sense of freedom and connection that recharges me both personally and professionally.
I also enjoy being creative in various forms, whether its content creation, model making, or painting. These activities allow me to express myself and engage in projects that are both challenging and rewarding. Creativity, for me, is a way to stay balanced and inspired, and it often feeds into my professional life by sparking new ideas.
Technology is another significant passion of mine. I love following the latest trends and experimenting with new technologies like VR and 3D printing. Staying at the cutting edge not only fuels my curiosity but also helps me stay informed about innovations that could have a meaningful impact on my work and beyond.
Which technology are you investing in now to prepare for the future?
One of the key technologies I’m currently focusing on is the Microsoft Power Platform and the wider Microsoft stack. Its ability to empower individuals and teams to create solutions without needing extensive technical skills is groundbreaking. By democratizing innovation, it enables organizations to adapt quickly and respond to challenges with agility. I’ve already seen how its tools can transform workflows and increase productivity across different departments.
Another area I’m investing in is AI-driven tools like Microsoft’s Copilot and some of the
more legal specific solutions on the market. These technologies have the potential to fundamentally change how we work by automating routine tasks and enhancing creative processes. The key is not just adopting these tools but integrating them in ways that align with our goals and values. It’s about using technology to complement human expertise, not replace it.
Finally, I’m keeping a close eye on emerging trends like quantum computing and augmented reality. While these technologies are still evolving, their potential to disrupt industries is enormous. Staying informed and experimenting with pilot projects ensures that I’m ready to leverage these innovations when the time is right.
What
are your long-term career aspirations, and how do you see yourself evolving as a leader over the next five years?
In the long term, I aspire to be a thought leader at the forefront of innovation and transformation, not just within the legal industry but across multiple sectors. I want to continue driving change that combines cutting-edge technology with humancentered design, ensuring that the solutions we create have a lasting, positive impact on people’s lives. Expanding my influence to inspire and mentor others is an integral part of this vision.
As a leader, I see myself focusing more on empowering others and building highperforming, collaborative teams. Leadership isn’t about having all the answers—it’s about creating an environment where people feel supported, valued, and inspired to do their best work. Over the next five years, I aim to refine this approach further, fostering a culture of innovation and continuous improvement.
Digital transformation isn’t just about implementing new tools— it’s about understanding the needs, pain points, and aspirations of the people who will be using those tools
Another key focus for me will be building stronger partnerships and networks. Collaboration is at the heart of meaningful transformation, and I’m committed to working with like-minded individuals and organizations to tackle complex challenges. By broadening my horizons and staying adaptable, I’m confident I can achieve these goals and make a significant difference.
What advice would you give to organizations looking to embark on a digital transformation journey?
The first piece of advice I would give is to start with the people, not the technology. Digital transformation isn’t just about implementing new tools—it’s about understanding the needs, pain points, and aspirations of the people who will be using those tools. Engaging stakeholders early and often is essential to ensure that the transformation is aligned with their expectations and delivers real value.
Next, take a phased approach. Trying to overhaul everything at once can be overwhelming and risky. Instead, focus on achieving small, meaningful wins that demonstrate the value of change. These early successes can build momentum and help overcome resistance to broader transformation efforts. I’ve seen firsthand how pilot programs and iterative development can pave the way for lasting change.
Finally, don’t underestimate the importance of culture. Digital transformation requires a mindset shift at every level of the organization. Invest in training, encourage experimentation, and celebrate both successes and lessons learned. Transformation is a journey, and by fostering a culture of learning and collaboration, organizations can navigate it successfully.
Transforming Academic Publishing Through Innovation & Creativity
Lučka Bibič, Head of Article Pipeline Management, Springer Nature Group
Hi Lučka. Can you walk us through your background and what you’re most passionate about in your work?
Sure! So, I’m Lučka - a scientist turned product person with a soft spot for ed-tech and team building. My background spans chemistry, science communication, academia, and entrepreneurship, but my true passion lies in making science accessible and engaging. That‘s why it’s so much fun to work in publishing now. I get to help champion ways to not only help researchers with their work, but ensure swift and easy access to reliable scientific knowledge. Something that for us in this day is incredibly important as knowledge, discoveries and research can help us
tackle topics that can truly change the world. And I love contributing to missions that bring science out of the lab and into the world where it belongs.
What aspects of your current role bring you the most joy and fulfillment?
