Diva Tech Talk interviewed Catherine Tabor, CEO and Founder of  Sparkfly, a cloud-based offer management solutions company maximizing customer acquisition by connecting real-time behavior with online and in-store sales. Catherine’s father was a physics professor, and she visited his university classes as a child. “I was mesmerized as he used math to solve real problems. I am a believer in technology solving problems, not just ‘tech for the sake of tech’.”  That was demonstrated when, as a Georgia State University undergraduate, Catherine was recruited by The Coca-Cola Company to manage their employee discount program.  “I grew it to manage 1 million employees, nationally, with companies like Delta Airlines, Suntrust Bank. It was a bulletin board, where companies would list offers.”  Employees would visit, use coupon codes, and make purchases.  But the system did not allow for customers to redeem personalized offers at physical locations nor enable merchants to get accurate data.  The resulting challenge was “how could we layer technology on top of antiquated POS systems, and make them do innovative things.”   Catherine began by convincing POS providers “that there was a gap.”  Her first integration success was with Radiant Systems, in Atlanta, (eventually acquired by the venerable NCR). Radiant “embraced my concept; agreed to integrate my platform; and then got acquired by NCR. By the nature of ‘being included in the fold’, it enabled build out, and networking.” After competing with larger, better-funded companies, “in 2017, we signed a contract with Chipotle.” Adoption of the SparkFly platform became the basis of Chipotle’s core digitalization transformation.  The Covid-19 pandemic disrupted SparkFly, as it has many businesses. Fortunately, SparkFly’s platform pushes greater levels of digital participation/presence leading to stabilization. Catherine instituted a weekly “all-hands” phone call so that her team continuously feels close. “I tell them all the time: I cannot promise you good news, but I promise that I will always tell you the truth.” Key leadership nuggets from Catherine Tabor include: “The driving force for me is having passion around the objective.” In the face of setbacks, it is Catherine’s core belief in what she is achieving that keeps her going. “Know your own value.” “There’s no reason not to take a chance. You just have to go for it.” Catherine looks at any potential failure and asks, “what is the worst that can happen?” Facing that answer realistically allows her to shed fear. “If you truly believe in what you’re doing, you never give up. I believe that ‘grit’ is the most important character trait leading to success.”  In juxtaposition, “I have had to learn to realize quickly when I’ve gone down the wrong path.” This has guided Catherine’s decisions about system nuances, doing business with the “right” customers, acquiring appropriate investors and advisors, and hiring/retaining employees. “Surround yourself with people who support what you want to do, and what you want to be.” 

Diva Tech Talk Podcast

Ep 101: Catherine Tabor: Making Sparks Fly

Diva Tech Talk interviewed Michelle Accardi, President and Chief Revenue Officer at Star2Star Communications, a global VoIP telecommunications vendor. Headquartered in Sarasota, Florida,  Star2Star offers proprietary, hybrid unified voice and data communications solutions, in “the cloud.” A well-known aphorism is: “Life is what happens, after we make other plans.” Michelle’s original aspiration was to be a Broadway star.  Discovering that Manhattan was an exorbitant place to live, she took her first job in sales and “wound up, really liking it!”  In karmic fashion, the CFO of a small technology company was at the front desk when a young Michelle cold-called with her resume. Infresco Corporation, (a joint venture with CA Technologies/Computer Associates), was “willing to take a risk” on her. “When I got there, I was so intrigued.” The company was creating “interesting technology” to convert “green screen” mainframe applications and databases and “make them look like really beautiful Websites.”  Very soon, “I was doing things I had never done, before,” like creating Access databases.  Her boss counseled her to reconsider becoming an attorney. “You have a natural aptitude for technology and people.” She took his advice and “never looked back.”  Within one year, CA Technologies merged Infresco into the larger corporation. Michelle began her upward CA trajectory. “They were starting a reference program at CA and needed someone who knew all the (Infresco) customers. I was recommended.” CA offered Michelle a $25,000 bonus to make the customers referenceable.  She misunderstood CA’s timeline for this, and beat it by a dramatic 11 months, enabling 200 customers to become referenceable in slightly more than a month vs. the year CA had forecasted. Within 6 months, she was managing a customer reference team in North America and, in a year, managing that globally. This was followed by stints in field marketing, product marketing, and sales enablement. All catapulted her into successively more important roles.  Along the way, Michelle gained valuable insights.  In field marketing, she noted how much was learned by “getting close to the customer.” In sales enablement she implemented “fun projects to motivate people.” She eventually became Vice President for digital transformation, “the biggest ‘leap’ because this was  when digital marketing was starting, and I was asked to take on a technology team, lead web design, architecture, and IT team. I learned a lot about ‘agile’ as a methodology.”   “Technology is always going to change,” said Michelle. Her mantra is “drop in with both feet.” Moving to Star2Star is a full circle story.  The company was co-founded by Norm Worthington, who was the co-founder of Infresco.   “It was Kismet,” she said. She started as the company’s Chief Marketing Officer. “Actually, I was marketing employee #2.  My job was to build a team and strategy. We built every piece of content, and the Website; and recruited a great team.” She became Chief Operating Officer, mandated to drive operational systems’ excellence, and then President and Chief Revenue Officer.  “It has been really challenging to learn different aspects of running a technology company, driving it to the next level.”  She describes the broad offerings of Star2Star. “We offer so much: collaboration, contact center, text messaging, workflow integration of communications into every business process you can think of, mobile applications, text-based alerting, desktop communications as a service, and more.”  Michelle noted “we also have the only desktop solutions certified to work in a Citrix environment. We help you with your entire network.” Star2Star offers an optimized SD-WAN service to ensure call quality, essential when people are working from home. “We have proprietary technology that allows us to do things that our competitors can’t.” Industry analysts have noticed.  Gartner, has recognized Star2Star for six years as a Magic Quadrant leader in unified communications. Michelle, herself, has been named a channel leader for the last six years by CRN.   The COVID-19 pandemic has accelerated Star2Star growth. In response to the crisis, Michelle is justifiably proud of the company’s stellar customer-focused philosophy.  All company employees moved into a work-from-home environment, using Star2Star’s own technology.  “Then we went to our base of customers.” Star2Star helped each customer deploy effective remote working scenarios and created innovative payment programs to support customers. “Communication is the lifeblood of any business. We didn’t want to be the bill that put any of our smaller companies over the edge.” Star2Star has also used this period to diversify even further. “We moved into digital transformation projects for customers in the restaurant and retail spaces, who needed curbside pickup applications.” Star2Star provided those. “Doctors’ offices needed testing.” Star2Star provided that.  Many customers needed enhanced employee alerting systems.  Star2Star provided them. For a nonprofit customer, and other health facilities, Star2Star provided text alert services. Michelle acknowledges that being a woman has only minimally affected her career. She and her husband juggle a large family of 6 children. Her husband serves as the “stay-at-home” parent, and “I see a lot of ‘reverse sexism’,” which is a challenge,” she says.  But she exults that “women are built to adapt” and feels capable of taking on many increasing responsibilities. If Michelle has a regret it is that “I should have gone into entrepreneurship” at her career advent. “I think balance is a fallacy,” opines Michelle. “Do things that you love, with people you like. And just have perseverance. Nothing is going to be perfect, anywhere.” Michelle’s essential advice is succinct. “Feel the fear and do it, anyway.” Seize opportunities; make the most of them. “You really have nothing to lose.” Make sure to check us out on online at www.divatechtalk.com, on Twitter @divatechtalks, and on Facebook at https://www.facebook.com/divatechtalk. And please listen to us on SoundCloud, Stitcher, or your favorite podcasting channel and provide an online review.

