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

Diva Tech Talk enjoyed interviewing Sunitha Vinnakota,  experienced tech/IT security leader, currently working for General Motors Company, a trailblazer in automotive and transportation 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 responsible stewardship of the world’s environmental resources. Currently #10 on the Fortune 500 list, GM is the largest automotive manufacturer based in the U.S. It is now led by Mary Barra, the first female CEO of a major automotive company.  In 2018, GM ranked No. 1 on the World Economic Forum’s 2018 Global Report on Gender Equality, and, at that time, was one of only two global businesses displaying no gender pay gap. To that equitable environment, Sunitha brought over 18-plus years of evolving technology expertise, skills, automotive industry specialization, a high degree of intellectual curiosity coupled with drive, and broad business acumen.  

Sunitha was interested in technology from her early years, encouraged strongly by her mechanical engineer father (“he always wanted a girl child, equal to boys”) who urged her to “look at the science all around you.” To him, tech was ubiquitous, and touched every aspect of human life.  One of two siblings, growing up near Hyderabad, India, Sunitha was fascinated by logic underlying every invention, tool, process, in her life. “Everything has some science.” All her close male relatives were engineers.  Sunitha said, “from childhood, I wanted to do something different from what everyone else was doing.” That fascination led her to concentrate on math, physics and computer science, and complete a bachelor’s degree in computer science, and master’s degree in computer applications at Osmania University.  During her university days, for financial independence, Sunitha worked as a tutor and instructed high school students in math and physics.  She moved to teaching Unix at the Birla Institute of Technology and Science; and, as she completed her masters, 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. “There, I got great exposure to content management systems, Oracle, database servers and database applications, and how to write programs in Java,” she said.

Following her marriage, in 2000, Sunitha migrated to Michigan USA. In the course of the move, she mentored two women to take over her Indotronix responsibilities, but then had to wait for full-time employment as her U.S. visa situation normalized.  During that first year, she worked part-time, teaching Java and C# programming, on the weekends.  After receiving her H1B visa, she quickly became a consulting Java developer at Chrysler Corporation, now FCA Group Intl for a year.  She then moved to GM as a consultant and systems analyst, deployed by now-defunct TAC Automotive Group, under contract.  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 worked first as a systems analyst and then as a business analyst over the next six-plus years.  “I often worked with my team, in India, until 2 AM,” during that period, since her business skills were supplemented by robust technical background, and many knotty problems wound up in her lap.

In 2013, Sunitha moved back to General Motors as a full-time employee, (“because I really love it”) as a senior business analyst in vehicle ordering and management systems. She ensured that she mastered those systems before moving over to learn ecommerce, in-depth. “It was completely new. We were developing an e-commerce application.” After that achievement, “I was getting kind of bored and wanted to spread my wings across the organization.” So Sunitha became a “quality evangelist” maintaining the integrity of IT application in global sales and marketing for that GSMC, GM’s Global Sales and Marketing, which comprises 1100 people across the globe.  Then, in 2018, she wanted another learning experience, and began to work on cybersecurity for GSMC 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 at an extraordinary rate. “These days, hackers have become so intelligent, you have to keep running, and learning” just to keep up with them. She is “having fun” because her job encompasses the breadth of GM technology from the “C suite to application owners to the grassroots” of the company. The role heavily focuses on sustaining customer trust, ensuring that “GM customers know their information is safe with us.” 

Self-reflectively, Sunitha characterized her major strengths as intellectual curiosity, ambition, learning agility, a penchant for teaching/mentoring, and above all: passion.  “Whatever I do, I dive in deep,” she said.  She is also devoted to ensuring that her leadership, colleagues and customers have the highest level of trust that she will deliver what she has committed.  She wants her stakeholders to say: “I have given this job to Sunitha. It gets done. I can sleep!” To recognize her talents, Sunitha was honored by a 2019 IT All Stars Women of Color Award for her work in improving application quality by 49% in less than 8 months, achieving 95% in standard compliance in record time.  She also serves as a lead for operational excellence at GM, helping introduce continuous process improvements.

