GET TO KNOW
What do
you currently identify as the
major areas of investment
in your industry?
With respect to the network, there is a
continuous need for better performance,
more capacity and scalability. Software
automation and adding more intelligence to
network infrastructure are also major areas
for investment.
And, with 5G coming to market, it’s not
just about the wireless connectivity – this is
only part of the equation. To keep pace with
unrelenting business pressures and customer
demands, we need to evolve networks so
that they become more intelligent and agile
every day.
How do you deal with stress and
unwind outside of the office?
I try to maintain a good work-life balance but
there will always be periods of your life where
things can be challenging.
I love running and cycling
but I’m also a huge
Liverpool fan!
If you could go back
and change one
career decision, what
would it be?
Looking back, I think I
could have been a bit
bolder earlier in my career
and taken a few more risks.
While I accomplished a
lot and feel very proud of
my achievements, I think
perhaps I could have been more assertive –
particularly when I was in my thirties.
What are the region-specific
challenges when implementing
new technologies in Europe?
Europe may be a short step behind North
America and APAC in implementing 5G
technology, mostly due to economics and
licensing, but it is here. One of the main
challenges is the diversity within Europe
itself. Some countries are more advanced
than others and each region has different
regulations and pain points. In Europe,
there is also a greater range of telecom
suppliers whereas in the US this is much
more consolidated, with only six major
players. The challenge for many is that
Europe is often considered as one entity
when it comes to wider product strategy,
but this is not the reality when it comes
to implementation.
What changes to your job role have
you seen in the last year and how do
you see these developing in the next
12 months?
I have been in my current role for just under
two years, but I have made changes to drive
bigger ambition.
I have concentrated a lot of my efforts on
building and growing the team by focusing
on recruitment, creating advocates within
the company and becoming a mentor for
more junior team members. We have also
set up what we refer to as ‘CienaNEXT’ – a
programme that is targeted at developing
people who are in the early stages of
their career.
I am looking to challenge myself in a different
way and help to inspire the next generation of
employees. I also recently started working with
KidsOut, our charity partners, giving children a
chance to experience the world of technology.
More recently during the pandemic we’ve
all had to change the way we work and
collaborate. So, I am getting used to less
travel and in-person meetings and have
adjusted to more virtual interactions. As a
leader, I have worked with my team to find
creative ways to keep the team engaged
and connected. One way we’re doing this is
to hold more ‘fun’ virtual interactions – like
a global employee virtual ‘talent show’ and
encouraging our teams to participate in
virtual running events.
Equally as important, I am reminding my
team to give themselves time to rest and
recharge – even if they can’t travel for a
holiday, it is important to take a break and
spend time away from the ‘office’.
What advice would you offer
somebody aspiring to obtain
C-level position in your industry?
Be committed, passionate and willing to
work hard. You should also be prepared to
take balanced risks and invest in talent so
you have the best people around you.
It’s also important to make sure you are
investing your time in the right company
– I really believe you have to embody the
company’s values and ethos when you take
on a C-level role. •
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