Helping researchers and the research community publish quicker! It’s like being the bridge between their brilliant minds and the world. As an ex-academic, I know how tough publishing can be, so making the process smoother and operate faster feels like a win for everyone. Plus, connecting publishers, authors, editors and reviewers to improve everyone’s satisfaction is empowering.
Helping researchers and the research community publish quicker—it’s like being the bridge between their brilliant minds and the world
Lučka Bibič is a Slovenian-born scientist, communicator, and creative force in the world of digitalproductmanagement.WithaPhDinchemical sciences from the University of East Anglia (U.K.), she has worked at the University of Cambridge and collaborated with BBC5Live as a science communicator.Hercareerjourneyhasbeendefined byinnovation-fromresearchingspidervenomsand chronic pain to developing a VR game that makes science engaging and accessible. A TEDx speaker, CAS Future Leader, and Global Lindau Nobel LaureateMeetingawardee,Lučka has authored over 65 publications and led winning teams in biotech entrepreneurship. Now, as Head of Article Pipeline Management at Springer Nature, she’s dedicated to transforming the academic publishing process. Her focus is on supporting the publication of more highquality articles and reducing turnaround times, ensuring a more efficient and effective publishing workflow. Outside of work, Lučka loves to run trails, caring for her plants, and is a passionate advocate for bringing creativity into the world of scientific discoveries.
Recently, in an exclusive interview with Digital First Magazine, Lučka shared her professional trajectory, insights on the evolution of the science communication field in the next 5-10 years, the secretmantrabehindhersuccess,personalhobbies and interests, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
What inspired you to create the VR game for public engagement and science education?
When we created the game, I was a grad student, and I couldn’t help but notice how much time scientists spend in the lab while their stories go untold. I’m talking about the struggles, failures, and relentless problem-solving that lead to those rare moments of triumph. Too often, all we see are polished press releases, but the messy, fascinating journey is where the real learning happens.
My PhD focused on spider venoms and chronic pain, and I wanted to share just how fascinating spider venoms are in a fun and engaging way. Using VR and games, I found a way to bring science to life—combining storytelling and interactive challenges to help students learn while having fun.
What was it like to be a TEDx speaker in 2021, and what message did you hope to convey to your audience?
It was epic! Also, slightly terrifying. My talk, How Gamers Are Solving Science’s Biggest Problems, explored how VR and gaming can address major global challenges, from Alzheimer’s research to poverty, and even surgical training. Gaming is a powerful tool for science because it harnesses collective intelligence, bringing together thousands—or even millions—of players to tackle complex problems. For example, Foldit gamers solved protein structures faster than algorithms, and VR simulations provide scalable, hands-on training for medical professionals worldwide.
But the thing is that gaming often gets a bad rap due to the connotations tied to the word ‘games’ – it’s often not taken seriously.
Gaming is a powerful tool for science because it harnesses collective intelligence, bringing together thousands—or even millions— of players to tackle complex problems
Add the word ‘serious,’ though, and suddenly we’re changing the narrative. Serious games are like the Clark Kent of gaming—what looks like fun on the surface is actually here to save the day. That’s why I focus on serious games— tools specifically designed to educate, solve real problems, and create meaningful impact. These games reframe gaming as a legitimate way to learn and retain knowledge, making complex ideas accessible and unforgettable. It’s not just play—it’s powerful learning in action.
You were recognized as a CAS Future Leader and Global Lindau Nobel Laureate Meeting awardee. Our readers would love to know the secret sauce behind your success.
Oh, thank you. But you know, honestly, it’s not a sauce - it’s more like a messy casserole of passion, instinct, and following my heart (a very unscientific organ, I know). I guess the key is to figure out what makes your heart sing, dive in headfirst and surround yourself with people who inspire and challenge you. And be true to yourself no matter where you go, what you do there or with whom you’re doing those stuff with - authenticity is your superpower.
How
do you see the
field of science
communication evolving in the next 5-10 years?
So much has changed when you look back at the last 10, 20 years with the internet, social media, and the immediacy of knowledge when it comes to communicating science. It goes without saying that AI is the next emerging technology that is providing us with exciting opportunities across sectors. And there are so many opportunities for it in science communication,
when used responsibly and ethically. Imagine high quality, sustainable and ethical AIpowered platforms, crafted and validated by research communities, where science becomes a story, that you can ‘play through’. Imagine learning complex discoveries while making choices like in an adventure game - fun, intuitive, and sneakily educational. A space where scientific knowledge is not just shared but experienced, making complex ideas accessible and engaging for everyone. The future of science comms? Immersive, modular, and a bit magical, somewhat a bit like Harry Potter as it will
foster collaboration, inspire curiosity, and transform into an adventure.