Sunitha’s method of tackling subtle sexism in her work situations has always been to “double down” in her efforts to prove her worth.  When opportunities were available, she increased her skill sets and used them to make a case for traveling, performing at levels above and beyond what is required. She admits that 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:

  1. “Don’t be hesitant to explore and learn.  It’s ok to fear, and to fail, but don’t let it stop you.” Time and perseverance will overcome all challenges.

  2. “Don’t be afraid to ask someone” for help, guidance or answers when you need them.

  3. “Don’t be in your comfort zone for long.”

 Along the way, Sunitha has benefited from family mentors:  her mother, her father and her mother-in-law, who she admires greatly for having overcome many significant obstacles.  All have all helped impart wisdom, supplemented by various GM mentors (Ken Wilhelm and others). Since she loves to teach, Sunitha often works with college age “mentees” who she urges to consistently explore every opportunity.  She is also a big believer in developing strong self-respect, and 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 also serves on the technology advisory board for the Canton Michigan high school her children attend.  Additionally, on weekends, she has begun to teach business analysis skills online for women, who may be currently hesitating to move up or into the technology space.  Through that effort, “I have changed 16 women’s lives, so far” because “life is too short; let’s take advantage of it. Don’t give the remote control” away. 

Sunitha can be reached by phone at (313) 269-1517,  or by email at SunithaVinn@yahoo.com.

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Ep 95: Linda Rose: Raise Your Personal Ceiling

Diva Tech Talk interviewed Linda Rose, currently a merger and acquisitions advisor through her own company RoseBiz Inc., and a  published author, whose book, GET ACQUIRED FOR MILLIONS ---  offering wisdom and a practical roadmap for business owners interested in divestiture --- has been available since August, 2019.  In her journey, Linda has owned four separate companies, and has consulted with hundreds of others. 

As early as 7th grade, monetarily motivated Linda knew she wanted to become a CPA, after visiting with family friends in that field, who appeared to enjoy an idyllic lifestyle.  “I was in that 2-week window of my life. I had decided I didn’t want to be a pilot or a vet!” Fortunately, her PSAT’s later pinpointed strong math proficiency, and she graduated with both a bachelors and a master’s in accountancy from San Diego State University. She then spent four years at famed “Big 5” accounting firm: Arthur Andersen (now Accenture), “working on very esoteric tax applications and issues.” At Andersen, Linda also had the chance to write some accounting software. But she segued out of the firm for love, since her future husband was aiming toward a partnership, and there were strict firm policies on non-fraternization.  “So, I left and went to work for a customer of the firm.” Then, many life circumstances converged simultaneously. Linda got pregnant; got laid off; and became a Southern California homeowner, an expensive proposition. “I had to do some ‘gig work’ before we had our son.”

Linda’s solution was “I found myself implementing a DOS-based accounting package for a company that needed assistance. I felt very comfortable around Visicalc and Lotus. That’s what got me into tech!”  Once submerged in the technology field, “I never looked back,” Linda said. “I didn’t aspire to have my own business, but I did like what I was doing. And I was getting more business than I could handle.”  She recruited others as independent contractors, and after several years incorporated. “It wasn’t a grand plan. I just wanted to put food on the table. I really liked the work, and the flexibility it gave me as a mom. And I hired a lot of other moms.  For the first four years, it was 100% women. We all had the same goals: raising children, providing a flexible work environment, and doing the work we loved.” Then, Linda got “the growth bug,” and began hiring other experts, including men. Eventually her clients spurred her to diversify into staffing, and data center hosting. “It was a crazy period of my life.  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. It was hard lessons learned since I didn’t have a lot of people mentoring me.” Linda’s epiphany was “I was an entrepreneur at heart. I loved the flexibility and the control that having my own company afforded me.”  A milestone was establishing a 401K program at her companies; and recognizing that her comfortable retirement would need to come from divesting one or more of her companies. “It forced me to look at my three companies objectively.” 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, first;  then the others, including her final 2017 divestiture of RoseASP, a Microsoft channel partner and MS dynamics hosting company, “which I sold for millions.”

