The Most Inspiring Women Leaders To Follow In - 2023 | CIO Women Magazine

- Caterina Fake

“The most successful entrepreneurs I know are optimistic. It’s part of the job description.”

Inaworlddrivenbyprogressandinnovation,inspiringwomenleadersareatthe forefront,leadingthenextgenerationwithunwaveringdeterminationandvision. Thesetrailblazersarebreakingbarriers,shatteringglassceilings,andredefining whatitmeanstobealeader.Throughtheirpassion,resilience,andcommitment,they inspirenotonlyfellowwomenbutalsopeoplefromallwalksoflife.

Thesevisionarywomenembracechallenges,championdiversity,andempowerothers toreachtheirfullpotential.Theyembodythequalitiesofcourage,empathy,and inclusivity,pavingthewayforabrighterandmoreequitablefuture.Withtheir remarkableleadership,theyinspireusalltodreambigandmakealastingimpact.

FeaturingforCIOWomen’sthisspecialeditionofTheMostInspiringWomen LeaderstoWatcharethestoriesofsuchinspiringwomen.

Forthecoverreadabout-

Inanerawheretheimperativefordiversityandinclusionloomslargerthanever,the needforinspiringwomenleadersassumesparamountimportance.Thesetrailblazers embodytheessenceofprogressandtransformationandserveascatalystsforpositive changeinsociety.Amongtheseremarkableleaders, emergesasa WendyCukier beaconofexceptionalvisionanddedication.Asthe ofthe FounderandDirector DiversityInstituteatTorontoMetropolitanUniversity(TMU),shehasforgedan unparalleledpathindiversityandinclusionresearch,changestopoliciesand practices,leavinganindeliblemarkonvarioussectors.

Withincreasedawarenessabouttheuniqueskillswomenbringtomanagementroles, morewomenareservingmanagerialpositionsacrossdifferentindustries.

SanobarSyedisaprimeexampleofacontemporarywomanleaderbreakingsocietal normstothriveasadecoratedleaderinherfield.Ifwelookatthescenarioofthefield ofpharmaceuticalbusinessstrategyandforecastingtherearenotmanywomeninthis field,ifweaddadiversitylayerthenumbersaremuchlimited,insuchSanobar’s workandadvocacyforthisfieldhasledustopresentinthisedition.

Shalmali W. halmaliS

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C O N T

WENDY CUKIER

E N T S

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LIFEHISTORY

NormaJeaneMortensonwasgiventhe nameMarilynMonroeonthedayof herbirth,June1,1926,attheLos AngelesGeneralHospitalinLos Angeles,California.GladysPearl Baker(néeMonroe;1902–1984),her mother,wasborninPiedrasNegras, Coahuila,Mexicotoalow-income familyfromtheMidwestthathad movedtoCaliforniaattheturnofthe century.GladysPearlBakerdiedin 1984.GladysBakerwasjust15years oldwhenshetiedtheknotwithJohn NewtonBaker,amanwhowasnine yearshersenior.Robert,wholived from1918to1933,andBerniecewere theirtwochildren(1919–2014).In 1923,shehadherpetitionfordivorce andrequestforexclusivecustodyof thechildrengranted.However,shortly afterwards,Bakerabductedthe childrenandtransportedthemtohis homestateofKentucky

ThefactthatMonroehadasisterwas notrevealedtoheruntilshewas12 yearsold,andthetwodidnotinitially meetuntil1944,whenMonroewas either17or18yearsold.Followingthe endofhermarriage,Gladysfound employmentatConsolidatedFilm Industriesasafilmnegativecutter.She wedMartinEdwardMortensenin 1924,butthecouplesplitonlyafew shortmonthsaftertheirmarriageand werelegallyseparateduntil1928.The resultsofDNAtestingconductedin 2022suggestedthatMonroe's biologicalfatherwasCharlesStanley Gifford(1898-1965),acoworkerof Gladys'swithwhomshehadanaffair intheyear1925.Thisinformationwas revealedin2022.Doris(1920–1933), theolderofMonroe'stwootherhalfsiblings,andCharles,theyoungerof Monroe'stwootherhalf-brothers,were bothbornduringGifford'smarriageto hisfirstwife.

DespitethefactthatGladyswas emotionallyandfinanciallyunprepared forakid,Monroehadasecureand happylifeinhisearlyyears.Inthe

littletownofHawthorne,Gladysmade thedecisiontoentrustherdaughterto thecareofAlbertandIdaBolender, evangelicalChristianfosterparents.In addition,sheresidedthereforaperiod ofsixmonthsbeforebeingcompelled toreturntothecityinordertofind work.Afterthat,shestartedspending theweekendswithherkid.[24]Gladys purchasedamodesthomein Hollywoodwiththeassistanceofa loanfromtheHomeOwners'Loan Corporationduringthesummerof 1933.Shethenbroughtherdaughter Monroe,whowasthensevenyearsold, tolivewithher

ThecircumstancesofMonroe'syouth werethefirstimpetusforherpursuitof acareerintheentertainmentindustry: "Ididn'tliketheenvironmentaround mebecauseitwassortofbleak... WhenIfoundoutthatthiswasacting, Iimmediatelythoughttomyself, "That'swhatIwanttodo!"WhenIwas younger,someofmyfosterfamilies wouldtakemetothemoviesasa meanstogetmeoutofthehome,andI wouldwindupstayingthereforthe wholedayandfarintothenight.Iwas atinychildsittingupfrontallby myselfwithsuchalargescreen,andI reallylovedit.

OnJune19,1942,afewdaysaftershe turned16,shetiedtheknotwithJames Dougherty,afactoryworkerwhowas 21yearsoldandthesonoftheir neighbors.Shefeltthatsheand Doughertywereaninappropriatefitfor oneanother,andshesubsequentlysaid thatshewas"dyingofboredom" throughouttheirmarriage.They eventuallygotadivorce.

Shehadprominentpartsinthefilm noirNiagara,whichexplicitly dependedonhersexappeal,andthe comediesGentlemenPreferBlondes andHowtoMarryaMillionaire,which cementedherstarimageasa"dumb blonde."By1953,Monroewasoneof themostmarketableactressesin Hollywood.Thephotographsofher nakedbodywereonthecoverand

centerfoldoftheveryfirstissueof Playboy,whichwaspublishedthe sameyear Throughouthercareer,she hadalargepartintheformationand controlofherpublicimage,butshe wasdisheartenedwhenshewas typecastandunderpaidbythestudio. Shewasgivenatemporarysuspension atthebeginningof1954forrefusingto participateinafilmproject,butshe laterreturnedtoactinTheSevenYear Itch(1955),whichwasoneofthemost financiallysuccessfulfilmsofher career Sheafterwardswedanotherman.She wedJoeDiMaggioonJanuary14th, 1954,intheSanFranciscoCityHall, andtheceremonytookplacethere. Afterthat,theydrovetoSanLuis Obispo,andthenspenttheir honeymoonatthemountainlodgeof Monroe'slawyer,LloydWright,which waslocatedjustoutsideofIdyllwild, California.In1955,theyfinallyparted waysanddivorced.

AfterthemonthofOctober1955,the newrelationshipbetweenMonroeand Millergrewmoreserious.In1956, MonroewedMillerashersecond husband.AdivorcebetweenMonro andMillerwouldtakeplacein1961. Thepublicwasveryinterestedinthe turbulentpersonallifeofMonroe.She battledaddictionaswellasmental issuesthroughoutherlife.Her marriagestoJoeDiMaggio,aformer baseballstar,andArthurMiller,a writer,bothreceivedagreatdealof mediaattentionbutultimatelyresulted indivorce.HerdeathonAugust4, 1962,attheageof36,wastheresultof anoverdoseofbarbituratesthat occurredatherresidenceinLos Angeles.Itwasdeterminedthatsuicide wasthemostlikelycauseofherdeath.

