Digital First Magazine – December 2023 – Most Innovative Company in 2023 by Connecta Innovation

GLOBAL EDITION

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Digital, Technology and Business Insights

MOST INNOVATIVE

COMPANY IN 2023

Ground Penetrating Radar Systems LLC (GPRS)

FEATURING INSIDE Christopher Surdak Managing Director, Quantiqs, Inc. Mariana Torres, Co-founder & CEO, Diversa Jobs Richard Stiennon, Chief Research Analyst, IT-Harvest & Author

DR. ELENA MORETTINI

Sandra De Zoysa, Group Chief Customer Officer, Dialog Axiata PLC

G LO B A L H E A D S U S TA I N A B L E B U S I N E S S , G LO B A N T

Innovating & Reshaping Strategies for

Companies to Become Climate Positive

DECEMBER 2023

Digital First Magazine December 2023

www.digitalfirstmagazine.com

December 2023

Managing Editor Sarath Shyam Consultant Editors Dr. John Andrews Naomi Wilson Emma James Stanly Lui Andrew Scott Steve Hope Sabrina Samson Keith Alexander Creative Consultants Charlie Jameson Louis Bernard Shirley David Branding & Marketing Partnerships Jennifer Anderson Monica Davis Jessica Edword Rachel Roy Anna Elza Stephen Donnell Cathy Chen Enquiry admin@digitalfirstmagazine.com

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Digital First Magazine December 2023

Vol - 4 Issue - 14

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Asia-Pacific Ramanashree Arcade, 18 MG Road, Bangalore, India Digital First Magazine is a digital magazine published by Connecta Innovation Private Limited. All rights reserved. The opinions expressed in the content are those of the authors. They do not purport to reflect the opinions or views of the Connecta Innovation Private Limited or any of its members or associates. The publisher does not assume any responsibility for the advertisements and all representation of warranties made in such advertisements are those of the advertisers and not of the publisher. Digital First trademark is owned by DFG Digital First Infotech Pvt Ltd. and Connecta Innovation Pvt Ltd. has permission to use Digital First brand name. Digital First Magazine is a Free Subscription digital magazine strictly not for sale and has to be strictly for internal private use only. Publisher does not assume any responsibility arising out of anyone printing copy of this digital magazine in any format and in any country and all matters related to that.

MANAGING EDITOR’S NOTE

Beyond Boundaries: Navigating the Digital Landscape of 2024

s we head into 2024, we are filled with excitement and wonder about the possibilities of the digital revolution. We’ve come a long way, and Artificial Intelligence is just one of the many technologies that we’re exploring. In the upcoming issues, we will cover a range of innovative technologies that are transforming various industries and societies. From blockchain to quantum computing, nanotechnology to synthetic biology, robotics to 3D printing, and AR/VR, we take a deep dive into these cutting-edge areas.

One of the topics we explore is the potential risks associated with Artificial Intelligence, as it has the power to surpass human intelligence. We will present different perspectives on this topic from experts, as it’s something that requires careful consideration. In this issue, our cover story features Dr. Elena Morettini, who is a leader in the energy industry and a strong advocate for environmental protection. She’s the Global Head of Sustainable Business at Globant and has made significant contributions to the Horizon 2020 Marie Sklodowska Curie Research Networks program of the European Commission. Her recognition as one of the best 10 Carbon Neutral Speakers in Europe for 2023 is a testament to her commitment to a sustainable future. We also feature the Most Innovative Company of 2023, showcasing technologydriven excellence. We want to inspire our readers to explore the intersection of technology and sustainability and stay updated on cutting-edge trends. We are grateful to our readers, contributors, and trailblazers who are shaping the digital frontier. Our aim is to take you on a journey into the heart of innovation, and we hope you enjoy reading the magazine. Enjoy Reading.

Sarath Shyam Digital First Magazine December 2023

DR. ELENA MORETTINI G LOBA L HEA D S U S TA INA BLE BU S INES S, G LOBAN T

INNOVATING & RESHAPING STRATEGIES FOR COMPANIES TO BECOME CLIMATE POSITIVE

10 STORY COVER

Ground Penetrating Radar Systems (GPRS) Matt Aston, President & CEO Data Control = Damage Control: The GPRS Difference

Digital First Magazine December 2023

LEADER’S INSIGHTS

38 Enabling More Equitable & Fairer Career Paths for Professionals Mariana Torres, Co-founder & CEO, Diversa Jobs

Helping Clients Implement Actionable & Sustainable Business Strategies Christopher Surdak, Managing Director, Quantiqs, Inc.