Who has been a significant influence or mentor in your career, and how have they helped shape your professional journey?
I’ve had many mentors - friends, colleagues, and accidental teachers. They’ve pushed me, taught me, and sometimes given me tough love. But I feel that over time, and with certain mentee-mentor relationships, those mentor-mentee roles blur, and suddenly, you’re both learning from each other.
My goal, no matter in which role or at which career stage I am, is to empower people, build things that matter to people
What are some of your passions outside of work? What do you like to do in your time off?
Trail running! It’s taught me more about resilience, emotional regulation and problemsolving than my scientific training ever did. For me, long runs are like life: unpredictable, full of surprises, and best tackled with a solid plan, the right gear, some good snacks and a support system. It gives you a certain perspective about life, career and relationships, reminding you that there’s always another mountain to climb, or to move!
Which technology are you investing in now to prepare for the future?
There are lots of new emerging technologies that have the potential to really change and empower the sector I work in. AI - can offer us many exciting opportunities when we look at how we can responsibly integrate it into product management, data and insights. This technology continuously introduces new processes, insights, and interpretations of data. For example, in my role as Head of Article Pipeline Management, we’ve been leveraging machine learning models to analyse and optimise our publication workflow, improving turnaround times (the time in which it takes an article to be published). By identifying bottlenecks and predicting workflow inefficiencies, these ML- and AI-driven insights can help streamline operations and contribute to a more efficient publishing process, whilst keeping quality and integrity at the heart. Bridging the gap between no-code and code is crucial, so investing in AI-driven analytics skills alongside human expertise is key to driving innovation and something that we are committed to exploring, with researchers, sustainably and ethically.
What are your long-term career aspirations, and how do you see yourself evolving as a leader over the next five years ?
My goal, no matter in which role or at which career stage I am, is to empower people, build things that matter to people, and have fun while doing it. Basically, less boss, more cheerleader!
What advice would you give to aspiring scientists and technologists?
Be intentionally curious. Be bold. And don’t be afraid to bring your full self - quirks and all - into your work. The world doesn’t need perfect or stiff; it needs passion. And if your career sometimes makes you feel like a kid in a candy store and an elephant in a porcelain shop—excited, maybe a little overwhelmed, but still eager to push forward—you’re on the right track.
Science and technology thrive on collaboration and the exchange of ideas. No major breakthrough or innovation ever came from just one person working in isolation. The magic of science is its constant evolution, and that only happens when diverse perspectives come together.
Innovation doesn’t grow in a vacuum— it thrives in networks, where ideas bounce off one another, where feedback challenges assumptions, and where collective energy drives boundaries forward.
So, sure, embrace the chaos but structure it in chunks. If you’re feeling a bit overwhelmed, remember that’s where the real growth and discoveries happen. Keep pushing, keep questioning, and most importantly, keep collaborating. The journey is way more rewarding with others by your side.
Unleashing the Power of Technology to Drive Business Success
What inspired you to pursue a career in consulting, and how has your experience shaped your approach to leadership? During business school, I led a nonprofit initiative to implement financial accounting software, building on my accounting background. That experience sparked my consulting career and taught me the value of pivoting skills to explore new opportunities. This adaptability, combined with a commitment to lifelong
learning, defines my leadership style and has been key in mentoring others.
What brings you the most joy and fulfillment in consulting?
I thrive on solving problems and guiding clients and teams toward their vision, even when the path seems unclear. Helping them navigate challenges with confidence and seeing their success is deeply rewarding.
Technology plays a pivotal role in business transformation as a critical enabler, driving innovation, efficiency, and potentially competitive advantage
Tammy Mittelstaedt has led numerous organizations and high-performing teams through successful business transformations, leveraging technology and innovation for lasting impact. She has led consulting practices to achieve significant growth, profitability, and service expansion to meet evolving market needs across advisory, implementation, and managed services. She resides in the greater Chicago area.
Recently, in an exclusive interview with Digital First Magazine, Tammy shared her professional trajectory, insights on the role of technology in driving business transformation, the best piece of advice she has received, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
To leverage technology effectively, organizations must prioritize their needs by understanding goals and challenges, define a clear vision that aligns with strategic objectives
What role does technology play in business transformation, and how can organizations leverage it effectively?