Ep 100: Michelle Accardi: Jump in With Both Feet

Diva Tech Talk interviewed cybersecurity expert, author, keynote speaker, corporate trainer, and entrepreneur, Sandra Estok.  Creator of the international book series, Happily Ever Cyber, Sandra founded her own company:  Way2Protect LLC, after an extensive corporate career.   Originally from  Venezuela,  at age 11, Sandra and family were evicted from her childhood home. They found refuge in a shack.  “It had one window, one door, and no water or  bathroom inside,” she recalled.  She felt ostracized from other children in the neighborhood, who lived in more conventional conditions.  When she tried to join their neighborhood volleyball game, “one of the kids said ‘you’re never going to make it; you’re a loser.’“  Bruised, emotionally and physically, Sandra was grateful for a teacher’s inspiration: “Happiness is a choice.  No matter what, you can choose happiness.” She went on to master volleyball and life by choosing to become highly proficient at whatever she tackled, knowing that “whatever you put your mind to, you can achieve.” “Technology was, somehow, in my veins,” said Sandra.  When she graduated from high school at 16, with no money for college, she enrolled in a government secretarial training program that led to an internship at the Heinz Company.  There she rotated through departments including information technology.  She enrolled in night school, in a tech certification program, that led to full completion of college, and graduating as a systems’ engineer.  “Throughout my journey, I moved from company to company” (Kraft Foods, the Coca Cola Company,  PepsiCo and SC Johnson), “in tech-related roles, building all kinds of things.” SC Johnson, where she worked for a total of 19 years, transferred her to Wisconsin.  “It was my dream,” to live in the United States.   Sandra’s success secrets? “I was able to apply what I was learning at school to my jobs” and built a “connected” fabric between her academic and work lives. She also accepted new challenges readily.  Her hard work, focus, appetite for new technology created exciting opportunities along the way. Sandra advises ambitious tech women to anticipate the newest trends and evaluate them in terms of skills you must acquire. Then acquire those skills and “success will find you.”   Her final role, before leaving SC Johnson, was reporting to it’s Chief Information Security Officer, as Director, Global Information Security Business Operations.  Sandra developed and coordinated overall worldwide security business functions for SC Johnson on every continent. Her leadership advice is: “Always walk the talk. Don’t try to evangelize with words. Do it with your actions.”   In her transition to the U.S. with her working visa, Sandra underwent a watershed experience. Returning from Colombia, she was detained. Her passport was temporarily revoked.  A smuggler from China had appropriated personal information and had been smuggling women into the USA using her identity! Two weeks later, returning from a European trip, she was detained again.  Each time she traveled internationally, before she became a full-fledged U.S. citizen, Sandra had to prove her identity incessantly. “That negative experience ‘connected the dots’ and is driving me today.  Identity theft and cybercrime can happen to anyone!” Sandra’s gift for making complex tech concepts comprehensible to non-technical people, coupled with passion to make a much greater impact, outside of a single corporation, led her to become a startup founder.  “Leaving the corporate world is a big decision,” Sandra acknowledged. “But I say…just go for it!”  Like her 11-year old self, longing to play volleyball with kids who were rejecting her, she relied on internal fortitude, focus, faith, and fearlessness to make the leap. To transition, Sandra became a consultant in the first year of founding her company, which helped her evolve to the “entrepreneurship mindset” while maintaining cash flow.  An outgrowth of consulting is Sandra’s first book: HAPPILY EVER CYBER: Protecting Yourself Against Hackers, Scammers and CyberMonsters.   Through the stories she tells, it is clear cybercrime can affect anyone, at any age or walk of life. But if you understand cybersecurity basics, on a non-tech level, you will be galvanized to take action to protect what matters most to you. Her book encapsulates a very timely, scary subject and transforms it to be both non-threatening and empowering. “It helps you pinpoint what is most important to you, that you most want to protect. You can take measures to protect it.” An extension of the book is a foundation she envisions to help orphaned and foster children.  “There are 153 million orphans in the world.  And we have a global shortage of cybersecurity talent. So many kids can find their way through technology.”  Sandra exhorts listeners to always remember you are the architect of your own life. And you can build anything. She advises you to find a mentor, in the space in which you want to operate. Then cultivate coaches who can guide you to become better in any area you want to tackle.  Above all, marry the clarity in your mind with the feelings in your heart. “Don’t worry about the 'how.' Just get clear on the ‘why’ and act on it.”  Her final advice? “Practice gratitude in everything you do in your life.”  Make sure to check us out on online at www.divatechtalk.com, on Twitter @divatechtalks, and on Facebook at https://www.facebook.com/divatechtalk. And please listen to us on SoundCloud, Stitcher, or your favorite podcasting channel and provide an online review.

Ep 99: Sandra Estok: Changing Perspectives Through Storytelling

Diva Tech Talk interviewed Amelia Ransom, Senior Director, Diversity and Engagement at Avalara, a tech company that ensures global tax compliance is done right.  Amelia is dedicated to “trying to solve a problem that the world has not solved.  It is not for the faint of heart.”  “I didn’t plan to be in diversity and inclusion,” Amelia said. She started in sales, moved to management and eventually was tapped to be the regional Diversity Director. “That role was pivotal for me. I felt like I was using my skills, knowledge and background to help make the company better.” After seven years in that role she moved into store management and later lead all the diversity initiatives for the company.   Amelia emphasized that it takes the full gamut of business proficiencies to tackle employee engagement, diversity and inclusion. Her diversity and inclusion skills have been self-taught, through reading, face-to-face management challenges, and trial and error. “You have to learn when to use your own voice, and when to pull back and amplify everyone else’s.” The role demands that she be “constantly willing to learn, shift and change as the community needs shift and change.” Amelia believes a key component of successful programs depend on noticing repetitive patterns coupled with “knowing what’s going on outside of the walls, in the world,” according to Amelia. “You have to be part of society.  You have to be asking constant questions.” To gain top-level support, Amelia critiques her own proposals and then goes to her “naysayers” to shoot holes in an idea. By the time she gets to ultimate decision-makers, she has bullet-proofed any concept.  Amelia joined Avalara in 2018, where she supports ERG’s (Employee Resource Groups) who she sees as “a conduit to deeper engagement, a tool to drive more community,”  beginning with a prototype woman-oriented global ERG, to “show everyone what could be.” . This was quickly followed by three other groups:  Ujima (for African Americans), Veterans of Avalara, and the Prism Group, geared toward LGBTQIA individuals. “They have been very instrumental in driving more inclusion, more voices, and more ‘safe space’ for those voices,” said Amelia.   Avalara measures the success of its inclusion programs through raw data, anecdotal feedback, the level of engagement of various populations, as well as metrics around recruiting pools and populations.  Amelia’s goal is that diversity and inclusion are “deep and rooted in the DNA” of Avalara, connected to “Avalara’s goal -- to be involved in every tax transaction in the world.” That implies reaching and engaging every possible permutation of population in the world, too.  Amelia’s personal practices for developing as a leader include 30 minutes each day to read about something she knows nothing about, and retaining mentors “who will tell me the absolute truth.” For her last birthday, she asked people to give her the link to a book that changed their life, so that she could “drive deeper relationships.” She loves to travel and bring those experiences back to others.  In her community life, she serves on the boards of Seattle’s Goodwill Foundation, Seattle’s Metropolitan Chamber of Commerce, homeless advocacy nonprofit Building Changes,  the Institute for Sustainable Diversity and Inclusion, and the advisory board of the Seattle chapter of ALPFA (Association of Latino Professionals For America). “My job is to amplify the voices of the marginalized, and underrepresented.” In Amelia’s view, “the biggest threat to the planet, and business, is the untapped potential in people’s minds.”  She believes in plumbing that potential deeply. “I don’t have time to make people comfortable,” Amelia said. Instead she wants to inspire everyone to think, engage, evolve into their greatest potential, and “have seats at the table, which makes all of us better.”  Amelia noted that diversity and inclusion leadership can feel lonely, at times. When Amelia feels that, this quote of Presidential Medal of Honor recipient, famed poet Maya Angelou,  gives her strength: “I go forth alone.  I stand as ten thousand.” Make sure to check us out on online at www.divatechtalk.com, on Twitter @divatechtalks, and on Facebook at https://www.facebook.com/divatechtalk. And please listen to us on iTunes, SoundCloud, and Stitcher and provide an online review.