While Linda’s original retirement goal was age 55, she found after the final divestiture that “I missed the people I was working with, the brainstorming sessions. But I knew I didn’t want an employee base again, or an office, again.  I was at this crossroads.” Inspired by the self-discovery odyssey depicted in the movie, WILD, Linda trekked 40 miles around Mount Hood and then undertook a 6-week 500 mile hike of the Pacific Crest trail. “It gave me a lot of time to think.”  She concluded that “I needed to put everything I learned into a book, my way of giving back to the community that supported me. 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, which she feels fills an underserved niche:  smaller companies, in a technology channel, and “written from the owner’s viewpoint.”  Linda wanted to provide a book that touched on both the pragmatic and psychological issues faced by a founder/owner, but “also provide guidance on the numbers” and valuation.  “It’s a book that prepares you for the process” of selling your business. She also wrote a program that accompanies the book. While Linda acknowledged that 90% of owners selling their channel tech businesses are men, “I felt that it was really important to write a chapter dedicated to women. It’s called ‘The Female Factor’ about what it was like to be a woman owner in tech.” 

Linda shared some wisdom for women in tech and other leadership roles.  Her advice included:

  1. Take control of your finances. “Early on, invest in your future.  Understand investments and fees you’re being charged” and have a disciplined investment strategy that you control. 

  2. “Find a mentor or mentors you can depend on, who really care about you.”  One of Linda’s regrets is that she could not find a female mentor doing similar things. But her male mentors, many of them clients, “helped me take those big leaps!” 

  3. Particularly if you aspire to leadership, build your “home team.”  According to Linda this is whomever you can rely on to help with all aspects of life:  nannies, transporters, personal chefs, errand-doers and more. “You can’t be a good Mom, and run a successful company, and do it all by yourself!”

  4. Create your personal brand. “It’s important because you never know where you will end up.”

Linda’s own “brand” was a combination of personal characteristics and practices.  “For me, it was 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 look inside your inner self and decide what you stand for.” She was/is a voracious reader (“at least a book or two a month”) and found that “alone time” was invaluable to her, as she made decisions.  One of her most 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 through an objective lens. “So, I think it is important that we break through our own limiting beliefs first” before tackling big challenges. “The ceiling should be getting higher” as we strive for progress and evolution. 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 sense of empowerment, and new paths, including her new specialty of consulting on mergers and acquisitions.

Linda Rose can be reached on LinkedIn and via the web at http://rosebizinc.com, where she frequently blogs. 

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Ep 94: Jeanine Heck: No Day but Today

Diva Tech Talk interviewed Jeanine Heck, Vice President, Artificial Intelligence and Discovery Products at Comcast, the world’s second largest broadcasting and cable television company, by revenue; the largest pay television, cable TV and home internet service provider in the U.S.; and the 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). I wasn’t made for the medical field, because I don’t like blood.  Engineering popped up as she chose a college major. “I didn’t like chemistry very much,” she said. So, Jeanine ruled out environmental engineering, among other options but discovered “I loved programming.” As an undergraduate, she felt fortunate to graduate with her BSE in Computer Science and Engineering from the University of Pennsylvania, which also housed The Wharton School. Consequently, “I got a really good, well-rounded perspective on both tech and business.”

Post-graduation, Jeanine spent six years at Gemini Systems (now EssexTec) working on Wall Street,  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 of her watershed projects was building a Java-based visual tool/system that helped monitor and regulate the behavior of individual NYSE traders, a revolutionary concept at that time. She learned and grew quite a bit. “I liked all the technical challenges.  We implemented agile methodology, including a sub-category called extreme programming, which was ahead of its time. 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 then “discovered that I missed technology.”  Fortunately, during the pursuit of her master’s, she landed two internships.  One was at Google where Jeanine worked on advertising sales;  and the second was at NBC, where she worked marketing an online Web video player (called NBBC) an innovation pre-Hulu. “In both jobs, I was not on the software team, but craving to be.”  The good news was that “I found an industry that I loved: the digital media industry. I wanted to be somewhere where I could jump on to this rocket ship called streaming video. I knew it was going to be exciting.”