Technology plays a pivotal role in business transformation as a critical enabler, driving innovation, efficiency, and potentially competitive advantage. True transformation requires the integration of four key elements: people, processes, technology, and data. To leverage technology effectively, organizations must prioritize their needs by understanding goals and challenges, define a clear vision that aligns with strategic objectives, and identify the key components of transformation. Developing a strong business case is also essential to justify investments and align stakeholders, while meticulous planning ensures a structured approach that mitigates risks. Disciplined execution is also essential.
How do you stay current with industry trends and developments?
I stay informed through news, formal training, self-study, podcasts, social media, discussions with colleagues, and practical application of ideas with clients. Currently, that focus is on AI and how it is changing the way in which we work.
What are your thoughts on diversity and inclusion in consulting?
Diversity enriches perspectives and drives better results. There is a saying “if we always agree with each other, one of us isn’t needed in the analysis.” Different perspectives and experiences among team members help us find our best solutions. I like to think of a consulting team like a patchwork quilt— individual pieces working together for
collective impact. Authentic conversations and leading by example to embrace everyone’s unique value helps break down resistance and build acceptance.
Were there any mentors who shaped your growth? What’s the best advice you’ve received?
Mentorship is a privilege, and I have been fortunate to experience both sides of it. A key piece of advice I value: “It’s not if something will go wrong, but how we will manage it together when it does.”
If you could meet one famous person, who would it be and why?
Warren Buffett—for his unparalleled insights on value creation and philanthropy.
What’s your favorite part of the workweek, and how do you recharge?
I love collaborating with people, focusing on their success, and sharing insights to inspire them. To recharge during the workday, I step outside for fresh air and sunshine whenever possible. Weekends you will often find me on the golf course – it is a good mix of fresh air, friends, and mental and physical challenges.
Where do you see yourself in five years?
Continuing to do impactful work, leveraging my experiences to help people and organizations achieve their goals.
What advice would you give aspiring leaders?
Never let others define or limit your potential. Embrace your greatness and share it confidently.
Nurturing the Next Generation of Talent Acquisition Leaders
Danielle McCaffrey, Sr. Director of Talent Acquisition, Alorica
Hi Danielle. What inspired you to pursue a career in talent acquisition, and how have you navigated the evolution of the field over the course of your career?
Recruiting is in my blood. My journey into talent acquisition was inspired by my grandfather, who moved out west to establish one of the first Manpower franchises. His passion for connecting people with meaningful opportunities and helping businesses grow left a lasting impression on me. Watching him build something impactful from the ground up instilled in me the importance of building relationships, understanding people, and creating opportunities for success.
As the field of talent acquisition has evolved, I’ve embraced the changes by staying adaptable, leveraging technology, and focusing on building meaningful connections. From optimizing processes to adopting tools like applicant tracking systems and data-driven recruiting dashboards, I’ve worked to ensure that the human aspect of recruiting remains at the forefront. I’ve also focused on understanding the unique needs of each client and candidate, which has been crucial in navigating shifts in the labor market and organizational priorities.
Talent acquisition isn’t just about filling positions; it’s about shaping the future of a business by finding the right people who will
Talent acquisition isn’t just about filling positions; it’s about shaping the future of a business by finding the right people who will contribute to its success
Danielle McCaffrey is the Sr. Director of Talent Acquisition at Alorica, bringing 25 years of recruiting experience, with the last decade focused on the BPO industry. Known for driving innovative talent strategies and building high-performing teams, Danielle excels in aligning recruitment practices with business goals to attract and retain top talent. Passionate about leadership development and fostering inclusive workplace cultures, Danielle is dedicated to empowering teams and driving organizational success. Outside of work, Danielle enjoys spending time with family as well as time outdoors hiking and paddle boarding, in Salt Lake City.
Recently, in an exclusive interview with Digital First Magazine, Danielle shared her professional trajectory, insights on diversity and inclusion, the best piece of advice she has ever received, the secret mantra behind her success, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
contribute to its success. That belief, combined with a legacy of recruiting in my family, continues to inspire me every day.
According to you, what are some common mistakes or pitfalls that organizations make when it comes to talent acquisition, and how can they avoid these missteps?
One of the most significant pitfalls in talent acquisition today, is relying too heavily on technology at the expense of human connection. While tools like Chatbots, Text Platforms, Email communication, and AIdriven screening streamline processes, they often lack the personal touch needed to build relationships with candidates. To avoid this, organizations should balance technology with human interaction—ensuring candidates feel valued through personalized communication, thoughtful engagement, and timely feedback
Screening inefficiencies also pose a challenge, whether due to inadequate processes or a lack of understanding about the specific needs of the role. Effective screening involves not just assessing technical qualifications but also evaluating cultural fit and longterm potential. This can be achieved through structured interviews, behavioral assessments, and clearly defined hiring criteria.