Ep 98: Amelia Ransom: Inclusion Leadership -- Not for The Faint of Heart

Diva Tech Talk interviewed Dr. Nicki Washington,  author, Associate Professor of Computer Science at Winthrop University, founder at Washington Consulting LLC and passionate advocate for women of color, in technology. Winthrop University featured her work. “I was born and raised in Durham, North Carolina,” site of world-class universities and home to Research Triangle Park. Her mother was a 32-year IBM programmer, and father was a K through 12 educator and administrator. “I was surrounded by black men and women who were educators, engineers, college professors, business leaders, attorneys, doctors and more: a network doing inspiring things in science and math.” Her mother purchased a new computer every few years and Dr. Washington assembled each one.  Her mother “introduced me to programming opportunities,” Pascal and Basic, then more advanced languages.  At Johnson C. Smith University, Dr. Washington’s path changed when an influential professor convinced her to concentrate on computer science. Dr. Dorothy Cawser Yancy, University President, nominated her for the David and Lucille Packard fellowship, a $100,000 5-year grant for students to pursue STEM doctorates, including annual week-long symposiums, with professional workshops and “honest safe spaces” for sharing.  Dr. Washington graduated as undergraduate valedictorian and won the award. “My trajectory changed from there.”  Dr. Washington became “a black woman in a program where only one other person looked like me” pursuing masters/doctoral degrees at North Carolina State University.  “I suffered from ‘impostor syndrome;’ and would lean on my community,” since her campus was 20 minutes from her childhood home. She often had to “armor up” every day and was fortunate to gain an empathetic advisor, Dr. Harry Perros, with whom she had “real talks” about struggles as a black woman in a post-graduate computer science program.  She won another fellowship in her graduate school: NASA’s Harriet G. Jenkins award, giving monetary support and other unique experiences tailored to graduates from historically black colleges/universities. Dr. Washington shared advice for programmers, technologists, application developers.  “When you reach a roadblock, take a break and step away. Sometimes you are so engrossed, you cannot see high levels.” She decried students’ misconceptions that they must “know everything” and advised “be unafraid to ask for help.”  When faced with bias, she said: “It is not you. You are not the first. You will not be the last. Take up space without losing yourself in the process. Maintain a level of self-care.” Dr. Washington’s message is “until there is a major shift in the narrative, we are going to see major challenges. Find the tribe who can get you through.”   Dr. Washington is now doing appreciable research in cultural competence in computing citing insufficiencies on the university level.  Approximately 85% of university computing faculty are Caucasian or Asian, not serving as full role models.  “We lose students in the middle ground, between K through 12 and careers.” She noted that while undergraduate curriculum emphasizes technology skills, it does not emphasize cultural competence. “We see, every day, technology announcements that are biased,” as a result. She cited self-driving car and healthcare database applications as two examples where “people developing them are not recognizing biases.” Dr. Washington proposes a long-overdue revolution: required assessment for cultural competence in computing. “I am trying to force a conversation around cultural competence for all computer science students before graduation,” beginning with a required 3-credit course called Race, Gender, Class and Computing.  Her aspiration is a country-wide movement on computing cultural competency, using the right role models, “people who live, eat and breathe this for a living.” During nine years at Howard University, Dr. Washington partnered with Google to bring a middle school course to 300 Howard University’s Middle School students; then co-championed an Exploring Computer Science program to bring computer science to Washington DC public high schools.  She helped establish the first Google In Residence program at Howard which “expanded to other historically black universities including Fisk, Morehouse College, Spellman and Hampton.”  Since relocating to Winthrop, Dr. Washington is working with Code.org to develop the nationwide framework for K through  12 computer science curriculum “as a blueprint in every state, so every student has access to computer science at every step.” She served as lead writer on South Carolina state’s K through 12 computer science and digital literacy standards and through Alpha Kappa Alpha Inc., leads college prep workshops for students and parents.  Dr. Washington’s book: UNAPOLOGETICALLY DOPE,  “speaks to every black woman and girl who needs to know there was someone just like them who went through the same things.” She speaks to computer science departments across the country on her research.  Dr. Washington’s key advice for women tech leaders, especially women of color, is: “Be unafraid to ‘take up space’ and own your narrative. Be intentional with everything you do. Recognize it’s always bigger than you. It’s not just happening to you. Make sure your intention is the best possible.” Make sure to check us out on online at www.divatechtalk.com, on Twitter @divatechtalks, and on Facebook at https://www.facebook.com/divatechtalk. And please listen to us on SoundCloud, Stitcher, or your favorite podcasting channel and provide an online review.

Ep 97: Dr. Nicki Washington: Armor Up, Every Day

Diva Tech Talk interviewed Sunitha Vinnakota,  tech/IT security leader for General Motors Company, a trailblazer in automotive solutions for almost a century.  Headquartered in Detroit, Michigan, global GM employs over 180,000 people; serves customers on 6 continents across 23 time zones in 70 languages; and focuses on pushing the limits of automotive engineering, while maintaining stewardship of the world’s environmental resources. Currently #10 on the Fortune 500 list, GM is the largest U.S. automotive manufacturer, and is led by Mary Barra, the first female CEO of a major automotive company.  Sunitha brought 25-plus years of evolving technology skills, intellectual curiosity coupled with drive, and broad business acumen.   Sunitha was always interested in technology, encouraged by her mechanical engineer father who urged her to “look at the science all around you.” One of two siblings, growing up near Hyderabad, India, she was fascinated by the logic underlying every invention, tool, process, in her life. All her close male relatives were engineers.  Sunitha said, “from childhood, I wanted to do something different from everyone else.” That fascination led her to concentrate on math, physics and computer science. She completed a bachelor’s degree in computer science and master’s degree in computer applications at Osmania University.  During university days, Sunitha instructed high school students in math and physics.  She moved to teaching Unix at the Birla Institute of Technology and Science; and was offered a professorship at Osmania.  However, Sunitha turned down university life in favor of working on the development of SAT and ACT tests, for 11th/12th graders, at Indotronix International. Following her 2000 marriage, Sunitha migrated to Michigan.  During that first year, she worked part-time, teaching Java and C# programming, on the weekends.  After receiving her H1B visa, she became a Java consultant and developer at Chrysler Corporation, now FCA Group Intl.  She then moved to GM as a consultant and systems analyst, deployed by TAC Automotive Group.  After the birth of her first daughter, Sunitha took a leave of absence.  Then she chose Ford Motor Company, the fifth largest automotive company in the world, where she was a systems analyst and then a business analyst over the next six years. In 2013, Sunitha moved back to General Motors full-time, as a senior business analyst in vehicle ordering and management systems. She mastered that before moving over to learn ecommerce, in-depth. “It was completely new. We were developing an e-commerce application.” After that achievement, she became a “quality evangelist” maintaining the integrity of IT applications in global sales and marketing working with 1100 people across the globe.  Then, in 2018, she began to work on cybersecurity for GM, worldwide. She now leads security compliance for 230-plus applications, globally. One of Sunitha’s mantras is that everyone must “stay abreast of the latest technologies today” since data is rapidly exploding. Her job encompasses the breadth of GM technology from the “C suite to application owners to the grassroots” and focuses on ensuring that “GM customers know their information is safe with us.”  Sunitha characterized her major strengths as intellectual curiosity, ambition, learning agility, and passion.  “Whatever I do, I dive in deep,” she said.  She wants her stakeholders to say: “I have given this job to Sunitha.  It gets done. I can sleep!” Sunitha was honored by a 2019 IT All Stars Women of Color Award for her work in improving GM application quality by 49% in less than 8 months, achieving 95% in standard compliance in record time. Sunitha’s method of tackling subtle sexism in work situations has always been to “double down.” She increased her skill sets and made a case for traveling, performing at levels above and beyond what is required. Her greatest fear is “not staying abreast of technology. I want to be indispensable.” Sunitha’s words of wisdom for women leaders in technology are: “Don’t be hesitant to explore and learn.  It’s ok to fear, and fail, but don’t let it stop you. Don’t be afraid to ask someone” for help or guidance and “don’t be in your comfort zone for long.” Sunitha has benefited from family mentors: her mother, her father and her mother-in-law, who she admires for having overcome many significant obstacles. Since she loves to teach, Sunitha often works with college “mentees” who she urges to explore every opportunity.  She also is a big believer in developing strong self-respect, and in pragmatically rewarding yourself for achievements. “Don’t just buy a tech gadget;” ensure that you fully understand the gadget’s use/application and then “feel proud” of yourself.   In her community life, Sunitha kicked off the internship program for the Michigan Council of Women In Technology Foundation, and is on the technology advisory board for Canton Michigan high schools.  Additionally, on weekends, she teaches business analysis skills online for women. Through that,  “I have changed 16 women’s lives, so far,” she stated, because “life is too short; let’s take advantage of it. Don’t give the remote control” away.  Make sure to check us out on online at www.divatechtalk.com, on Twitter @divatechtalks, and on Facebook at https://www.facebook.com/divatechtalk. And please listen to us on SoundCloud, Stitcher, or your favorite podcasting channel and provide an online review.

