Intelligent Issue 07 | Page 61

U N D E R T H E M I C R O S C O P E to sales , to finance , to onboarding , to support and renewals , and working in symphony to achieve a fast start for our customers .
What do you currently identify as the major areas of investment in your industry ?
In this period of macroeconomic uncertainty , we see that C-suites and boards continue to double down on Digital Transformation and security .
As encryption standards change , we are seeing once in a generation change with the advent of post-quantum . Boards and C-suites understand the importance of being prepared for a post-quantum world and are actively seeking guidance in setting up their businesses for success .
With more complex IT systems and expanded attack surfaces , Zero Trust has now become the de-facto standard .
As customers address these opportunities , customer experience and success are becoming strategic areas of investment as companies realise that their customers are looking for trusted advisors to steward them through these opportunities . Investment in customer experience and success to be more proactive , and data-driven to anticipate , and look around the corners to drive meaningful strategic change will be key .
What advice would you offer somebody aspiring to obtain a C-level position in your industry ?
A leader leads from every seat . You do not have to have a C-level title to exhibit that behaviour . Having said that , here are some things that I think are the hallmarks of a leader :
1 . Start by understanding the market strategy , have a deep understanding of the space you are in , and show thought leadership .
2 . Be a learn it all , not a know it all – be curious and always learn about everything in the company and the market , not just your role .
3 . Be generous – be a mentor , sponsor and advocate for all teams , not just yours . This will help you earn trust .
4 . Life is about two-way doors – take some risks and sign up for strategic projects and show that you have vision and execution that the company can bet on . If it succeeds , great . If it fails , even better , think about what you have learned .
5 . Most importantly , understand what good looks like – as an example , are you a public company looking to optimise shareholder value ? Show how you are doing that . Are you a company going through a transition ? Show how you can lead through change .
What ’ s your go-to productivity trick ?
I employ a 10 / 10 / 10 rule . Time is the most important thing for me , so I am maniacal about how I spend my time . As a leader , I must ensure I spend my time on the right issues and people .
The way I use to make decisions on how to use my time is with a mechanism called 10 / 10 / 10 – the first 10 is 10 weeks , the second is 10 months and the third is 10 years . My highest priorities are topics or people that will have an impact in 10 years ( long-term ). Next comes those topics or people that will be impactful medium-term ( 10 months ).
The lowest on my priority list is the urgent topics that may seem super important for now , but will not have an impact long-term .
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 ?
My customers live in ever-evolving , technical and complex environments . To meet and exceed their needs , we need to be always innovating , thinking about the next trend , the next breakthrough that their business needs , and translating that into improving the solutions to serve our customers , and challenging the status quo . All this needs to happen at speed , and proactively . So I continue to see my role evolve to be strategic , raising the bar on innovation and being proactive , data-driven and growth-oriented . �
www . intelligenthealth . tech 61