MAJORLIFEEVENTS

Atthebeginningofhercareerasan actress,NormaJeanechangedher nameonceagain,thistimetoMarilyn Monroe(Monroewasher grandmother'smaidenname).Monroe appearedinherfirstmovieparton

February11,1947.Shehadalready bleachedherdarkhairblondeand calledherselfMarilynMonroe.

MarilynMonroemadeherdebutinthe filmindustryin1947withan uncreditedappearanceasatelephone operatorinthefilmTheShockingMiss Pilgrim.Shealsohadcameorolesin thefilmsYouWereMeantForMeand GreenGrassofWyoming.Inthesame year,shewascastinDangerousYears foralittlepart.

TheGoldenGlobeAwardforBest ActressinaMotionPictureMusicalor ComedywasgiventoMonoreonJune 29,1956,andshereceivedtheaward forherperformanceinthefilmSome LikeitHot.

OnJune29,1956,Marilynbecomes MarilynMillerafterconvertingto Judaismandmarryingthewriter ArthurMiller ArthurMillerwasher longtimeboyfriend.

OnJanuary21,1953,shemadeher debutintheleadingroleinherfirstbig picture.Monoroe'sdebutinaleading rolecameinNiagara.Shetookonthe roleofafemmefatalewhoplottedthe deathofherhusband.Shewasmet withgenerallyfavorablecomments, despitethefactthatthemajorityof reviewersconcentratedontheblatantly sexualaspectsofherperformance.

Monroeemergedasaprominentsex symbolandoneofHollywood'smost bankableactorsin1953afterstarring inthreefilmsthatwerereleasedthat year.Inthefirst,aTechnicolorfilm noirtitledNiagara,sheportrayeda femmefatalewhoplottedtokillher husband,whowasplayedbyJoseph Cotten.Bythattime,MarilynMonroe andhermake-upartistAllan"Whitey" Snyderhadcreatedwhatwould becomeknownasher"trademark" make-uplook.Thisstylehadblack browsarchedupward,paleskin,red lipsthat"glistened,"andabeauty mark.AccordingtoSarahChurchwell, "Niagara"isoneofMarilynMonroe's

mostblatantlysexualfilmsthatshe starredinthroughouthercareer The factthatMonroe'sbodywasseenin somemomentswithnothingmorethan asheetoratowelcoveringitwas surprisingtoviewersofthetime.The mostwell-knownmomentfrom Niagaraisathirty-secondlongshot takenfrombehindMarilynMonroein whichsheisseenstrollingwithher hipsswinging;thisphotowasused prominentlyintheadvertisingforthe picture.

OnMay19,1962,Monroewas requestedtoperformatJohnF Kennedy'sbirthdayparty,whereshe didsoalongwithaspeciallyprepared

lyric.Shedidsowhilesinging"Happy Birthday."TheGoldenGlobeAwards wereheldonMarch5,1962,and MarilynwontheawardforWorldFilm Favorite.

CONTROVERSIES

NudeCalendar

AfterMonroeadmittedtotheworldin Marchof1952thatin1949shehad appearedforanudecalendar,she foundherselfinthemiddleofa controversythatlastedfortherestof herlife.Afterdiscoveringboththe photosandthefactthatshehadbeen publiclysuspectedofbeingthemodel

afewweeksearlier,theproduction companyandMonroecametothe conclusionthat,inordertoprotecther career,itwouldbebestforhertoadmit tothemwhathadhappenedwhile emphasizingthatshehadbeenbrokeat thetime.Becauseofthismethod,she wasabletowinthesympathiesofthe generalpublicandgeneratemore interestinherfilms,forwhichshewas nowgettingtopbilling.Monroewas featuredonthecoverofLifemagazine asthe"TalkofHollywood"afterthe

incident,andgossipwriterHedda Hopperpronouncedhertobethe "cheesecakequeen"turned"boxoffice hit"afterthescandal.[98]Thepublic excitementinMonroewascapitalized onbyquicklyreleasingthreeofher films:"ClashbyNight,""Don'tBother toKnock,"and"We'reNotMarried!"

UtilizationofaSubstance

Monroehadareputationforbeing toughtodealwith,whichonlybecame

worseashercareergrew.This reputationwouldcontinuetohurther career.Shewasoftenlateordidnot showupatall,didnotrememberher lines,andinsistedonseveralretakes beforeshewaspleasedwithher performance.Shealsodidnot rememberherlines.Herrelianceon heractingtutors,firstNatashaLytess andsubsequentlyPaulaStrasberg,also annoyedthefilmmakerswhoworked withher.Ithasbeenhypothesizedthat Monroe'sdifficultiesstemfromamix ofperfectionism,poorself-esteem,and performanceanxietyonstage.

Onfilmsets,shefeltthatshehadlittle controloverherperformance,but duringpictureshootings,shehadmore inputintohowshewasportrayedand wasabletobemoreimprovisatory ratherthanaccordingtoascript.She foundthatfilmsetsweremorestressful thanphotoshoots.Shestartedabusing barbiturates,amphetamines,and alcoholinanefforttotreatheranxiety andchronicsleeplessness;however, thisonlymadeherproblemsworseand shedidnotdevelopastrongaddiction toanyofthesesubstancesuntil1956. Herissueswereaggravatedbyheruse ofthesesubstances.

Monroe'sbodywasdiscoveredather houseinBrentwoodwhenshewas36 yearsold.Isitpossiblethatshetook herownlife?Anaccident?Ascheme tohidethetruththatwashatchedby theKennedys?Ahomicidecommitted byoneofhermedicalpractitioners? Aftersixtyyears,thereisstillagreat dealofcontroversyaroundthe circumstancessurroundingher untimelydeath.

HOWSHEBECAMEFAMOUS

Herinnatebeautywasafactorin openingdoorsforher,buttheeffort sheputinwasthedrivingforcebehind hermeteoricclimbtosuperstardom. "Shehadapassiontoimproveherself byreadingbooksonpsychology,

Herpassingaway

philosophy,poetry,art,theatre,and everythingelse,"addsVogel."You nameit,shereadbooksonit."Even aftershehadachievedfameasa Hollywoodactress,shepursuedher interestindramabyenrollingatthe famousActorsStudioinNewYorkand studyingunderLeeStrasberg.Shedid thisbecauseshehadtheambitiontobe adramastudent.Shewasapioneerin manyrespects,andinmanywaysshe wasafeministbeforethewordwas fullyrecognizedorunderstood.

Afterbeingrehiredby20thCentury Fox,MarilynMonroeswiftly establishedherselfasthemost marketablestaratthecompany. Followingherroleasatragicfemme fataleinthefilmNiagara(1953),she wentontostarinasuccessionoffilms thathelpedcreateher"dumbblonde" reputation.Thesefilmsinclude timelessmasterpiecessuchasHowto MarryaMillionaire(1953),TheSeven YearItch(1955),andSomeLikeItHot (1962).(1959).Herusualpart,which wasthatofaditzycharmerwith perfectcomictiming,setherapart frompeerssuchasElizabethTaylor, DorisDay,andAudreyHepburn, whosecharactersexemplifiedmany typesoffemininity.Day'sbenign"girl nextdoor"attitudeinvokedthe attractivenessoftheyoungeractress' pin-upcareer,whileTaylor's seductressesbattledwithMonroe's effervescentblondes.Dayalsohada roleintheproductionofthefilm"The SevenYearItch."Hepburn,onthe otherhand,isknownforcultivatingan imageofaristocraticelegance,whichis characterizedbyhersocial sophisticationandflair.