Ep 96: Sunitha Vinnakota: Don’t Give Away The Remote Control for Your Life

Diva Tech Talk interviewed Linda Rose, merger and acquisitions advisor at RoseBiz Inc., and author of GET ACQUIRED FOR MILLIONS ---  offering wisdom and a practical roadmap to business owners interested in divestiture.  Linda has owned four companies and has served hundreds of others.  In 7th grade, Linda knew she wanted to become a CPA, after visiting with family friends in that field, who had an idyllic lifestyle. Fortunately, her PSAT’s pinpointed strong math proficiency. She graduated with a bachelors and a master’s in accountancy from San Diego State University and spent four years at Arthur Andersen “working on very esoteric tax applications and issues.”  Since her future husband was in the running for a partnership, and there were strict firm policies on fraternization, “I left and went to work for a customer of the firm.”  Then, many life circumstances converged simultaneously. Linda got pregnant; laid off; and became a Southern California homeowner, an expensive proposition. “I found myself implementing an accounting package for a company that needed assistance. That’s what got me into tech!”  Once in the technology field, “I never looked back. I didn’t aspire to have my own business, but I did like what I was doing.” She recruited others as independent contractors, and after several years incorporated. “I really liked the work, and the flexibility it gave me as a mom. And I hired a lot of other moms.”  Then, Linda got “the growth bug,” and began hiring other experts. Her clients spurred her to diversify into staffing, and data center hosting. “For ten years, I had three companies at three separate locations. That forced me to hire very capable people, to delegate, to not have the businesses centered around me.” Linda’s epiphany was “I loved the flexibility and the control that having my own company afforded me.”  Beginning in her 40’s, Linda took five years to self-reflect, analyze markets/trends, make hard decisions, and architect a plan. She sold her staffing company;  then the others, including her final 2017 divestiture of RoseASP, a Microsoft channel partner and MS dynamics hosting company, “which I sold for millions.” “I was at a crossroads.”  Inspired by the self-discovery odyssey in WILD, Linda trekked 40 miles around Mount Hood and then took a 6-week 500 mile hike of the Pacific Crest trail. She concluded “I had this knowledge of selling three companies and buying another company. And I wanted to put that knowledge into the book.” Linda took 18 months to write her book, aimed toward an underserved niche:  smaller companies, in technology channels, “written from the owner’s viewpoint. It’s a book that prepares you for the process” of selling your business.  Linda shared some wisdom for women in leadership roles.  Her advice included: Take control of your finances early.  “Find a mentor or mentors you can depend on, who really care about you.”   Build your “home team.”  This is whomever you can rely on to help with all aspects of life:  nannies, transporters, personal chefs, errand-doers and more.   Create your personal brand. Linda’s own “brand” is centered on “always about being fair, ethical, and servicing my customer --- doing what’s right for the customer and doing what’s right for the employee.  It’s important to decide what you stand for.” One of her recent insights is that “each of us has our own ‘glass ceiling’ “and most of the time, it is lower in our minds than it should be, when viewed objectively. “So, it is important we break through our own limiting beliefs first” before tackling big challenges. During her 500-mile trek, Linda said: “I raised my own personal glass ceiling.” She faced bears, rocky trails, boulders, and other frightening challenges. She overcame them, and found a renewed, exhilarating empowerment, and new paths, including her specialty of consulting on mergers and acquisitions. Make sure to check us out on online at www.divatechtalk.com, on Twitter @divatechtalks, and on Facebook at https://www.facebook.com/divatechtalk. And please listen to us on SoundCloud, Stitcher, or your favorite podcasting channel and provide an online review.

Ep 95: Linda Rose: Raise Your Personal Ceiling

Diva Tech Talk interviewed Jeanine Heck, Vice President, AI at Comcast, the world’s second largest broadcasting and cable television company; the U.S. largest pay television, cable TV and home internet service provider; and third largest home telephone supplier in the U.S.  As a child, Jeanine sometimes felt like “the lone soldier” as a female “mathlete,” consistently drawn to numbers, and science. “I loved things that had to do with STEM (Science, Technology, Engineering, and Math). Engineering popped up” as she chose a college major. “I loved programming.”  As an undergraduate, she felt fortunate to graduate with her BSE from the University of Pennsylvania, which also housed  Wharton. “I got a really good, well-rounded perspective on both tech and business.” Post-graduation Jeanine spent six years at Gemini Systems (now EssexTec), serving the New York Stock Exchange, first as a programmer.  Then “my main responsibilities, over time, shifted. I raised my hand pretty often to become one of the people who decided what we were building: a business analyst role.” One watershed project was a Java-based visual tool/system that helped monitor and regulate the behavior of individual NYSE traders. “I liked all the technical challenges.  But I didn’t have a passion for the financial markets,” Jeanine admitted. With a “career switcher mindset,” Jeanine entered Columbia University to get her MBA, and “discovered that I missed technology.”  She landed two internships, first at Google in advertising sales and then at NBC, where she worked on an online Web video player. “In both jobs, I was not on the software team, but craving to be.”  The good news was “I found an industry that I loved: the digital media industry.” Jeanine honed in on getting a role at Comcast. “It was more of a humble culture, which stood out in the media industry” and a great opportunity for her to return to Philadelphia.  Her first role was as a product manager for TV Planner, “the first time we brought together all content in one place.” With 1.5 million unique users, “when you have that kind of scale, you see amazing trends, patterns and data insights.”  Jeanine became impassioned about data discovery and “I have built a career, on that, since then. “ One of the key products that Jeanine managed is Comcast’s Voice Remote,  “the most loved” of Comcast products “synonymous with our brand.” Shifting into team leadership, directing 70 employees, has been “a little bit bittersweet for me,” Jeanine admitted.  But she has enjoyed mentoring team members, sharing her experience, leading and learning from “the brilliant people” on her teams. Jeanine’s immediate Comcast goals include “developing products that people become attached to” like the successful Voice Remote. She is on a quest to find “the next big product that will take us to the next level of love from our customers.” She has tasked her team to discover “brilliant products” to bring to market. The biggest impact that Jeanine sees in AI developments has been in productivity, and quality. “It (AI) helps you do things more efficiently.” Jeanine’s success-oriented qualities are optimism, collaborative inclination and urgency married to agility: “One of my philosophies is ‘no day but today.’  If we have an idea, I am constantly thinking about how we get that out to customers, sooner.” Jeanine has spent introspection on the essential role of women in business. Personally, she has inculcated wisdom from Sheryl Sandberg’s Lean In, and concentrated on being taken seriously as an executive. She has also stayed open to feedback in her evolution, going so far as to assess her vocal presence and presentation skills to achieve “gravitas” as a leader. Jeanine has also become a devotee of Brene Brown. “I think she has the right idea.  She talks about being a wholehearted person: being comfortable, taking risks and being vulnerable.” To achieve family balance, she works on putting down her phone, and assiduously listening to her 4 kids. In her community life, Jeanine works with two different high schools to encourage young people to consider technology as part of their life paths: her alma mater, St. Hubert’s in Philadelphia and  Lower Merion High School.  “The fulfilling part for me is that you show them:  you can do this, too, and it opens their minds to the possibilities.”  Jeanine’s pragmatic advice to women aspiring to lead is three-fold.   Have a plan. “Ensure that you are ‘in the driver’s seat.’ Think about what you would like and a path to get there.” Don’t be shy about stating what you want/need. “Speak up for the things you want, and someone will help you find it.”  Cultivate personal resilience. “There’s always a way out of a negative situation. “ Make sure to check us out on online at www.divatechtalk.com, on Twitter @divatechtalks, and on Facebook at https://www.facebook.com/divatechtalk. And please listen to us on SoundCloud, Stitcher, or your favorite podcasting channel and provide an online review.