Finally, failing to leverage data and analytics is a critical misstep. Without measuring key metrics like time-to-fill, quality of hire, and diversity, organizations miss opportunities to identify gaps and optimize their recruitment strategies. By using datadriven insights, businesses can make more informed decisions, improve outcomes, and anticipate future hiring needs.
To succeed in talent acquisition, organizations must strike a balance between technology and human connection, prioritize the candidate experience, refine screening processes, and embrace analytics to continuously improve. When done right, these elements create a talent acquisition strategy that attracts, engages, and retains top talent while strengthening the organization’s employer brand.
Going forward, what do you see as the future of talent acquisition, and how do you think the field will evolve in response to emerging trends and technologies? The future of talent acquisition is poised to be defined by a blend of advanced technologies and a renewed emphasis on human connection. Emerging trends, such as artificial intelligence, automation, and data analytics, will continue to transform the way organizations attract, engage, and retain talent. However, the ability to adapt to these advancements while maintaining a candidate-first approach will set successful organizations apart.
One significant evolution will be the integration of AI and machine learning into every stage of the recruitment process. These technologies will streamline tasks like candidate sourcing, resume screening, and matching candidates to roles based on skills and experience. While these tools will improve efficiency, organizations will need to ensure that technology augments, rather than replaces, the human element. Building meaningful relationships, understanding candidates’ aspirations, and fostering trust will remain critical in an increasingly automated landscape.
Additionally, the growing demand for remote and hybrid work will reshape recruitment
strategies. Employers will need to attract and retain talent in a globalized labor market, requiring a shift toward more flexible roles and policies. Technology will enable virtual hiring processes, but organizations must ensure these processes remain personal and engaging to stand out in a competitive market.
Finally, the emphasis on employer branding will likely only increase. Candidates now seek more than just a paycheck; they want purpose, values, and a sense of belonging. Companies that effectively communicate their culture and value proposition through personalized, authentic interactions will have a competitive edge.
What are your thoughts on diversity and inclusion in your field? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe?
Diversity and inclusion are critical to the success of any organization, particularly in
contact centers where teams often serve diverse customers with varying needs, languages, and cultural backgrounds. A workforce that reflects the diversity of the customer base enhances empathy, understanding, and the ability to deliver personalized and meaningful customer experiences.
D&I should not be about checking a box, but a strategic priority. It starts with removing barriers in the hiring process, such as unconscious bias in job descriptions, sourcing strategies, and candidate evaluation. It also involves creating inclusive hiring practices that provide opportunities for underrepresented groups, including individuals with disabilities, multilingual candidates, and those from diverse socioeconomic backgrounds.
Authentic conversations with leaders, professionals, and changemakers are essential in driving global acceptance and advancing D&I efforts. These discussions challenge biases, expand perspectives, and inspire action. By engaging in open dialogue, organizations can identify gaps, share best practices, and
To succeed in talent acquisition, organizations must strike a balance between technology and human connection, prioritize the candidate experience, refine screening processes, and embrace analytics
develop innovative solutions to promote equity and inclusion.
In your academic or work career, were there any mentors who have helped you grow along the way? What’s the best piece of advice you have ever received? Yes, I’ve had the privilege of learning from incredible mentors throughout my career, each of whom has played a key role in shaping my growth. One of the best pieces of advice I’ve ever received came from a mentor who said:
“Own your own development—no one will care about your growth as much as you do.”
This advice was a game-changer for me. It reminded me that while guidance and support from others are invaluable, the responsibility for my career ultimately rests with me. It pushed me to take initiative, seek out learning opportunities, and advocate for my goals. Whether it was pursuing certifications, volunteering for challenging projects, or seeking feedback to improve, I realized that growth requires intentionality and effort.
That advice has stuck with me, driving me to continuously push beyond my comfort zone and stay curious. It also shaped how I approach mentoring others—encouraging them to take
D&I should not be about checking a box, but a strategic priority
ownership of their journey and invest in their future with confidence and purpose.
If you could have a one-hour meeting with someone famous who is alive, who would it be and why?