Whenoneconsidersthestar'stroubled personallife,itisevenmore remarkabletoseehowfarshehas comeprofessionally.Monroewas famouslydifficulttoworkwithdueto thefactthatshewasalwayslateto shootsandoftenmessedupherlines. Butshewasnospoiledprincess."Inall honesty,"addsVogel,"shesuffered fromtremendousstagefright.""She

wasanervousmesswhileshooting sequences,sometimesbreakingout intoarashorbecomingphysically unwellatthenotionofacting."Asa meansofcopingwiththetraumatic experiencesshehadgonethroughand theanxiousfeelingsshehad,she misusedthebarbituratesand amphetaminesthatherphysicianshad carelesslygiventoher.

WENDYCUKIER

Inanerawheretheimperativefor

diversityandinclusionlooms largerthanever,theneedfor inspiringwomenleadersassumes paramountimportance.These trailblazersembodytheessenceof progressandtransformationandserve ascatalystsforpositivechangein society.Amongtheseremarkable leaders,WendyCukieremergesasa beaconofexceptionalvisionand dedication.Asthe Founderand DirectoroftheDiversityInstituteat TorontoMetropolitanUniversity (TMU),shehasforgedanunparalleled pathindiversityandinclusionresearch, changestopoliciesandpractices, leavinganindeliblemarkonvarious sectors.

ChampionofDiversityandInclusion

Cukieris knowngloballyforher pioneeringworkindiversityand inclusionresearchaswellasviolence prevention.Currentlya professorof EntrepreneurshipandStrategyatthe TedRogersSchoolofManagement,she hasheldmanyleadershiprolesatthe University,includingVicePresidentof ResearchandInnovation,Associate DeanandAssociateDirector,aswellas boardpositionsinthenonprofitsector andcorporatesector.Sheisalsothe founderofseveralforprofitandsocial ventures. Overtwodecadesago, CukierfoundedtheDiversityInstitute, whichsheleadsastheAcademic Director TheInstitute'scoremission revolvesaroundexposingthe discrimination,bias,hate,andeven violencethatequitydeserving groups faceandfindingconcretesolutionsto advanceeconomicandsocialinclusion. Herworkbeganwithafocusonwomen andtechnologybutexpandedtoaddress barriersfacedbyIndigenouspeoples, racializedpeople,especiallythosewho areBlack,newcomers,personswith disabilities,thosewhoidentifyas 2SLGBTQ+andmanyothers.

Drivenbythegoalofpromoting workplaceinclusion,theDiversity Institutehas130diverseresearch staff,100researchassociatesfrom acrossthecountryandaroundthe world,andover200industrypartners, allfocusedondifferentdimensionsof diversityandinclusion.Oneofthe keystotheDiversityInstitute'slongstandingsuccessisitsuniquesystems approach.Cukierandherteam adeptlyanalyzebarriersandenablers atvariouslevels-societal, organizational,andindividualofferingcomprehensiveinsightsinto thechallengesfacedbymarginalized communities.Moreover,theinstitute's abilitytoconnectEquity,Diversity, andInclusion(EDI)initiativesto businessimperativeshasmadeit highlyappealingtoorganizations acrossdifferentsectors.

TheimpactoftheInstitute'sresearch extendsbeyondacademiaandthe privatesector.Cukier'sworkhas informedpublicpolicy,playinga crucialroleinshapinginclusive measuresatbothregionalandnational levels.Additionally,numerous organizationshavebenefittedfromthe DiversityInstitute'sleading-edge approaches,suchastheDiversity AssessmentTool(DAT),whichhas helpedthembecomemoreinclusive andsupportiveenvironments.Cukier's commitmenttopromotingdiversity andinclusiongoesbeyondresearch. SheservesastheResearchLeadof theFutureSkillsCentre,actively contributingtocreatingamore inclusiveskillsandemployment ecosystem.Furthermore,sheleadsthe WomenEntrepreneurshipKnowledge Hubandactsasanecosystempartner forDiversityLeadsandthe50–30 Challenge,initiativesaimedat advancinggenderparityand increasingdiversityinsenior leadershiproles.Andmuchmore.

ApproachtoTechSectorDiversity

WendyCukierandTheDiversity Instituteboastsaremarkable30-year trackrecordofworkinginthe technologysector,continuously adaptingitsservicestomeetevolving diversityneeds.Whilethespecifics maychange,theInstitute'score principlesremainconstant. Recognizingthattechnologydemands talenttosupportimplementationas wellasdevelopment,itsworkis groundedinadeepunderstandingof techtrendsandadoptionprocesses, anticipatingkeytransitionsaswellas thefactorsaffectingadoption.

Asmarketsgrowmorediverse,the Instituteemphasizesadaptabilityas essentialforattractingthebesttalent anddevelopingproductsandservices thatcatertodiverseaudiences.Solid researchunderpinstheInstitute’s approach,showingthatdiverseboards andorganizationsperformbetter, increasefirmvalue,andenhance employeesatisfactionandengagement.

Withaclearsystemsapproachand accountability,theDiversityInstitute challengessystemicbarriersthathinder diversityintechnology.Whilethe focusonincreasingwomenanddiverse talentinSTEMfieldsiscrucial,the Instituterecognizesthatthereismore tothetechnologysectorthanjust STEM.Byresearchinganddefining trends,competencies,andpathways, theInstituteaimstochallenge stereotypesandtakenforgranted assumptionstobroadenopportunities forwomen,Indigenouspeoples, personswithdisabilities,racialized people(particularlythosewhoare Black),andotherequitydeserving groups.

Whiletechnologyspecialistsare criticaltobuildingnewsolutions, withoutadoptionthereisno innovation.Innovationisnotthesame

asinvention,itrequiresorganizationsand individualstousethetechnologytodo thingsdifferently. Fordecades,the Institutehasfocusedonaddressingthe risingdemandforhybridrolesthat combinetechnologyknowledgewithan understandingoforganizationalgoalsand humanbehaviour.Emphasizingdigital adoptionandtransformationprepares individualsforpositionssuchasbusiness andsystemsanalysts,projectmanagers, andbusinessdevelopmentprofessionals. Theemergenceoflow-code,no-code platformsopensnewpathwaysfor womenanddiverseindividuals,bridging thegapbetweentraditionaltechdegrees andbroadertech-relatedroles.

ItsADaPTprogram,acollaborativeeffort withTECHNATION,andfundedbythe FutureSkillsCentre,hassuccessfully trainedandtransitionednon-technology graduatesintodigitalroles,provingthe potentialfordiversetalentinthetech sector.Morethan90%oftheprogram’s participantshavebeenplacedintech roles,withover60%identifyingas womenand70%belongingtoequity deservinggroups.

ComprehensiveOfferings

TheDiversityInstituteoffersarangeof impactfulservicesbasedonfourkey pillars:

ResearchandEDIPractice:Seminal projectslikeDiversityLeadsandthe5030Challengetrackrepresentationon boardsandleadership,supporting organizationslikeRogers CommunicationsandStarbucksin implementingtailoredEDIstrategies.

DiversityAssessmentTool(DAT)and app:TheDATprovidescomprehensive audits,offeringrecommendationsand bestpracticestofosterinclusive workplaces.

InclusiveInnovationand Entrepreneurship:Large-scaleresearch projectsandtheWomenEntrepreneurship

KnowledgeHubaddressbarriersand enablersforentrepreneurialsuccess andinnovation.

FutureSkillsDevelopment:Research onlabortrends,equity-deserving groups,andinnovativemodelshelps SMEsembracedigitizationandnetzerogoals.

TheInstitute'sprogramslikeStudy Buddy,ADaPT,Entrepreneurship,and EDItrainingbridgeresearchandrealworldchallenges,creatinglasting positivechange.

ICTandInnovation

Drawingonherresearchand leadershiproles,includingtheWomen EntrepreneurshipKnowledgeHuband the50–30Challengecatalyst,Cukier highlightspathwaystoICTanddigital rolesforwomenwhileaddressing systemicbarrierstoinclusioninthe entrepreneurshipandinnovation ecosystem.