Ep 94: Jeanine Heck: No Day but Today

Diva Tech Talk interviewed Liz Armbruester, SVP, Global Compliance, at Avalara, which helps businesses get tax compliance right. Avalara partners with ERP providers, accounting, e-commerce and financial systems companies, to deliver cloud-based tax compliance solutions, for all transactions. Headquartered in Seattle, WA, Avalara was founded in 2004; went public in 2018; and has offices across the world  From her early years, Liz was a multitasker. “I thrive on doing more than one thing at a time.” Her early aptitudes were in science, and math.  From Villanova University, she transferred to the  University of Arizona. Originally planning to be a doctor, Liz graduated with a major in molecular/cellular biology. It was during this formative college period that she learned “how impactful my instinct was and to listen and trust it.”  This was a life-long lesson Liz applied many times, even with her own son, who made a similar decision in 2019 to transfer universities in pursuit of his dreams. Liz decided against medical school but “easily got jobs in the medical field.” Working with physicians,  she “kept finding my way to the front office. Application software was coming to the fore.” Liz grasped an “opportunity to do something different.” She migrated to semiconductor provider, Zilog where she spent  eight years. Then Liz moved to Vubiquity, a content distribution tech company, owned by tech media giant Amdocs.  Vubiquity connects content owners to video providers, so that entertainment can be delivered to consumers on any screen.  At both Zilog and Vubiquity, Liz wore multiple hats; worked on innovative projects; and often operated in between highly technical development teams and customers “as a translator” of requirements. Liz left Vubiquity, six years later, as Vice President of Operations, and Procurement, because she found herself “not showing up for dinner...which was not ok.”  Moving from Vubiquity to Avalara, Liz made it clear that balance was key. Yet she committed to “operate, and scale like hell” to empower Avalara’s aggressive evolution.  Liz accepted the challenge, to again “be the translator” between the vision, the partners who build/deliver solutions, and “an infinite number of customers.” Avalara teams, “are just brilliant and bring together all of the pieces; and cohesively work together” as the company’s client base has expanded. “Our finish line changes all the time,” Liz explained, because taxing authorities’ rules are ever-changing.  Liz believes that transition to collaborative teamwork leadership is particularly hard for talented STEM experts.  Often, she noted “one day, I am a ‘fixer’ and the next day, I have to be a ‘facilitator,’ and that transformation can be kind of tough. You can’t do it, all.  You have to let go; let others.” Key to that is teaching, mentoring and inspiring colleagues and teammates. Avalara is also highly committed to a positive “intentional culture” including diversity in its ranks.  Liz praised Amelia Ransom, the company’s Senior Director of Engagement and Diversity, “who has really raised the bar for us.” Working on  D/I initiatives has been eye-opening and allowed Liz to empower diversity transition, including all of Avalara leadership “locking arms. It isn’t a project; it doesn’t have a beginning and an end and has shifted our perspective. I have seen hiring practices change,” said Liz.  “I have seen the transparency with which we talk about bias radically change.” Liz would encourage anyone, at any career stage, to continuously “take a step back and look at the bigger picture” as it relates to “what you do, what you like to do, and what you're passionate about” in a disciplined fashion. “What are the things about what you do that make you successful?” Knowing your intrinsic aptitudes and how they apply to any challenge, is vital to personal progress.  “Don’t just think about the tactical things you are doing. Take a step back and think about your skills, your unique characteristics.” Then apply them to your future goals. “It opens up and reframes your possibilities!” Make sure to check us out on online at www.divatechtalk.com, on Twitter @divatechtalks, and on Facebook at https://www.facebook.com/divatechtalk. And please listen to us on SoundCloud, Stitcher, or your favorite podcasting channel and provide an online review.

Ep 93: Liz Armbruester: Reframe Your Possibilities

Diva Tech Talk interviewed Liz Siver, former Microsoft executive for the U.S. Central Region, now General Manager for NeoPollard Interactive, a breakthrough company, leading  transformation of state lottery systems online.  Liz credited her “network: the people I knew and encountered” for introducing her to technology. She attended the  University of Dayton, graduating with a degree in English. “I kept it simple. It was hard to identify all opportunities, so I took a generic path.”  Liz worked her way through college. Among other assignments, she worked for Girl Scouts of Western Ohio; government of Montgomery County in Ohio; Berry Yellow Pages; and the university in a fund-raising role.  Post-graduation, Liz entered fund development, at Hospice of Michigan, largest state provider of care to those facing end-of-life challenges. “Whether it was grant-writing, special event planning or working with donors, it was an array of interesting experiences.”   After 5 years, “my network came to me,” alerting her to an opportunity as an event manager for the launch of The Somerset Collection in Southeast Michigan.  She worked for Forbes Properties managing that massive development and hired The Disney Company to implement the mall launch.  Through more networking Liz moved to her next challenge, as a marketing manager at Deloitte, a global professional services organization, providing audit, tax, consulting, enterprise risk and financial advisory services to companies, worldwide. “I spent the majority of my time on the audit side of the house, driving business development,” she said. After 3 years at Deloitte, “my network came to me again,” Liz said.  A PR firm worked with both Deloitte and Microsoft and connected Liz to one of the largest technology companies, of the 21st century. Two decades ago, “Microsoft had 23,000 employees, and now the company has 170,000 employees,” marveled Liz. “I went from learning technology to embracing and selling what the potential of technology could be. Fun times!”   Liz’s Microsoft tenure spanned 18 years, and 11 different roles. “The theme was learning, developing; and always be networking, keeping your eye out on the next potential opportunity to learn and grow.” She spent a lot of time on the road and jumped at any chance to lead teams or projects with diverse teams, as many as 100 people.  She also spearheaded the development of the Central Region’s Microsoft Women’s Leadership organization.  Liz “had the privilege” of spending time with (then-CEO) Steve Ballmer, “who always had a passion” for Detroit, and Southeast Michigan. “He was a visionary.  That vision became really broad.”  Liz loved and learned from tenure at Microsoft.  But, when she considered transitioning, “we had sold all states on ‘the cloud’. At my age, and career point, I thought ‘I have more to give. ‘What I wanted to do was to learn something new. And if I had the privilege of trying to transform an industry, wouldn’t that be exciting?!”  In a year of self-discovery, Liz said “the opportunity presented itself to run a joint venture.” She assumed the management of NeoPollard Interactive, with a parent company in Tel Aviv and Michigan-based HQ in Lansing.  NeoPollard is 50% owned by Israel-based NeoGames and a Winnipeg, Canada company in the lottery industry for decades.  “They have gaming legacy and deep relationships, globally, in the lottery industry.”  The company, “born online” and currently employing 82, works with state lotteries to move into the cloud; and “then provides services to be successful.”  In current mobile device-dominant environments, NeoPollard is trying to “help state lotteries build an additional opportunity for people to play the lottery” outside of traditional “cash and carry retail environments.” What inspires Liz is “the money from state lotteries goes to all the great causes” funded within each individual state.  In addition to doing good, “the fun part is transformation” ---- the opportunity to marry technology passion with belief in what technology can do for humanity. While NeoPollard has dominant market share, they are only currently in four of 50 U.S. states. “I am excited about being on the front end of the industry.” Over her career, Liz has developed leadership philosophies.  One is “be authentic. You can’t be anything better than yourself.”   Also “my responsibility as a leader is figuring out how I make others great.” In defining personal strengths, Liz says that “defining a business opportunity and its challenges, and then understanding how to address those challenges with the right people, partnerships and solutions” is one of her personal attributes.  She strives to “be present” at all times. Throughout her career, Liz feels fortunate that “networking with other women exposed me to interesting people, interesting thoughts; and I like to ‘lean in’ to help people get support.”   For Liz, “it is not about work/life balance, it is about work/life blend.”  The mother of twin daughters, Liz wants her daughters to be open-minded and “able to think through an opportunity, weigh the risk and reward of things, and realize the importance of just getting out there, and making an impact.”  One of Liz’s favorite axioms is “attitude is altitude.”  According to her, “how you show up every day, in your personal life, or your professional life is incredibly important to the people you touch.” For Liz, the best approach to every situation is “a super-positive attitude and open-mindedness.”  This is particularly important in driving innovation because “many people are not where you are.” She also is clear that it is “important to say: I don’t know everything.” She fears the day that she would ever become risk averse. “I would say to my ‘younger self’, take more risks!  Open doors can present closed doors which then present other open doors. You need to have some grit.” Knowing all this, Liz places emphasis on “the ability to recruit other people” to “the cause” who have appropriate skills, appetite for innovation, drive and agility. Liz also places strong value on empathy, in colleagues and her children, and spends time supporting the development of that in both. “We’re too harsh, today, in passing judgement.  At the end of the day, we’re all just people, and should be supporting each other.” Liz was raised in a tradition of “giving back.” She is Vice President of her teenage girls’ high school sports organization; sits on different committees in her church parish; and is co-chairing South Oakland Shelter’s efforts to house the homeless, through her church.  “Your words and your actions mean everything,” said Liz. “Always give back.” Make sure to check us out on online at www.divatechtalk.com, on Twitter @divatechtalks, and on Facebook at https://www.facebook.com/divatechtalk. And please listen to us on SoundCloud, Stitcher, or your favorite podcasting channel and provide an online review.