As she graduated, 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 to return to her Philadelphia roots.  Her first role was as a product manager for a Comcast website called TV Planner, “the first time we brought together all of our content in one place.” With 1.5 million unique users, this was a large undertaking that Jeanine thought “was a dream! When you have that kind of scale, you see amazing trends and patterns and data insights.”  Jeanine became impassioned about data discovery and “I have built a career, on that, since then” staying consistently “focused on content discovery and using algorithms to help people” --- a theme of her ensuing work. Her role grew as the company did. “The scale of my portfolio got bigger. I began to manage more products and services and built a team.” One of the key products that Jeanine managed is Comcast’s Voice Remote, which represents “more than 9 billion voice commands in 2019, alone and tens of millions of units in customers’ homes.” According to Jeanine. “It is the most loved” of Comcast products, today and “it has become synonymous with our brand.”

Shifting into team leadership, of over 70 employees, has been “a little bit bittersweet for me,” Jeanine admitted.  There are circumstances in which she still itches to “dive in, control everything and do it myself.” However, she has enjoyed the experience of mentoring team members, sharing experience, leading and learning from “the brilliant people” on her teams, as well as from Comcast University, which has offered many opportunities for internal education in leadership. She has placed great emphasis on the diversity of her team, from a gender, color/ethnic, age, sexual orientation perspective, as well as creating an atmosphere of collaborative inclusivity in which team members can flourish. “You have to engineer that into your team” to achieve levels of innovation, according to Jeanine.

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. “Talking to customers” in that quest is vital, to “marry the results of data” to insight, and couple it with “engineering intuition.”  The biggest impact that Jeanine sees in AI developments has been in productivity, and quality. “It (AI) helps you do things more efficiently, which makes room for us to carve out time for the more important things in life.”

Jeanine assesses her success-oriented characteristics as:

  1. Optimism: “I always think I can make the best of any situation.” 

  2. Collaborative inclination: “Relationships are the most important thing in your career.  When you prioritize relationships, and build trust with people, you can do big things.” Jeanine’s philosophy is that “life is all about connections with other people. You have to make time for those connections.”

  3. 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 rather than later.”

Jeanine has spent introspection time thinking about the evolution of women in business. “I have a really strong self-critic. In retrospect, I would be kinder to myself.” Personally, she has inculcated wisdom from Sheryl Sandberg’s Lean In, and has worked on improving her self-confidence, and being taken seriously as an executive. “I had to flex those muscles,” she said.  She has also stayed open to feedback in her personal evolution, going so far as to assess her vocal presence and presentation skills to achieve “external gravitas” as a leader.  In her quest for personal happiness, Jeanine has also become a devotee of author/speaker Brene Brown. “I think she has the right idea.  She talks about being a wholehearted person: being comfortable, taking risks and being vulnerable. I think you must take chances, on a regular basis, to be happy. And stay close to the people, important to you.”  To achieve family balance, she works on putting down her phone, and assiduously listening to her kids. “I try to make time to listen to them, to connect with them, no matter what we are doing.”

In her community life, Jeanine works with two different high schools to encourage young people to consider technology as part of their life paths. “One is the high schools I went to,” she said.  “It is an inner-city high school, (St. Hubert’s). The girls don’t always have the vision of how big the opportunity is, in front of them.” Jeanine visits to speak with many of them and present a role model.  She also works with Lower Merion High School (“they have an amazing, cutting edge computer science program”) and mentors high schoolers there, too.  “The fulfilling part for me is that you help to open up their minds that there is a lot to do in engineering, and they may not have thought about it, that way, before. 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.  