Atthesocietallevel,combating stereotypesandimplementing inclusivepoliciesandlegislationare crucial.Canada'sBillC-25exemplifies this,requiringfederallyregulated distributingcompaniestoreportonthe representationofwomen,racialized people,Indigenouspeoples,and personswithdisabilities,positioning Canadaasagloballeaderindiversity initiatives.The50–30Challenge encouragesorganizationstoachieve genderparityandincreasediversityin seniorleadershiproles,fosteringa moreinclusivebusinesslandscape.

Progressivehumanresourcespractices andinclusiveculturesarevitalin supportingdiversityandinclusion efforts.Ensuringaccountability throughperformancegoalsand embeddingdiversityinallaspectsof thevaluechain,fromprocurementto communityengagement,reinforcesthis commitment.Whilemanytech

companiesleadwithEDI,someface challengesofovertdiscriminationand toxiccultures.TheDiversityInstitute addressesthisbyprovidingtoolslike theonlineDATapp,empowering companies,especiallySMEs,tomake meaningfulchanges.Cukier's dedicatedworkandresearch-driven approachdrivetransformation,making significantstridesinadvancing inclusionwithinthetechnologysector andbeyond.

UnravelingSystemicBiasin Innovation

Cukierhighlightshowsystemicbiasis ingrainedwithintheentrepreneurship andinnovationecosystem.Shepoints outthatwhilegovernmentsinvest heavilyinincubators,accelerators,and newtechstartups,thereisalackof

focusoninvestingintechnology adoption.Withoutadequatesupportfor technologyadoption,thefullpotential ofinnovationscannotberealized. Surprisingly,despitethehype surroundingartificialintelligence(AI) anditspotentialfordisruption,astudy byStatisticsCanadarevealedthat adoptionratesofAIwererelatively lowinbothlargefirms(10%)and smallandmediumenterprises(SMEs) (3%).

ThestructureofCanada'seconomy alsocontributestoloweradoptionrates comparedtotheU.S.IntheU.S.,50% ofprivatesectoremploymentiswithin largecompanieswiththeresourcesand economiesofscaleneededtobeearly adopters.Incontrast,Canada'sprivate sectorisdominatedbySMEs(90%),

whichareoftenslowerinadopting advancedtechnologiesduetoresource constraints.

Cukieremphasizestheimportanceof definingdigitalskillsclearlytoopenup opportunitiesformorediversity.By doingso,pathwayscanbecreatedfor groupstypicallyexcludedfrom traditionalpost-secondaryprogramslike computerscienceandengineering. InitiativesliketheCanadianDigital AdoptionProgram(CDAP)hold promiseinaddressingsomeofthe technologyadoptionandinclusion challenges.

Gender-RelatedBarriersand Intersectionality

Cukiershedslightonthegender-related barrierswomenface,acknowledgingthe

intersectionalityofthesechallenges. Onesignificantbarrierliesin policiesandprocessessurrounding seniorleadershipandboard recruitment.Systemicdiscrimination andracism,particularlyanti-Black racism,aredeeplyembeddedin organizationalpoliciesandpractices, presentingunfairbarrierstodiversity andinclusion.

ResearchconductedbytheDiversity Institutehasidentifiedvarious barriers,includingcorporateculture, lackofsocialnetworks, discrimination,andthepressureto refrainfromself-identification. Participantsinthestudyoftenfaced multipleunderrepresentedidentities, suchasbeingawomanandan Indigenousperson,leadingthemto feardiscriminationandavoid discussingtheiridentityaltogether. Stereotypesalsoposesubstantial barriers,limitingwomen'sabilityto envisionandpursueleadershiproles. Alackofdiverserolemodelshinders theprogressofaspiringwomen leaders.

Theintersectionalityofwomen's experiencesfurthercomplicatesthe barrierstheyface.Educationsystems andworkplacesocialcodes disproportionatelyholdback Indigenous,Black,women,and disabledindividuals,contributingto worsenedlaboroutcomes.Socioeconomicfactors,familycontext, experiencesoftrauma,andsystemic discriminationcompoundthe challengesBlackandIndigenous youthface.Financingisanother significantbarrierforwomen entrepreneurs.Accesstofunding, especiallyforwomenover30, remainslimited.Women entrepreneursoftenstruggleto accesssmallgrantsandloans, hinderingtheirabilitytostartor growbusinesses.Innovative

programsandinvestmentapproaches areneededtosupportwomenin overcomingthisbarrier

Evidence-BasedAdvocacyfor Women'sInclusion

Cukierstronglyadvocatesforwomen's inclusionandempowermentthrough evidence-basedapproaches.Her researchhasrevealedtheslowprogress ofCanadianorganizationsinachieving genderdiversityinleadership positions.Thelackofrepresentation amongthetop-paidCEOsand racializedwomen'sunderrepresentation oncorporateboardshighlightstheneed foractionatvariouslevels.

OneofthekeyinitiativesofCukier’s DiversityInstituteisThe50–30 Challenge,whichencourages organizationstoincreasethe representationandinclusionofdiverse groupswithintheirworkplaces. Signatoriestothechallengegain accesstotheWhatWorksToolkit,a freeonlineresourcedesignedtohelp organizationsmeettheirdiversityand inclusiongoals.Over1,650 organizationshavecommittedtothe challenge,demonstratingtheir dedicationtofosteringdiversity.

CukierandtheDiversityInstituteare pivotalinprovidingtrainingprograms, bestpractices,andspecializedtools liketheDiversityAssessmentTooland Micropediatosupportorganizationsin theirinclusionefforts.Collaborating withpartnerssuchastheBlack BusinessProfessionalsAssociationand theOntarioChamberofCommerce, theInstitutetailorsitssupporttothe needsoflargeorganizationsandSMEs.

DuringtheCOVID-19pandemic,the DiversityInstituteanditspartners highlightedthedisproportionateimpact onunderrepresentedgroups,leadingto policychangesandincreasedsupport fromtheCanadiangovernment.

Additionally,Cukier'spioneering researchonecologicalmodelsof complexsystemschangehasbeen instrumentalindrivingsocial innovationandchange-making, contributingtoimprovedpathwaysfor immigrantsandrefugeesinCanada.

InspirationalFigures

Throughouthercareer,Cukierhas foundinspirationinseveralremarkable leaderswhohaveinfluencedand shapedherjourney.BonniePatterson, whohiredCukierin1986,andisthe formerPresidentofTrentUniversity, standsasasignificantsourceof inspiration,mentorshipand sponsorship.NotonlydidPatterson advocateforCukier,butshealso encouragedhertopursueaPh.D., deeplyinfluencinghercareer trajectory.Despitefacingherown challenges,Patterson'sinsights, enthusiasm,andempathymadethose aroundherfeelvaluedandcherished, leavingalastingimpactonCukier. AnotherinfluentialfigureisDaphne Taras,theformerdeanoftheTed RogersSchoolofManagementat TMU.Taras'smentorshipand leadershiphavebeeninstrumentalin Cukier'sprofessionalgrowthand developmentandinsupportingthe DiversityInstitute’smassivegrowth fromeightstaffin2018tomorethan 130today

NadineSpencer,theinterimCEOof theBlackBusinessProfessionals AssociationandfounderofBrandEQ, hasalsoplayedavitalroleininspiring Cukier.Hertrailblazingworkand dedicationtoempoweringothershave madeasignificantimpression.