Ep 92: Liz Siver: Winning Through Networking

Diva Tech Talk interviewed Sireesha Mandava, CIO and VP of Innovation at Greenpath Financial Wellness, a nationwide nonprofit with a mission to empower people to lead financially healthy lives, and realize their unique dreams, at all stages of life.  With  a family legacy of social justice, Sireesha was born near Hyderabad, India. “My grandfather was a great activist, who gave up everything he had for the village he grew up in,” she explained.  He passed away in his 40’s, and exhorted Sireesha’s grandmother to empower their children. “I don’t care if you even feed them but make sure the girls are educated,” he declared.  Sireesha felt inspired by her aunts, so she matriculated at the Birla Institute of Technology and Science, in Pilani, India.  She graduated with an electrical and electonics engineering degree; but took all electives in programming; and performed her senior year internship at a company where she became proficient in Oracle databases. Sireesha’s first post-university job was supposed to be in electronics engineering at a New Delhi, India company but they needed her Oracle experience. Several years later she moved to TGK, another Indian company, whose innovations included a new variation of SAP software called “i-SAP” an ERP system.  I learned so much there,” and also met her husband at TGK.  Confiding in the company’s managing director that she was going to leave, he referred her to Metamor Global Solutions, with a position in Detroit, Michigan.  Her soon-to-be husband simultaneously moved to Detroit and “a year later we got married.”   Sireesha took a job in Winston-Salem, North Carolina for Triad Guaranty Insurance for less than a year but came back to Michigan for a position at NSF International.  With a mission to improve global human health, non-profit NSF develops public health standards and certification programs to protect global water and food supplies, consumer products, and environment.  Starting as a Project Manager, Sireesha developed her NSF career over 18 years. While there, Sireesha enrolled at the University of Michigan’s Ross School of Business, where she obtained her MBA, which “gave me a 10-year acceleration” in career evolution. Promoted to Business Applications Manager, and Director of Business Applications, her team “built this wonderful application” which they pitched as a global spin-off, that morphed into an NSF subsidiary (NSF TraQtion). This gave Sireesha “the ride of my life, doing everything as an entrepreneur.”    Having fun running that new NSF division,  Sireesha was approached by Kristen Holt, CEO at Greenpath, to take a “culture walk” at the nonprofit’s headquarters in Southeast Michigan.  “The culture of ‘human centered design’ thinking, putting people in the center” is part of Greenpath’s organizational evolution. The staff showed clients “a path to get out of crisis and achieve their dreams.” Greenpath offers financial education, counseling and aid to people in dire circumstances, and serves 200,000 households annually, with free counseling “I want to make the most impact.” So Sireesha was hooked on Greenpath’s BHAG (Big Hairy Audacious Goal) to “remix the American dream so that it works for everyone, because everybody deserves a chance to attain dreams.” As a financial organization, “everything runs on technology” and Sireesha’s team of 28 IT professionals ensures internal technology always works.  Her vision includes “technology as a differentiating factor” in everything that Greenpath accomplishes. This includes a significant investment in mobile applications for clients so “they can engage in self-service, see their progress, and be encouraged.” One of her other technology investments is current tech solutions, to enable the services team to operate at highest efficiency.  The personal traits that have marked her success include courage, flexibility and intellectual agility.  Sireesha’s Greenpath colleagues have pointed out she possesses a rare “multidimensional thinking capability, applied to problem-solving” complemented by a propensity for strategy and results-orientation.  She also counsels young people to make career and education choices through SAT and ACT coaching for high schoolers. Sireesha’s greatest fear is that she will “accept mediocrity.” So, she picks a handful of meaningful activities (work, church, mentoring/coaching) and focuses on those. In the greater global community, Sireesha strives to make an important impact by supporting another non-profit founded by her husband and herself in 2005.  It is Sphoorthi (which means “inspiration” in Sanskrit). Completely funded by them, this nonprofit is focused on providing food, clothing and education for underprivileged youngsters in Vizag, India. “It is my husband’s dream, but his dream is actually bigger,” Sireesha said. “We have helped 125 kids, thus far. Our goal is to have an orphanage, and a senior citizens home, together. We want to bring them together so seniors’ experience will help the kids.  The kids, in turn, will rejuvenate the seniors.” Their plans include the orphanage, a holistic health center, a school, and a senior center, centralized together in a single positive community, powered by sustainable energy. Sireesha’s counsel to striving women and girls includes some practical advice. “The way you portray yourself is exactly how others will see you; network, network, network.”  And “always make it a point to make a difference for someone other than yourself.” Make sure to check us out on online at www.divatechtalk.com, on Twitter @divatechtalks, and on Facebook at https://www.facebook.com/divatechtalk. And please listen to us on SoundCloud, Stitcher, or your favorite podcasting channel and provide an online review.

Ep 91: Sireesha Mandava: Everyone Deserves to Achieve Their Dreams

Diva Tech Talk interviewed Teri Takai,  former CIO for the U.S. Department of Defense; former CIO for both the state of California and state of Michigan; and automotive industry technology executive.   Today, Teri is the Executive Director for The Center for Digital Government, a division of eRepublic. Teri’s parents grew up on the U.S. West Coast where “in World War II, Japanese-Americans were interned in (concentration) camps.” Her mother and father were fortunate. The University of Michigan entered the camps to help. “If you could get security clearance, you could (with $25 and one suitcase) take a train to Ann Arbor and get a job.” Wistfully, Teri said: “My dad wanted to be an aeronautical engineer. but didn’t feel that as a Japanese American, he could, so he decided to go into civil engineering.” However, the concentration camp, and move, disrupted his plan.  Instead, he became a draftsman in the automotive industry, working for small automotive suppliers.  “I wasn’t interested in technology, at first, but I was good at math. It was the problem-solving,” Teri said. Valedictorian of her high school, she matriculated at the University of Michigan as a math major.  A friend of her mother suggested she pursue computer programming. Teri devised an individualized curriculum of statistics, industrial engineering and more. Graduating with strong Fortran skills, she joined a  small division of Ford Motor Company, focused on tractors, and developed a fascination for “the way technology impacted the business.” This inspired her to go back to school for a Ford-financed MBA. Teri worked in engineering, manufacturing and traveled internationally, staying for a decade, and enjoying promotions, many of which involved people management.  Teri feels fortunate that, prior to “diversity” being acknowledged as integral to progressive workplaces, she had a Ford boss who supported her taking a formal leave of absence to move to Germany, along with her husband, who was transferred as an engineer --- before Ford had a formal policy for working spouses.  The leadership lesson Teri frequently shares is “what we need to do is follow our belief systems. Do what is right.” At the end of 10 years in the tractor division, Teri got the opportunity to move to the mainstream side of Ford, as part of a consulting team working to build Ford Latin America. This opened her eyes to how people, from different cultures, might view her, as a colleague/leader. Teri did that job for 5 years, and then moved to a Ford thinktank directed to meeting the competitive threat of GM’s innovative Saturn division.  “I am pretty good at getting things done.  I am not necessarily your leader for ‘big picture’ strategies. I am focused on how you organize, bring people together and deliver a product.”  As part of Ford’s software development, Teri worked on complex internal ERP and administration systems, a large supply chain initiative (CMMS), and then moved to the assembly division, managing plant floor systems. Then Ford gave her an overseas assignment, in the United Kingdom, where she led the development of a global purchasing system, which involved the expansion of a European-based purchasing system all over the world. Then Teri came back to the U.S. to Ford Credit, for a large system launch. Then she moved back into leading CMMS.  Teri completed her 30 year career at Ford involved in the acquisition of Land Rover, and Volvo, and then in strategic planning. “My time at Ford was about delivery.” Teri took a two-year position at EDS, because “I felt the wave of the future was not going to be big, internal IT organizations.” She learned the technology services business and had the chance to work directly with GM.  Soon she was approached to join Governor Jennifer Granholm’s Michigan cabinet. She became CIO and Director of the Michigan Department of Information Technology.  “The governor said to me, now is the time for giving back, for public service,” Teri said.  “I am forever grateful to her for that.” Teri inherited a single precedent-setting government organization that centralized all information technology staff for the state.  She and Governor Granholm were “great colleagues; I understood her strategic planning initiative, and what she wanted to do.” Teri came to a deep understanding about the collaborative nature of government, and how to effect lasting change.  She stayed for 5 years, then was approached by the State of California, which had been without a CIO for over 5 years. “Governor Schwarzenegger, at the time, had gotten advice, from tech companies, that California needed a CIO,” she said.  She became that CIO, and created the Office of the CIO from scratch, fully operational, in a 3-year timeframe, simultaneously with the state’s budget crisis. While the learning curve was challenging, Teri grew through it, and “a number of women reached out to me, there; influential women in Sacramento.”   Toward the end of three years in California, “a friend of mine had become President Obama’s Chief Information Officer. He called and asked me to interview for Chief Information Officer for the Department of Defense.”  Despite a lack of federal government experience, she was offered the job. “It was the hardest, most stressful, job I ever had. You have a role that is accountable to all men and women in uniform.  Everything thing DoD did, for security and protection, was based on technology.” She worked for four different Cabinet Secretaries for Defense in her 3-year tenure interacting with other members of the cabinet, and the Joint Chiefs of Staff (“amazing leaders”).   Having left the Federal Government, Teri is now leading the Center for Digital Government, a division of eRepublic. “The overall role is to link technology companies with state and local government.”  Teri personally guides key programs. “We do surveys, so cities, states and counties can compare themselves to each other, and get rankings/grades.  We share best practices and celebrate!” Teri also provides advisory services for technology companies, in government and works with cybersecurity start-ups, to bring tech to the market.   Teri strongly believes her unique background, and skills, emanate from both success and failures. “Sprinkled through the good stuff was a lot of learning, mistakes, and setbacks. I learned, later in life than I should have, the importance of collaboration. It takes time to understand how important all the different viewpoints are.” Teri defines ultimate happiness as “having a mission in life and giving back.” Her advice to other evolving women leaders is: “Be patient with yourself, as you are going through your career.”  Teri is proud that colleagues have called her “a survivor” because she learned from every obstacle. “Believe in yourself. Stay the course. Keep moving ahead.” And finally, “follow your intuition; do what feels right.” Make sure to check us out on online at www.divatechtalk.com, on Twitter @divatechtalks, and on Facebook at https://www.facebook.com/divatechtalk. And please listen to us on SoundCloud, Stitcher, or your favorite podcasting channel and provide an online review.