  1. Have a plan. “Ensure that you are ‘in the driver’s seat.’ Particularly in the beginning of your career, you need to realize that it is up to you what you do.  Think about what you would like and a path to get there.”

  2. Don’t be shy about stating what you want/need. “Ask for things. Speak up for the things you want, and someone will help you find it.” 

  3. Cultivate personal resilience. “You can always make lemonade. There’s always a way out of a negative situation. “

 Jeanine Heck can be reached on Twitter at @j9heck.

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Ep 93: Liz Armbruester: Reframe Your Possibilities

Diva Tech Talk interviewed Liz Armbruester, Senior Vice President, Global Compliance, at Avalara, a company that helps businesses of all sizes get tax compliance right. Avalara partners with leading ERP providers, accounting, e-commerce and financial systems companies, to deliver cloud-based tax compliance solutions, for a wide variety of transactions. Headquartered in Seattle, Washington, Avalara was founded in 2004; went public in 2018; has offices across the U.S., and the world, including Canada, the United Kingdom, Belgium, Brazil, and India. 

Liz characterized her path as “sometimes not so straightforward…”  From her early years, she was a true multitasker. “I thrive on doing more than one thing at a time.” Liz also embraced a life-long theme, inspired by her father’s volunteer work as an emergency medical technician, of wanting to help other people.  With early aptitudes in science, and math, “I am driven by curiosity, and solving problems,” Liz said. Beginning at Villanova University, she quickly transferred prior to sophomore year to the  University of Arizona where one of her favorite subjects was organic chemistry,  since “the pieces went together in a systematic way.” Originally planning to be a doctor, Liz  graduated with a major in molecular and cellular biology, and a minor in ecology. It was during this formative college period that she learned “how impactful my instinct was, to listen and trust it.”  This was a life-long lesson Liz later 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 going to medical school, driven by a decision to get married right after college and begin a family. “It took me a while to be ok with a change, and pivot” in her life plan.  For years, Liz “easily got jobs in the medical field” and, while working with physicians, “I kept finding my way to the front office” of any given medical practice. “Application software was coming to the fore, and I see workflows on an easy ‘whiteboard,’ helping to solve a problem.”  So, Liz grasped an “opportunity to do something different.” Having worked in various medical practices, deploying technology, Liz migrated to famous semiconductor provider, Zilog.  

Liz’s innate curiosity, honed in the medical field and piqued at Zilog, coupled with a penchant to “continually seeking what’s new out there in technology and apply it in infinite ways,” has been core to her career advancement.  Liz spent eight years at Zilog; and then 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 that contributed to the viability of the overall businesses; and often operated in between the highly technical development teams and customers and prospects, “as a translator” of requirements to inspire tech solutions that solve issues.  

Liz left Vubiquity, six years later, having been promoted to Vice President of Operations, and Procurement, because she found herself “not showing up for dinner. I had two kids, who were very important to me; but I was consumed by my work.”  And, for Liz, “that was not ok for me.” Moving from Vubiquity to Avalara, Liz made it clear to the company’s CEO that balance was key. Admitting that being a visionary is not her sweet spot, she insisted on staying stationary, close to home much of the time. Yet she also committed to taking the company’s complicated startup thesis, and “operate, and scale like hell” to empower Avalara’s aggressive evolutionary stages.  Her CEO, Scott McFarlane, recruited her, among other things, to scale Avalara’s systems to serve a dramatically increased number of customers, worldwide. Liz has accepted that challenge, to again “be the translator” between the vision, the partners who build and deliver the solutions, and “an infinite number of customers.”  Liz expressed heartfelt gratitude to Avalara teams, “who are just brilliant and bring together all of the pieces; and cohesively work together” as the company’s client base has expanded exponentially. “Our finish line changes all the time,” Liz explained, because taxing authorities’ rules are ever-changing. 