Cukierisgratefulforhercircleof strongwomenleadersalongside influentialmen.Hergradeninehistory teacher,Mr.Hewitt,leftalasting impactbysupportingandprotecting herfrombullies. Herfirstboss,a

HongKongbornengineer,AndewYu, whohiredherwithafreshlyminted Master’sdegreeinHistory, taught hertowriteforabusinessaudience,a skillthatshapedhercareer. Sheldon Levy,pastpresidentofRyerson University(nowTMU)pushedherto achievemorethanshethought possible.Unlikesome,helovedtobe challengedbyhisseniorteam“Scareme!”heusedtosay, encouragingthemostoutofthebox innovationsandsolutionsfromhis seniorteam. Butaboveall,Cukier's familyplayedakeyrole.“Inspiteof manychallengesgrowingup,Ihadno experienceofparentaldisapproval. Justsupportandencouragement.I wasneverreally“socialized”toact likeastereotypicalgirl.Whilethat poseschallengesgiventhecompeting stereotypesofgenderandleadership, itprovidedherwithacoreof confidenceandresiliencethat alotof peopledonothave.” Buther daughterholdsaspecialplaceasher biggestsupporterandtoughestcritic. Withremarkableemotional intelligenceandinsightful perspectivesfromayoungage,her daughterhasinspiredandguided Cukier'spersonalandprofessionallife andkeptherfocusedonwhatreally matters.

BalancingWorkandLife

Beyondherprofessionalendeavors, Cukieracknowledgesthechallengeof maintainingaperfectwork-life balance.Asshenavigatesthe demandsofherrole,Cukieriscandid aboutherownexperiencesand acknowledgestheneedtoprioritize downtimeandself-care.“DowhatI say,notwhatIdo.Yourhealthshould beapriority.Downtimeisreally essential.Andyourfamilyandfriends areirreplaceable. Myproblem, frankly,isifyoulovewhatyoudo andarepassionateaboutthegoals,

it’snotreally“work.”Ireallystruggle withthebalanceandfeelguiltyifIam notbeing“productive.”ButasIam gettingolder,Iampayingthepriceof neglectingmyhealth.

AdviceToAspiringWomen Entrepreneurs

Cukier’sresearchoffersvaluable insightsintohowtocreateamore inclusiveentrepreneurshipecosystem. TheStateofWomen’sEntrepreneurship, anannualreport,tracksprogress, barriersandsuccesses. Sheadvocates challengingthepervasivestereotypethat entrepreneurshipissolelytech-basedas thistendstoexcludewomenandother diversegroups.Thisstereotype permeatessystemsandlimitsaccessto programs butalsoshapesaspirations.

“Ifyoucan’tseeit,youcan’tbeit”and theInstitutehasemphasized documentingsuccessstoriesofmore than2,000successful,diversewomen entrepreneurs. Forindividual entrepreneurs,weneedtobothaddress barriersandbuildcapacity.Thereareso manystorieswecanusetohelpinspire womentoadvanceandsucceedinspite oftheveryrealevidencewehaveof barriers,andbiasanddiscrimination. Thereisnoquestion,womenareheldto ahigherstandardwhetherasleaders or entrepreneurs.Andiftheyare Indigenous,orBlackorhaveadisability, thebarriersareamplified.Stillthereare greatstoriesofsuccessand perseverance.Onestorythatsticksinmy mindsurroundsapitchcompetitionfor youngentrepreneurs. Beforethe presentationtojudges,oneteam,which wasreallynervousandinexperienced, askediftheycouldjustpresentprivately totheircoach.Theyweretoldthatthe presentationtojudgeswasmandatoryso inspiteoftheirdoubtstheyproceeded. Theyendedupwinningthetopprizeand Iamsureitwillbealastinglifelessonyoumiss100%oftheshotsyoudonot take.”

“

10Habits of SUCCESSFUL Leaders

Salesareconsideredanartmorethana science.SalesLeadershaveconsidered masteringtheart.Theyhavetakenan effortandpushedthemselvestogiveit theirall.SalesLeadersaren’tbornwith theaptness.They’vedevelopedit throughouttheyearsbeforetheywere recognizedassalesleaders.Notevery prospectgetsconvertedintoasale.The lastdecisionremainsonthebuyer.But, thejobofsalesleadersistocreatean impactonthecustomersohe/she won’tchooseanyotherbrand.

Salesleadersaredynamiting.They knowhowtoworkunderpressure. Theykeepabalanceofthepressure andtheirworkaside.Ifmixed,the salesleadersknowtheblunderthat’ll degradetheirperformance.Sales leadersaremotivating,compassionate andinspiring.Otheremployees,peers, subordinates,andjuniorsespeciallyget wooedandinspiredtobelikethem.

Mentioning10habitsofsuccessful salesleaders;

Habit1:Theylovetheirjob

Salesleaderslovetheirjob.Assimple asthat.Theycanonlyseethenumber ofsalesandthetargetinfrontoftheir eyes.Salesleaderslovetobeoutthere. They’reoutspoken,witty,andhave immenseconvincingpower.Right, fromwhentheystarttheirjobs,they’ve masteredthecrafttoalevelwherethey canalmostconvertmostoftheir prospectsintohappycustomers.

Habit2:Theyfollowstandard processes

Salesleadersfollowstandardoperating processeswhileimplementingtheir ownskillsattimes.Ithelpsthemnot onlytogenerateleadsbutalsotoget someconversions.Theydonotpay heedtoimpracticalandpreviously failedmethods.Strivingeverydayto achievethemonthlytargetisthe ambitioninfrontofthem.

Habit3:Timemanagement

Salesleadersarethebestwhenit comestotimemanagement.Theyhave aplanreadyandtimeslotsgivenfor theirwholeday.Whattaskneedshow muchtimearethey’rewell-awareand implementitso.Itisneededinorderto achievethetargetstheykeepchasing. Managingyourtimeisaskilleveryone shouldmaster,notonlypeopleinsales.

Habit4:Areaninspiration

Juniorsespeciallylookuptotheir immediateseniorsandtheteamleaders andmanagers.Thesearetheleader’s juniorswhotrytolearnbyobservation andwhentheyareonthejob.Sales trainingisprovided,thatisadifferent matter,butwhathumanscangraspvia observingisatotallyexceptionalskill. Thehumanbrainiswiredlikethat.So, salesleadersarenotonlyleadersinthe organization,theyareleadersinthe trueaspectoflife.Theyalsohad leaderswhentheystartedtheirjourney. Thisisthesamething.Onlyplaces havechanged.

Habit5:Usetheircreativeflair

Salespeoplehaveacreativeflairwhen dealingwithcustomersorindaily activities.Whetherit’stime management,submittingthesales figurestoseniors,orattendingtothe wholebunchofcustomerstheypossess theydoiteffortlessly.But,speakingin termsofcreativity,theyneedto showcaseitonthejob,especially duringcustomeracquisition. Persuadingtheprospectwhileleaving animpactoftheproductandofself,is important.

Habit6:On-pointproduct knowledge

Whenthesalesleaderhastheright amountofproductknowledge,his confidenceincreases.Heismoreready tostandthereandmakeasale.Good

productknowledgemeansyouhave takentheefforttostudyindetailabout theproduct.Ithelpsgreatlyin convincingthecustomerandcansolve allhisdoubtstoo.

Habit7:Carryagrowthmindset

Theystrivetogroweveryday,every second,andeveryminuteoftheirlife. Withoutgrowth,asalespersoncannot survive,they’rewellawareofthisfact. Alltheywishtoseeisgrowingsales figures,subordinates/juniorsgrowing andtheorganizationreachingtonew heights.Thisisthegrowthmindset everysalespersonhasandtheykeep theirwordatalltimes.

Habit8:Nurturetheirnetworks

Protectingyournetworksisathingall salespeopleneedtodo,notonly leaders.Therearetworeasonsbehind it.First,seniorscanhelpinthefuture, secondcustomerreferralsarethebest toprovetheworthofpreviouswork done.Itbuildsgoodwillandadvocates thework.Itbuildsagoodimage.