Ep 90: Teri Takai: Giving Back and Getting Things Done

Diva Tech Talk interviewed Noramay Cadena, Co-Founder and Managing Partner at MiLA (Make in LA) Capital, an early stage venture fund, in Los Angeles.   Launched in 2015, it is a “high touch” VC, founded on two major beliefs: hardware technology can be brought to market more frugally; and LA is an ideal place to do it.     Born in Colima, Mexico, Noramay emigrated to California’s San Fernando Valley. “My parents worked in factories,” she said. “I didn’t quite know where I wanted to be, or what I could be” until “I was tapped on the shoulder by a returning high school alumnus.”  He inspired Noramay to matriculate to MIT to earn her BS in Mechanical Engineering. Later, as she worked at The Boeing Company, she obtained her MIT MS in Systems Engineering, and MBA in Business. “It not only changed my life but changed the course for my parents and my siblings.”    “When I got to college, I met lots of other women, like me, who had been tapped on the shoulder,” Noramay shared.  Further inspired, she co-created The Latinas in STEM Foundation. “It is still active, inspiring and empowering young (Latina) women,” supplying programs, scholarships, bilingual content and role models for them, their parents and communities.  At the end of her Boeing tenure, Noramay “realized there were forces that I couldn’t control, and I was not going to grow any further” there.  Fortunately,“the experience of Latinas in STEM, scaling, and building community,” instigated co-founding MiLA which finds “smart people around the world; invests in them; and builds community around them to make them successful.” Since it launched, MiLA has invested in 19 companies; sponsored five accelerator cohorts; and is raising its second capital investment fund.  Looking forward, MiLA is exploring its ability to help supply chains networks become more efficient. The fund is very “hands-on” working daily with prospective founders to overcome challenges. Noramay is proud that over 33% of MiLA’s companies have female CEOs and is focused on high opportunity verticals including mobility, health, food tech, and “manufacturing 4.0.” A key value of MiLA is to help with “de-risking the solution and building a capital-efficient corporation to enable the team to attract investment.”  Noramay has high expectations. “I want our fund to be seen as the primary source of deal flow for Series A investors,” over the next 3 years. “I have been on the receiving end of incredible mentorship.”  When Noramay was offered her MIT scholarship, a woman at Boeing read about it, and extended an internship at the company.  “She became my mentor throughout my full 10-year tenure at Boeing.” Another mentor of hers (“a geek”) advised her to examine her career inflection point “as a system” noting  when “the inputs no longer affect the outputs.”   Noramay ‘s personal strength emanates from circles, friends, and family. As the new mother of  two-year old “I really rely on groups like ‘Moms In Tech’ for support, and my ‘WhatsApp’ chat strings with my girlfriends.”   Noramay’s first daughter is a rising senior in college, and her mother said “it’s about resilience, character and grit. I see it in her. She has an incredible compassion and sense of service for others.” Noramay’s key advice for other women is: “Clear your closets.” Divest “the baggage” that does not contribute to positive momentum (“the experiences of parents, or past relationships”).  “It’s important that we power through and clear what we are carrying so that we’re not unconsciously perpetuating” unproductive behavior. “Recognize there might be something in your past that makes you more vulnerable” to being manipulated; face it and get rid of it. Make sure to check us out on online at www.divatechtalk.com, on Twitter @divatechtalks, and on Facebook at https://www.facebook.com/divatechtalk. And please listen to us on SoundCloud, Stitcher, or your favorite podcasting channel and provide an online review.

Ep 89: Noramay Cadena: Clean Your Closet

Diva Tech Talk interviewed the dynamic Michelle Greene, Vice President of Information Technology at Masco Corporation, one of the world’s largest manufacturers of home improvement and construction products. An $8.5 billion conglomerate, comprising more than 20 companies, Masco operates nearly 60 manufacturing facilities in the United States and over 20 in other parts of the world.  Michelle was raised in Valdosta, Georgia. “My mother believed that, due to my close relationship with my aunt, I might be a school teacher.”  But “what I recognized quickly was my ability to lead” so she obtained her business bachelor’s degree at Valdosta State University, and a masters’ degree in higher education and information sciences from Florida State University. She entered the workforce as a business analyst at Mellon Bank, in Pittsburgh, Pa.   After two years, she migrated to Raleigh, North Carolina for another analyst position at Sony Ericsson a global leader in mobile communications.  Michelle progressed from business analyst to project manager, and then a Sony Ericsson global program manager position. “I went to Sweden on a short-term assignment,” Michelle said.  That assignment doubled in duration, helping Michelle recognize “my own ability to make it work, wherever I am. If the opportunity and the job is good, I will figure the rest out!” She shepherded the formerly outsourced data center back inside the corporation. Then Michelle moved to a service management job back in the states, then the global management of Sony’s network services, and to her final Sony Ericsson job, Director of Business Infrastructure worldwide. In that role, Michelle directed an annual budget of $70 million; managed all global infrastructure resources on three continents; and led global outsourcing, partners and suppliers for information technology. “My reputation preceded me. I was someone who could get things done. I was a bit of a ‘turnaround’ person.”   Within a year of her return to the states, “The CIO for Sony-Ericsson (Colin Boyd) who previously moved to Johnson Controls” was instrumental in recruiting her to that larger company. Michelle stayed with Johnson Controls for nine years, first working in their Buildings Division in Milwaukee, Wisconsin; then heading up the Automotive Electronics and Interiors  Division in Holland, Michigan. Then she moved back to headquarters as Vice President of Business Partnership, for the entire enterprise. Michelle credited her mentors for inspiring and empowering her. “I have had some very good coaches, along the way.”  When Masco reached out to recruit her, “I had people I could go to” who provided advice. Following mentors’ advice, in 2018, Michelle joined Masco, in her current role.   “I’ve made it my practice, when I take over a new team, to do one-on-ones with every member, so I can understand.  I can meet you, where you are.” She emphasized that her mission is to offer “authentic and strong leadership” in her current role, and all future roles. “I feel like we don’t have enough leaders in IT.  I have the ability to effect change because of my leadership style.” Michelle noted that her personal strengths include authenticity, being a life-long student of leadership best practices, and wielding “influence without authority” in order to “get things done.”  Michelle’s primary rule is “take chances.” She is a strong believer in clear communication.  “I am finding, day-today, our biggest source of issues is you did not have a conversation with someone, or you did not take the time to be effective in the way you were getting across your message.”  Her future plans include extending the information technology organization throughout the larger global organization, not just at headquarters. “We don’t always leverage and maximize our spending, our licensing, our approach, our solutions.”  Along the way, when she experienced gender or race bias, Michelle candidly said: “I recognized, I cannot wear it on my sleeve. That’s their problem; not mine.” Her key pieces of advice when contending with prejudices are: “Don’t take it personally.  And don’t give away your power. Don’t let it define you.”  Michelle recommended a book by Carla Harris called EXPECT TO WIN, which outlines ten proven strategies for thriving at work.  Michelle also enthused about Marshall Goldsmith’s WHAT GOT YOU HERE WON’T GET YOU THERE, which exhorts leaders to examine the small “transactional flaws” that can keep high-performing individuals from reaching the next pinnacle . “We do need to make adjustments” along the way, according to Michelle.  Key success tips Michelle offers to girls and women are: “Understand WHY you are doing something. Know yourself. Be true to yourself.” Don’t give in to limits nor allow barriers to success. Find the balance between “sharing too much” personal information and being authentic and personable. Cultivate empathy. And the earlier you get a mentor, the better it will be for your career development. In her volunteer life, Michelle sits on the board of the Milwaukee, Wisconsin Goodwill and PEARLS for TEEN GIRLS, a unique leadership development program serving middle schoolers and high school girls.  She also just joined the board of Michigan’s DPTV, viewer-supported public television in Southeast Michigan.  The elements of Michelle’s joy include: “great career and great wine!”  She also stressed that “failure, for me, is not an option. I keep it in the back of my mind, to keep me grounded.  But I am not allowing it to be an option.” Make sure to check us out on online at www.divatechtalk.com, on Twitter @divatechtalks, and on Facebook at https://www.facebook.com/divatechtalk. And please listen to us on SoundCloud, Stitcher, or your favorite podcasting channel and provide an online review.