If I could have a one-hour meeting with someone famous and alive today, it would have to be with Sheryl Sandberg, as it would be an invaluable opportunity to gain insights into leadership, resilience, and empowering women in the workplace. As the former COO of Meta (Facebook) and the author of Lean In, she has been a trailblazer in advocating for gender equality and leadership development. I would love to discuss how she navigated the challenges of leading in the fast-paced tech industry, her strategies for balancing professional success with personal adversity, and her thoughts on fostering inclusive and supportive workplace cultures. Her perspective on leadership, mentorship, and driving meaningful change would be incredibly inspiring and insightful.
You were recently recognized as one of the Top 50 Women Leaders of Salt Lake City for 2024. Our readers would love to know the secret mantra behind your success.
“Lead with purpose, empower with empathy, and grow through resilience.”
Leading with purpose means staying grounded in meaningful goals and aligning decisions with long-term impact. Empowering with empathy involves truly understanding and supporting the people around you—whether it’s your team, colleagues, or community—because success is never achieved alone. Growing through resilience is about embracing
challenges as opportunities to learn and adapt, turning setbacks into stepping stones for greater achievements.
By staying true to these values, success becomes more than just personal achievement— it becomes about inspiring and uplifting others along the way.
What is your secret to striking a work-life balance?
My secret to striking a work-life balance is centered around being intentional in setting boundaries between work and personal time. Which really translates into being fully present during work hours, and then equally as present for my family and personal life when the workday ends. In order to establish boundaries, I really focus first prioritization and focusing on what truly matters by identifying high impact tasks and delegating or letting go of what isn’t essential.
Making self-care a non-negotiable also allows me to prioritize activities that also recharge me, whether it’s hiking with my dog, paddleboarding or painting, taking care of my well-being allows me to show up as my best self both at work and at home. Finding that balance can certainly be a challenge however, so remembering that life is unpredictable, and giving myself grace when things don’t go perfectly, help me to focus on progression over perfection.
What is one of your favorite parts of the workweek? How does it encourage or inspire you? Do you have a favorite way to recharge during the workday?
One of my favorite parts of the workweek is mentoring and coaching my team. I find it incredibly rewarding to help others grow,
develop their strengths, and reach their full potential. Seeing team members overcome challenges and succeed in their roles inspires me to continuously improve as a leader. These moments remind me that leadership is about empowering others and fostering a culture where people feel valued and motivated.
To recharge during the workday, I enjoy taking short breaks to step outside for fresh air or going on a quick walk. A few minutes away from the desk helps clear my mind and boosts creativity. If I’m short on time, simply pausing for mindful breathing allows me to reset and return to work with renewed focus and energy. These small moments of self-care keep me grounded and energized throughout the day.
Where do you see yourself in the next 5 years?
In the next five years, I see myself continuing to grow as a transformative leader in the Talent Acquisition space, driving innovative strategies to attract and retain top talent while fostering a culture of inclusion and growth. I aim to expand my impact by mentoring emerging leaders, implementing forwardthinking recruitment technologies, and shaping organizational strategies that align with evolving workforce trends.
Beyond professional growth, I envision achieving a stronger work-life integration, allowing me to be present and engaged with my twin daughters as they grow and explore their own passions.
Ultimately, I strive to be in a role where I can influence both business success and people development, leaving a lasting impact on the industry while continuing to grow as a leader and individual.
What advice would you give to professionals looking to break into the talent acquisition field, and what skills or qualities do you believe are essential for success in this role?
For professionals looking to break into the Talent Acquisition field, my best advice is to embrace curiosity, build meaningful relationships, and stay adaptable. I recommend not shying away from entry-level roles like sourcing or administration. These roles provide valuable exposure to the hiring process, and can serve as stepping stones to more senior roles. Start by learning the business and lean in to understanding the industries and markets you are recruiting for. Additionally, you should always be networking and building authentic relationships with professionals in HR, TA and related industries, to learn from others’ experiences. Finally, and likely most importantly, you have to be Tech-Savvy and adaptable. The recruiting industry is constantly evolving, and technology continues to help shape and define recruiting processes.
As I reflect on what skills or qualities are essential to being a successful recruiting professional, the top five would be strong communication, the ability to create and build relationships with not only external candidates, but internal stakeholders as well.
A strong recruiting professional also needs to be resilient and adaptable to an everchanging landscape, think strategically, and understand how to properly manage time and priorities.
Ultimately, my recommendation is to never stop learning. The talent landscape constantly evolves, and those who stay curious and adaptable with thrive in this field.