Habit9:Customer-centricapproach

Salespeoplearecustomer-centric.They understandtheneedsofcustomers, likes,dislikes,andthethoughtprocess theycarry.Theyareempathsasthey interactwiththecustomerseveryday Theyknowwhatarethecustomers lookingfor Theyhaveaknackto understandthecustomer’snervesand providethemtheirsuitableproduct. Age,gender,purchasingpower,and theoverallstandardoflivingofthe personarejudgedbythesalesperson.

Habit10:Sustainability

Salespeopleexisttosustain.Theyhave asustainabilitymindsettoo.Inthe initialyears,theystrivetosustain, withinthemarket,sustainwithintheir marketshare,sustainthecompetition, andsustaintheimageoftheirbrand.

Onewrongmovewilldirectlyaffect theirbrandnameandrevenue.Hence, theycontinuallystrivetoattain sustainability

Conclusion:

Asweconclude,itissafetosaythat, salespeoplearetruemulti-taskers. Theyhavetodoaninfinitenumberof tasksinastipulatedtimeframe.They havethecapabilitytodoitwell withoutanyhindrances,orminimum obstacles.Theyknowthetactof damagecontroltoo.Theyfocuson theirweaknessestoo.Nobodyis perfect.Theylearnthetalentof storytellingtoo,tograbtheimmediate attentionofthecustomer.Allinall,a salespersonisamulti-facetedand multi-talentedpersonwhocancarry thebrandnameandimageforwardto onlygrowinthefuture.

SANOBAR SY ED

W

Women'srepresentationin businessleadershiphaslong beenatopicofdiscussionand debateovertheyears.Ifwelook atthescenarioacoupleof decadesago,veryfewwomen werepartofhighermanagement rolesincompanies.However, thetablesareturning.With increasedawarenessaboutthe uniqueskillswomenbringto managementroles,morewomen areservingmanagerialpositions acrossdifferentindustries.

SanobarSyedisaprime exampleofacontemporary womanleaderbreakingsocietal normstothriveasadecorated leaderinherfield.Ifwelookat thescenarioofthefieldof pharmaceuticalbusinessstrategy andforecastingtherearenot manywomeninthisfield,ifwe addadiversitylayerthe numbersaremuchlimited,in suchSanobar'sworkand advocacyforthisfieldhasledus topresentinthisedition.CIO WomenMagazinerecentlyhad thepleasuretoindulgeina fascinatingconversationwith her.Herearesomesnippets fromthesame.

1. What inspired you to direct your journey in this particular field?

My professional journey started with my fascination with science, more so specifically, organic chemistry. I was mesmerized by how this field could change industries and impact lives. Post my Masters in organic chemistry, I wanted to explore how this knowledge would help me solve business problems healthcare organizations face. I finished my MBA and then joined a premium Biotech company. Over the years, as my career grew, I was pulled toward business strategy and forecasting. This was an eye-opening opportunity as not a lot of women at that time took this field. I immersed myself and grew in critical roles across organizations and geographies. I have worked with pioneer firms that cover the healthcare spectrum of generics, innovators, and distributors in the endeavor to bring medicines to patients. Now, with over 14 years of experience, I am humbled to be a beacon for new graduates in this field.

2.Howdifficultweretheinitial years?Stateafewchallenges youfaced.

Educationandawarenessabout thefactthatthisfieldisaperfect careeroptiontogrowinthe pharmaceuticalindustryare important.Thisisimportant,as manytimes,graduatesor professionalstryingtofinda cuspofbusinessandsciencefail tofindthepath.Manytimes, professionalshavetoundergo variouslicensingexamsto achievetheircareerpath.Ihave facedsimilarstruggles,however, Iwasadamantaboutnotonly carvingmynichebutmaking organizations,especially, genericpharmaceutical companiesimplementdatadrivendecision-makinginstead ofjustgoingbythesales"gut feel".Intoday'sintense competition,marketaccess challenges,andcomplexpayor systems,itbecomesevenmore imperativetoinvestinthisfield.

3.Pleasewalkusthroughyour professionalbackground.

Irepresentthewomenin businessstrategyandforecasting withinthepharmaceutical industry.Womenstillmakeup under30%ofexecutive directorsattopfirms,evenless infunctionslikeforecastingand analytics.Ihavebecomea beaconformanyyoungaspiring professionalstotakeupthisfield asapreferredcareerchoice.

Whenpeoplethinkof pharmaceuticalroles,theythinkof doctors,pharmacists,orsalesand marketingroles.Notalotof peopleknowandareawareofthe roleswhichareatthecuspof BusinessandtechnicalSTEM. ForecastingisarolethatIcan utilizemymaster'sinorganic chemistryandpost-graduationin marketingandstrategy

Asawomenleaderinpharma,I haveledvariousstrategicand diverserolesatWLPtoensure thatwecansupportandhelp womengrowtheircareersin Canada.

Ihavealsodevelopedacourse curriculumforToronto metropolitanuniversity's"talent acceleratorprogram"togive sciencestudentsasegwayintothe pharmaceuticalworld.

Inaddition,IamontheJuryof Eagles,EdisonTitanHealth awards,CPHIpharmaawards,and advisoratPMRCboardand Medtechintelligence.Ihavebeen featuredin"Top50Inspiring Women".Ialsohavereceivedthe "BestWomeninBusinessStrategy oftheYearatTitanwomen's businessawards,theMedtop Peopleaward,and"pharmaleader fortheYear"awards.

Ihavebeenpublishedand featuredinmajormedia publications.Itakemy representationveryseriously.Iam self-awareandhumbledbythe impactofmywork.

4.Withtheyearsofexpertise youbringtothetable,what areyourplans?

Iplantoremainastrong advocateofthisfieldand representitinnationaland internationalforumsglobally. Byactivelybeingpartofkey pharmaceuticalconferencesand advisoryboardsIplanto encouragethenewyounger generationtotakethisfieldas partoftheircareerchoice.Ialso wishtoshowthemmyjourney thatispossibletothrivesans geographies.Thisfieldisoneof thefewfunctionsin pharmaceuticalswhichmarries scienceandtechnologyand becomesacentralpivotinany data-drivendecision-making organization.Ialsoplanto continuepublishingmythought leadershiparticlesinreputed journalswhichcangiveaccess andopportunitiestothe communitytoengagein meaningfuldialoguesand discussions.

5.Howhasyourimpactgrown andbeencriticalinchanging thefieldofbusinessstrategy andforecasting?

Growingupintheindustry,I hadveryfewwomenleaders, especiallyPOCinthepharma forecasting&analyticsthatI couldlookupto.Alongwithmy severalreputablespeaking engagements,Ihavetriedto multiplymyimpactviaadvising &mentoring.Ihaveguided,

mentored,andledglobaldirect reportstowardachievingthekey strategicimperativesof organizations.

Theintrinsicsatisfactionof impactingthelivesofpatientsis theutmostandprime accomplishment.Tobeableto drivechangeinthelarger healthcarecontextandenablethe "right&critical"decisionsistruly humbling.IknowIamonthe rightpathwhenyoung professionalsconfessthattheyare encouragedtotakeupdata, analytics,andforecasting functionsinthepharmaceutical worldandIamtheir"northstar"." Asapersonofcoloranda woman,Ivaluebeingconsidered thesubjectmatterexpertinthe USAandCanadaandam optimisticaboutthefutureofthe pharmaceuticalindustry.

Ifnotformyeducation,Iwillnot beabletoreachthepinnacleof myfield.Mystrongexpertiseand deepknowledgeofscienceand myentrepreneurialpassionfor marketinghavehelpedmeto thinkoutofthebox.Ihave personallyexperiencedguidance inmyeducationwhichhashelped inlaunchingnewproductsin difficulttherapyareaslike oncology,neuroscience,andrare diseasesnationallyand internationally.Iowemysuccess tomyeducationchoice.

6.Howhasyoureducation helpedyoutoshapeyour enterprise?

7.Post-pandemic,howhasthe eraofbusinessstrategyand forecastingchanged?