Liz believes that the transition to collaborative teamwork leadership is particularly hard for talented STEM (science, technology, engineering, math) 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 must change your lens of success. 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.” Liz proved her commitment to D/I initiatives by agreeing to be executive sponsor for Avalara’s Women of Avalara Employee Resource Group.  Taking these programs and D/I both inside, and outside of the company, “has been a really fun journey” for Liz, because it also introduced her to new ideas that can dramatically improve the world. “I had the privilege of not being affected, as much, by gender bias,” Liz said. “I hadn’t lived that experience.” Working on D/I initiatives has been eye-opening. It allowed Liz to review her role,  empowering the transition to true diversity, including all of Avalara leadership “locking arms. It isn’t a project; it doesn’t have a beginning and an end” but a revolution in their way of doing business. “It 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.”

Another leadership lesson from Liz is that she 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 that make you successful?” is a consistent question to ask.  Tying back your strengths to future contributions, and knowing your intrinsic talents 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. Think about your skills, your unique characteristics” and then apply them to your plans and future goals. “It opens up and reframes your possibilities! They can be limitless.”

Liz Armbruester can be reached on Twitter at @sandgrl7.

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Ep 92: Liz Siver: Winning Through Networking

Diva Tech Talk enjoyed interviewing Liz Siver, former Microsoft executive for the U.S. Central (23-state) Region, now General Manager for NeoPollard Interactive, a breakthrough company, leading the transformation and movement of state lottery systems online.  At the outset of our interview, Liz credited her “network: the people I knew and encountered” for introducing the world of technology to her. 

Liz attended the University of Dayton, in Ohio, graduating with a degree in English. “I kept it simple,” she laughed. “Like most young people today, it was hard to identify all opportunities…so I took a generic path.”  Liz worked her way through college, since “work was very engrained in everything I did, even at a very young age.” Among other assignments, she worked for the Girl Scouts of Western Ohio (“responsible for their cookie kickoff campaign!”); the government of Montgomery County in Ohio (“responsible for their newsletter”); sold ads for Berry Yellow Pages; and worked for the university, itself, in a fund-raising role.  Through personal networking, post-graduation, Liz parlayed her talents, and experience, into her first career, in fund development, at Hospice of Michigan, the largest, most experienced provider of care to those facing end-of-life challenges, and their families. “It was a great role. Whether it was grant-writing, special event planning or working with donors, it was an array of interesting experiences to launch me in my career path.”   After 5 years, “my network came to me,” Liz said, alerting her to an opportunity to manage marketing for the launch of The Somerset Collection in Southeast Michigan.  She jumped into working for the property management company (Forbes Properties) serving as the event manager for their massive development and its growth. “It was a super-exciting time.”  Liz hired The Disney Company to implement the launch of the mall, and she learned all about retail property management and marketing over a 2.5 year period. 

From another networking situation (“I ran into somebody at the mall, looking for a business development manager”), Liz moved into her next challenge, as a marketing manager at Deloitte Touche (now simply 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 over 3 years at Deloitte, “my network came to me, again” Liz said.  A public relations firm, in Michigan, worked with both Deloitte and Microsoft. They let her know about “a great opportunity” and Liz made the leap over to one of the largest technology companies, of the 21st century. At the time, two decades ago, “Microsoft had 23,000 employees, and now the company has 170,000 employees,” marveled Liz. “It was an incredible experience.  From a technology perspective, I went from learning technology to embracing and selling what the potential of technology could be. It was the ‘cutting edge’ of corporate America bringing in technology as a collaboration solution to their environments.  Fun times!” 