Ep 88: Michelle Greene: Bring Your Authentic Self

Diva Tech Talk interviewed Sonja Gittens-Ottley, Head of Diversity and Inclusion at Asana, a leading work management platform that helps teams organize, track, and manage work.  (Dustin Moskovitz, aco-founder of Facebook, is also co-founder of Asana). Sonja’s mission is setting standards to drive inclusivity and equity in the workplace.  As a first generation transplant to the United States, she immigrated from The West Indies.  “I am the mother of a 4-year old boy,” Sonja said. “I am bringing up a child in this society. How can what I do, today, impact his life, and shape his opportunities for the future?”  Growing up in The Republic of Trinidad/Tobago, Sonja did not have aspirational limits placed on her. Growing up “we had really structured expectations of what were ‘cool’ jobs.”  Sonja became an attorney, with a bachelor’s of law degree from The University of the West Indies in Barbados, and a graduate degree from The Hugh Wooding Law School.  She worked at both the Ministry of  Legal Affairs/Office of the Attorney General and  the Central Bank of Trinidad and Tobago.  Now she is adamant that “Inclusion includes thinking about all the opportunities; ensuring that everyone has access; not being confined to what society says you should be doing.” Sonja’s transition from law to tech was prompted by her move to the U.S. that was originally planned as a two-year stint. “But I got the option to work at a company called Yahoo.” There she implemented project management and legal internal consulting. When Yahoo established a human rights program, Sonja played a significant role. That led to working with Yahoo’s corporate policymaking for diversity and inclusion. From Yahoo, Sonja moved to Facebook as the company’s Global Diversity Program Manager and then to Asana as Head of Diversity and Inclusion.   To empower Asana’s diversity, she focused on two strategic pillars: recruiting and employee evaluation and growth. She stressed that “the culture is really supportive” and that neither pillar can exist without the other; diverse recruitment and nurturing culture must work in tandem.  She works closely with the company’s University Recruiting team, and targets events that attract diverse attendees. To enhance existing culture, she is working on a variety of supportive initiatives like ERGs (Employee Resource Groups) for internal communities “making space for the community, and space for allies to learn more…”. There are three:  Asana Women, Asana Gradient (for people of color), and Asana Team Rainbow (for LGBTQ employees). Each group autonomously sets its objectives, but all three are aligned, overall, to the greater Asana mission. One practical approach that Asana initiated  to support inclusion is the Asana Real Talk series where people engage in honest, authentic discussions about overcoming challenges, communicating purpose and driving change, individually and in the greater world/workplace.  Sonja also does an onboarding session with all Asana team members emphasizing how vital inclusion is to the company. Asana’s liberal Family Leave policy is an example of progress. Sonia proudly exclaimed: “The beauty of Asana is that it is really transparent. People are not shy to ask questions.” Sonja’s leadership is enabled through wielding influence.  “Be clear about what you are trying to achieve. Be honest. People want clarity on an objective --- possible issues, risks involved, and probable results.” For candidates, she advised “You have power. It can be as easy as asking: ‘You say you do diversity and inclusion; what are the actions you have taken?’ ”   For companies initially adopting diversity and inclusion programs, Sonja recommended a company-wide engagement survey with questions about “belonging” to gauge employee’s perspectives. “Think of it as an audit to see where you are.”  She also pointed to mundane vital questions a company can ask: “What is our restroom situation? Should we have ‘all gender’ restrooms? Are we thinking about ‘mother’s rooms’?” For recruiting, in companies without a dedicated diversity expert, she suggested: “You should be thinking about interview skills and training.”  To measure success, Sonja said: “At Asana, we look at it as we would look at any other objective, in terms of both qualitative and quantitative data. What’s our new hire rate? How is it mapping to goals? Through surveys, tracking employee engagement and sense of belonging in terms of the overall company, and in terms of how specific groups are doing, and the intersectionality of groups.”  The intersectionality data can offer “very different pictures.”  To keep momentum, Sonja and Asana do numerous things including monthly All Hands meetings, use a companywide Slack and Asana to consistently share diversity data, and hold “Office Hours” and Ask Me Anything sessions dedicated to inclusion/culture. In addition to the Asana Real Talk series, Sonja is proud of the recent apprenticeship program the company launched, AsanaUp. “We were really thoughtful and intentional about widening that funnel of great candidates coming from non-traditional backgrounds.”  The AsanaUP apprenticeship welcomes those without university computer science degrees (with other degrees, from coding schools, or parents returning to the workforce) to join the company for 6-9 months to work alongside software engineers. Sonja characterized herself as “an eternal optimist.”  In her view, “everyone can make a difference. Children are the future, and they have no limits.”  She exclaimed: “There are people out there, who don’t have access to the opportunities,” she said. “I plan to be working on lengthening that pipeline. This has to be done with really great partners like Grace Hopper Celebration conference”. “We forget that this is new and uncomfortable for a lot of people: to talk about race or gender or any of the other identities that people possess. Getting people to a place of comfort is how you change things!”  Everyone much develop “a real sense of empathy; people might look different than you, might sound different, but we are all trying to do the same thing.” And the most important thing she would like to do is “remind people of their own power and their own worth.  It makes a difference in what you can achieve!” Make sure to check us out on online at www.divatechtalk.com, on Twitter @divatechtalks, and on Facebook at https://www.facebook.com/divatechtalk. And please listen to us on iTunes, SoundCloud, and Stitcher and provide an online review.

Ep 87: Sonja Gittens-Ottley: Remember Your Power and Worth

We are on a journey to share insights into leadership, innovation and breaking down the big issues women face in a tech-savvy world. We interview women leaders all around the world from CIOs and Founders, to creators and nonprofit executives, covering generations of innovation. Everyone with whom we've crossed paths has a story of success that we share with our listeners. Don’t get tangled along the way in your journey; listen in and learn from dynamic divas who share everything from balancing life duties, to negotiating, forging their way in their fast-changing industry, to (most of all) finding themselves. Podcast currently hosted by Nicole Johnson Scheffler, Kathleen Norton-Schock, and Amanda Lewan. Follow along with us here at www.divatechtalk.com.

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