TheroleofaPharmaceutical forecasteristodescribewhatthe futuremightbesothatinformed decisionscanbemade.Theline betweenforecastingand decision-makingissometimes blurred. Asforecasters,weneed tofocusondescribingthefuture andenablingdecision-makerson makingdecisions.Istrongly believethatforecastingand Decision-MakingOverlapand it'sthemostcriticalaspectof thisroleinthepharmaceutical industry.Trustthatthese decisionschangethecourseofa producthenceapatienthencea firmhenceahealthcaresystem

8.Whataresomeofthe challengeswhenconducting commercialstrategicanalytics &forecastinginthe pharmaceuticalindustry?

Ibelievethatthepharmaceutical industryisdynamicandeverchangingglobally,although moresointheUnitedStates.4 keystakeholdersmakeupthe healthcareenvironment–academic,advocacy,industry, andcommunity.Tobeableto haveadetailedeyeonthese4 andintegratethatinto meaningfulfact-based deliverablesiseveryforecaster &commercialanalyticsleader's primarychallenge.Thisis alwayseasiersaidthandone.

StrategicForecastingisoften usedtocreatemultiplescenarios andisthemostprimary importantcriticalsteptobeused in(notlimitedto)Finance,P&L, Investmentdecisions,supply chain,medical,sales,marketing, resourcemanagement, budgeting,andcommercial teams.Theotheremerging challengeisthelackof"usable" dataandinformationwhichis furtheraggravatedbytheDigital wave.Weareofteninsituations ofbeing"DatarichbutInsights Poor."

9.Howchallengingisitto arriveatbusinessdecisionsin apharmaceuticalworldin yourfield?

It'samammothtasktoconvert theinsightstoforesight. Especiallyifthefirmis undergoingM&Aor restructuringofthe business/brands,itbecomes criticaltocontinuegenerating insightsandbeanenablerin decision-making.Resource allocation,budgeting,inventory &supplymanagement,P&L, andfinancearesomeofthe functionsimpactedbythe presenceofsharpinsights.One ofthehuman-levelchallenges canbeshiftingpriorities, attritionorlayoffs,dataquality issues,etc.Boththeorganization andhuman-levelchallenges persistbuttheshowmustalways goon.

10. How have you challenged the status quo or the norm?

Throughout my career I have had several opportunities wherein I have challenged the norm, Whether it was leading a 9-member global team in different geographies or being the only women team lead in the management committee, I have always managed to shine in the face of challenges. One very noteworthy incident was to be able to challenge the way historical strategy and forecasting platforms were used in my organization and help break the senior management's comfort zone to upgrade our platforms to the industry's best practice. What made me look up and lead was the idea that we can't rely on others to notice us or tap us on the shoulder. Learning to be brave and speak up can be empowering and is the only way to go.

11.Howhaveyourpersonal lifeexperiencesinfluencedthe entrepreneurinyou?

Itickalltheproverbialboxes, Immigrant,Firstgeneration Canadian,personofcolor, Woman,VisibleMinority& MoM. Bycheckingsomany boxesIalsotakethe responsibilityofwalkingthe talkandbeingmindfulthat youngminds&everybright femalewhofallsinanyofthese bucketswhowantstobeheard arewatchingme.Becauseof theseattributes,Ialsoamfaced withchallengesatmultiple levels(personallyand professionally)whichIhave handledwithresilienceand trustingmyability.

Thefemalementorsinthisspace arelimitedandIleadby exampleandwanttoshowthe upcomingleadersthatifIcando it,theydefinitelycan.

HISTORY

TheSydneyHarbourBridgeisasteelarchbridgethatislocatedinAustralia andcrossesSydneyHarbour(also knownasPortJackson).Thebridge, whichhaditsinauguralopening ceremonyin1932,isnowusedasthe primaryconnectorforpublic transportationbetweenSydneyandits northernsuburbs.Becauseithasaspan ofaround500meters(1,650feet),itis consideredtobeoneofthelongest steel-archbridgesintheworld.Along itslength,itisequippedwithtwo pedestrianwalkways,ahighway,and fourseparaterailwaylines.

In1924,Bradfieldwasinchargeof overseeingthebeginningofthe project.Becauseofthedepthof SydneyHarbour'swaters,itwas impossibletoemploytemporary supports,thereforethesteelarchwas constructedfromeithersideofthe harbor.Thetwosidesfinallyconverged inthemiddleintheyear1930,anda grandceremonywasheldtocelebrate thebridge'sofficialopeningonMarch 19,1932.

CULTURALSIGNIFICANCE

TheSydneyHarbourBridgewas designatedashavingexceptional nationalhistoricvaluebythe AustralianHeritageCouncil.Its buildingwasasignificanteventin Australianhistory.Itsinaugurationin 1932wasessentialinthebuildingof contemporarySydneyandservedasa focalpointfornationaloptimism throughouttheGreatDepression.The HarbourBridgehasbecomealasting nationallandmarkandhasinspired manyofAustralia'sleadingartists.Itis oneoftheworld'smostmagnificent archbridges.Althoughitdoesnothave theworld'slongestarchspan,itsmass andloadcapacityarelargerthanthose ofothersignificantarchbridges,and

nootherbridgeinAustraliaequalsto itstechnologicalimportance.The bridgewasthemostexpensive engineeringfeatincontemporary Australia,andalthoughbeingover80 yearsold,ithasyettomeetitsfull capacity.TheSydneyHarbourBridge isespeciallynotableforitsaffiliation withJohnJobCrewBradfield,oneof Australia'smostillustriouscivil, structural,andtransportengineers, whoproducedtheoverall specificationsandoversawthewhole project.

LOCATION

TheSydneyHarbourBridgeinthe countryofAustraliamaybefoundata latitudeof-33.852222andalongitude of151.210556.TheSydneyHarbour BridgeislocatedinAustralia.From Sydney'sCentralBusinessDistrictall thewayuptotheNorthShore.

HOWTOREACH(MODESOF TRANSPORTATION)

ByTrain

ByTram Bus

Taxi

THENEARESTAIRPORT

SydneyAirportistheclosestairportto theSydneyHarbourBridge(SYD) NEARESTRAILWAYSTATION

ByFerry MilsonsPointStation

NEARESTFERRYSTATION

FerrystationsnearSydneyHarbour BridgeinSydney

KirribilliWharf

MilsonsPointWharf

JeffreyStreetWharf

NEARESTPLACEOF ACCOMODATIONANDCOSTTO HARBOURBRIDGE

FourSeasonsHotel

TheFourSeasonsHotelSydneyis colorfulandelegant,withmagnificent harbourfrontviewsandaluxuryday spawithspecialskincareand aromatherapytreatments.Itislocated inthehistoricRocksneighborhood, onlyashortwalkfromthecity'sretail andcommercialdistricts.

Thecosteachnightis$300pernight

TheSebelQuayWestSuites

WhenyoustayatTheSebelQuayWest SuitesSydney,youcanexpectnothing butamazinghospitality,elegant accommodations,andexquisite service.Our5-starhotelprovideslarge apartment-styleapartmentswithviews oftherenownedSydneyHarbour Bridge,OperaHouse,TheRocks,and CircularQuay.TheSebelQuayWest SuitesSydneyissuitableforshort getaways,specialevents,andlongtermvacations,andislocatedinthe historicRocksarea,12.4kilometers

fromSydneyAirportandtheFerry Terminal.

Cost:$240pernight

HotelKithDarlingHarbour

HotelKithDarlingHarbourisa modernurbansanctuary Thisboutique hotelhasfoursmallroomtypes, includingthePetitequeenandPetite twinroomseriesfortravelers searchingforafashionableand comfortableplacetobedafteralong dayout,aswellastheStandardqueen roomsandQueenwithBalconyrooms forthatmorewiggleroom.