Liz’s tenure at Microsoft spanned 18 years, and 11 different roles. “The theme for me was learning, developing; and always be networking, keeping your eye out for the next potential opportunity to learn and grow.” So, while home-based in Michigan, she spent a significant portion of her time on the road.  Since she has a strong belief in the value of people in any environment, Liz usually jumped at any chance to lead teams or projects with a significant, diverse team as many as 100 people, at various times. She also spearheaded the development of the Central Region’s Microsoft Women’s Leadership organization.  Occasionally home, Liz also “had the privilege” of spending time with (then-CEO) Steve Ballmer, “who always had a passion” for the city of Detroit, and Southeast Michigan in general. “He was a visionary for Microsoft in the early years.  That vision became really broad.” Commenting today, Liz said “what Satya Nadella has done for the company,” in contrast, “is brought it back to a singular cloud vision across platforms, applications and devices.”  During Liz’s tenure, the vision evolved from a computer on every desktop to every home, to help people and businesses throughout the world realize their full potential. The key question was “how is Microsoft going to evolve, to the cloud.”  It took time for people to evolve to the cloud. But when people were ready, Microsoft was ready, too.

Liz loved and learned from her long tenure at Microsoft.  But, at the point she considered transitioning, “we had sold all states on ‘the cloud’,” she said.  “At my age, and career point, I thought I have more to give, and learn.”  She spent a year, still working there, but also taking advantage of the services of an excellent coach, and panel of career advisors.  “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 that year of self-discovery, Liz said “the opportunity that presented itself was to run a joint venture.” She assumed the challenge of managing NeoPollard Interactive, with a parent company in Tel Aviv, another in Canada, and Michigan-based HQ in Lansing, seat of that state’s government.  NeoPollard is 50% owned by Israel-based NeoGames (“creators of our solution platform and  incredible games”) and a Winnipeg, Canada company that has been in the lottery industry for decades.  “They have gaming legacy and deep relationships, globally, in the lottery industry.”  

NeoPollard Interactive “was born online.”   The company, currently employing 82 staff, works with state lotteries to move them online and “then we provide services to help them 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 the traditional “cash and carry retail environment.” What inspires Liz is that “the money from state lotteries goes to all the great causes” that are funded within each individual state.  “In every state, there is a different good cause that its lottery supports.” In addition to doing good, for Liz, “the fun part is transformation” ---- the opportunity to marry her technology passion with belief in what technology can do to help humanity. “This also allows me to be at the early stages of helping transform an industry.” The transformation is so new that 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 the course of her robust career, Liz has developed leadership philosophies she holds dear.  One of the most vital is “always be authentic. You can’t be anything better than yourself. Having the confidence to stand up, as yourself, in any situation is critical to your career progression.”   She firmly practices the principle of “my responsibility as a leader is figuring out how I make others great.” She has had many mentees, and believes that “the mentor/mentee relationship goes both ways.  If I am aligning myself to someone else, for their career aspirations, I have just as much to gain from the relationship as they do.” In defining her personal strengths, Liz says that analytically “defining a business opportunity and its challenges, and then understanding how to address the challenges with the right people, partnerships and solutions” is one of her personal strengths.  She also strives to “be present” at all times.

Throughout her career path, thus far, Liz feels fortunate that “being a woman has opened up opportunities. Networking with other women exposed me to interesting people, interesting thoughts; and I like to ‘lean in’ to help people get the support to get their ideas out.”   For Liz, “it is not about work/life balance, it is about work/life blend.”  Her family blends into her career aspirations and “conversely I would hope that my career aspirations blend into my family.”  The mother of twin daughters, Liz commented that she wants her daughters to be open-minded. “I want them to be 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 great emphasis on “the ability to recruit other people” to “the cause” who have appropriate skills, appetite for innovation, drive and agility. Liz also places a high value on empathy, in colleagues and her own children, and spends time supporting the development of that quality in both. “We’re too harsh, today, in passing judgement.  And we don’t spend enough time being reflective and empathetic to the needs of others. 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” to her community. “To be present, I need to also be present in my personal life.” To that end, Liz is Vice President of her teenage girls’ high school sports organization and sits on a variety of different committees in her church parish. She is also co-chairing the South Oakland Shelter’s (now merged with Lighthouse of Oakland County) efforts to house the homeless, periodically, through her church.  “Your words and your actions mean everything,” said Liz. “Always give back.”

Liz Siver may be reached via email at liz_siver@hotmail.com.

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