Cost:$230

CrownTowersSydney

CrownTowersSydneyisthegold standardinAustralia'spremiumhotel sector,havingreceivedaForbesaward forguestsafety.Eachaccommodation

hasstylish,contemporarydécorthat capturesthespiritofthestunningand distinctiveharborsideposition,with wonderfullyframedviewsofSydney's skyline.

Cost:$500pernight

MUSTFOODTOTRYOUT

XOCrispyFriedDumpling(5)Scallop Steamed(2pieces)

HalfshellscallopsteamedwithXOchilli andshallotsoysauce

QuailwithSaltandPepper(2pieces)

Stir-FrywithDriedChickenandBlack BeansBlackBeanSaucewithFired ChickenThighFillet(skinon)

MushroomwithSeasonalVegetablesin SoySauceVegetableSupreme

ChopsofMandarinPork

DuckinPlumSaucewithFriedPork

ChopsTossedinSoyandChinkiang BlackVinegar

DucklingCrispywithSugarCaneand

PlumSauce

FilletPanFriedwithWasabiWasabiSlatheredSteakCube

StirFriedSalmonCubewithXOChilli XOChipotleSeafoodDuckwith MushroomSoupandDryConpoy SeafoodBeancurdSoupSoupwithHot andSourSauceSoupwithCrabmeat andSweetCorn

THINGSTODOANDTHINGS NOTTODO.

THINGSTODO

THINGSNOTTODO

1.Goingonastrollwithoutatourguide

2.Stayingoutlateatnight.

3.Attemptingtoenterthewater

BESTTIMETOVISIT.

Ifyou'reconsideringaBridgeClimbing Adventure,youmaybewonderingwhen theoptimumtimetoclimbtheSydney HarbourBridgeis.Thequickansweris thatyoucandosowheneveryouchoose. WhatmakestheBridgesowonderfulis thatitprovidesafantasticperspectiveof thecity,theharbor,anditsenvironsatall timesofday.

Climbsareheldatdawn,noon,sunset, andatnight.Eachtimeofdayhas variousfeaturesthatmakeaClimb uniqueandwellworthrevisiting.

CLIMBINGDURINGTHEDAYIS ENJOYABLE.

Duringtheday,youcanhearSydney's hecticbuzz,fromshipssailingbelow toSydneysidersgoingabouttheir business.

ViewsoftheazureseasofSydney Harbour,theOperaHouse,andthe splendoroftheRoyalBotanicGardens willbeavailableasyourise.

TheClimngiteamcanalsoprovideyou withsomefantasticphotographs.

CLIMBINGATNIGHTCAN PROVIDEABEAUTIFULNIGHT VIEW

Atnight,Sydneycomesalivewith brilliantlightsandalivelynightlife.In theevening,theBridgeClimbofferslit 360-degreeviewsofthecityandits surrounds.

CLIMBINGATDAWN

Thesaying"theearlybirdgetsthe worm"accuratelyreflectsmorning climbing.Believeuswhenwesuggest thatgettingupearlytowatchthedawn overSydneyHarbourisworthwhile.

7.Admirethesunriseorsunsetfromthe HarbourBridge.

3.Open-TopBigBusHop-onHop-off Tour

6.CLIMBtothehighestarchofthe HarbourBridge.

1.HarborCruisewithLunchBuffet

2.HarborCruisewithPremium3CourseDinner

4.3-HourCatamaranWhaleWatching Tour

5.HarbourE-BikeTourGuided

CLIMBINGATTWILIGHT

Thetransformationofthedayinto theeveningfromtheSummitisa spectacularsightthatmustbe experiencedtobeappreciated.The benefitofatwilightClimbisthat yougetthebestofbothworlds: SydneyduringthedayandSydney atnight.

NEARBYPLACES

PylonLookout

TheentrancetothePylonLookout andMuseum,oneofthetopSydney touristsites,islocatedatthefirst pylon.

TheOperaBar

Yes,thislocationallowsyoutokill twobirdswithonestone!TheOpera Bar,whichsituatedrightopposite theSydneyHarbourBridge,hasone ofthegreatestviewsofthebridge. Youmaygetupupandpersonal withtheSydneyOperaHousebefore relaxingwithadrinkandsome harbourbridgeshots.

BluesPointReserve(McMahons Point)

BluesPointReserveatMcMahons

Pointisalocalfavoritebecauseit providestheidealsettingforapicnic withaview Welivedfairlyneartothis locationandpasseditonourwayto theboat.Despitethefactthatwesawit everyday,itstillastoundedus.

Atlowtide,atinybeachemerges, allowingyoutosnapaphotosquareon (andyoucanevengetsomeoneinthe frametoofferperspective,asourniece graciouslydidabove!).

CahillExpressway

TheCahillExpresswayisanexcellent locationforanighttimephotoofthe HarbourBridge,particularlyifyou happentobeintownduringVivid.

Youcanobtainaviewofthewhole harbour,includingthebridgeandthe OperaHouse.DuringVivid,youmay capturesomeincrediblelighttrails, likeourbuddyLeedidwiththisphoto.

ObservatoryHill

ObservatoryHillprovidesa spectacularviewoftheHarbourBridge andTheRocks.Thereisalargegrass

torelaxon,whichisidealforapicnic andaterrificareatoviewthesunset (whichhappensintheopposite directiontothebridgebutstilladds lovelysoftlighttophotos).It'salso freetoparticipate.

AVAILABLETOURS

BigBusSydneyandBondiHop-on Hop-offTour

ASydneyandBondiBeachbustrip providesalloftheadvantagesofa guidedtour,suchashassle-free transportationandonboardaudio commentary,whileallowingyouto exploretheattractionsatyourown speed.Ticketsaregoodfor24or48 hours,allowingyoutojumponandoff atsightssuchasSydneyHarbour,the Rocks,theRoyalBotanicGarden,and HydePark,orjustrelaxandenjoythe sceneryfromanopen-topdoubledeckerbus.

SydneyTheRocksGuidedWalking Tour

mysteriesofSydney'slegacy.Your guidewillleadyoualongshady lanewaysandcobbledcourtyards whereyou'lldiscoversomeofSydney's earliestbuildings,includingCadman's Cottage,builtin1816,andthe GarrisonChurch,builtinthe1840s, withstunningviewsofSydney HarbourandtheCampbellsCove Wharves.

SydneyBikeTours

Thiscitybicycletripallowsyoutosee Sydneylikeanative,withfourdistinct itinerarychoices.Allowyourguideto handletherouteandnavigationwhile youenjoytheview,passingattractions liketheSydneyHarbourBridgeand theSydneyOperaHouse.Youcan

chooseabiketourthatfitsyour scheduleandbudgetbyofferinga varietyoftourlengthsandfocalpoints.

SydneyHarbourHighTeaCruise

Enjoyaleisurelyafternoonsailaround SydneyHarbour,completewithhigh teatreatsandsparklingchampagne. Duringthis1.5-hourpicturesque viewingtour,you'llgetgreatviewsof classicSydneysitesincludingthe SydneyOperaHouse,SydneyHarbour Bridge,FortDenison,andthecity skyline.Upgradetogetawindowsea withgreatviewsoftherenowned gorgeousharborcity.Keepyour cameraavailableforamazingpicture opportunitiesineverydirection.

Reserveatablefora2-Course1.5Houror3-Course3-Hourlunchcruise inSydneyHarbour Asyourboatglides downtheriver,you'llseeiconic SydneysightsincludingtheSydney OperaHouseandtheSydneyHarbour Bridge.Yourseateddiningexperience includesdedicatedserviceforyour chosentwoorthree-coursemeal.As youtakeinthescenery,avarietyof freshseafood,pork,andveggiemeals areoffered.Upgradewhenmaking yourreservationtoensureawindow seat.

SydneyHarbourTopDeckLunch Cruise