Digital First Magazine December 2023

EXPERT OPINION

48 Empowering the Next Generation of Women Leaders Sandra De Zoysa, Group Chief Customer Officer, Dialog Axiata PLC

Nocode is the Revolution We Have Been Waiting For Richard Stiennon, Chief Research Analyst, IT-Harvest & Author

Digital First Magazine December 2023

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Digital First Magazine 10 Digital December December 2023 2023

DR. ELENA MORETTINI G LO B A L HE A D S U S TA I N A B L E B U S I N E S S, G LO B A N T

INNOVATING & RESHAPING STRATEGIES FOR COMPANIES TO BECOME CLIMATE POSITIVE Dr. Elena Morettini has a long track record in the Energy Industry, including R&D. Given her scientific experience and background, she was appointed in November 2020 as Global Head of Globant’s Sustainable Business Studio. At institutional level, Elena has enthusiastically worked as Vice-Chair for the Horizon 2020 Marie Sklodowska Curie Research Networks program of the European Commission since 2004. Also, Elena currently has been nominated among the best 10 Carbon Neutral Speakers in Europa for the year 2023. In January 2020 she co-founded Because Energy Matters, a knowledge company specialized in strategic consulting on sustainability, climate change policies, climate finance, carbon management and sustainable Organizations. As a strong believer that each industry needs to be accountable for its own emissions, Elena is leading in Globant the practice of green it which seeks to create technology with the lowest possible energy consumption rates. Recently, in an exclusive interview with Digital First Magazine, Dr. Morettini shared her professional journey, her current roles and responsibilities as Global Head Sustainable Business at Globant, her biggest stress relievers, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.

Digital First Magazine December 2023

Dr. Elena, please tell us about your background and areas of interest. At Globant, I lead our Global Sustainable Business Studio – where we work to support clients from all industries, maximize the use of data, innovation, and technology to build impactful, tailored solutions for decarbonization and ESG in general. I am very passionate about finding new solutions through blockchain, AI and Hyperautomation to speed up activities and strategies that will benefit people, planet and business. This is what I do today. In the past, as a geoscientist and woman in STEM working within the energy industry, I have spent my career in climate modeling, energy transitions and methane emissions capture, advocating the smartest ways to accelerate all of them. My PhD in Earth Science really opened my eyes to the world of planet boundaries and sustainability – and how critical it was that businesses took the challenge ahead seriously. From there, I founded my own startup – BecauseEnergyMatters – dedicated to climate finance and carbon management, as well as diversity and inclusion. I’ve also held advisory roles, focusing on energy transitions and sustainability strategy, including positions at the European Commission and Instituto Argentino del Petróleo y del Gas. Since joining Globant, I believe more than ever that technology plays a critical role in addressing our global environmental and social challenges. I’m focused on innovating and reshaping strategies for companies to become not just climate neutral but climate positive.

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How can disruptive technologies such as AI help organizations accelerate their climate and sustainability commitments to investors and customers? New technology trend implies a rush to implement it! We’ve certainly seen that this year with generative AI. My first recommendation would always be to take a step back and become aware, educated about that specific new technology to fully understand and calculate its full ESG impact. Tech has an energy consumption aspect that can imply intensifying emissions. When that is the case, we need to know the numbers associated with it! Artificial intelligence (AI) plays an absolute role in finding, accelerating,

and scaling up sustainability solutions and commitments. The automation of climate data collection and analysis is ultimately transforming our abilities to take real-time climate decisions that optimize resource usage, waste, and carbon emissions – but it comes at the cost of increased energy consumption. We need to consider that. Tell us about your roles and responsibilities as Global Head Sustainable Business at Globant. As the Global Head of Sustainable Business at Globant, I oversee the development and implementation of our sustainability-oriented tech services and I cooperate with the corporate sustainability sector to decide on our best sustainability strategies for Globant.

I’M FOCUSED ON INNOVATING AND RESHAPING STRATEGIES FOR COMPANIES TO BECOME NOT JUST CLIMATE NEUTRAL BUT CLIMATE POSITIVE

Digital First Magazine December 2023

My role also involves collaborating with cross-functional teams to drive innovation in sustainable solutions, nurturing partnerships, and championing Globant’s commitment to environmental stewardship.

ACHIEVING NET ZERO EMISSIONS IS A TOP PRIORITY FOR GLOBANT: WE MOVED TO 100% RENEWABLE ELECTRICITY IN 2020 AND ACHIEVED CARBON NEUTRALITY IN 2021

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What are some important priorities in front of you for your net zero journey? Achieving net zero emissions is a top priority for Globant: we moved to 100% renewable electricity in 2020 and achieved carbon neutrality in 2021. Our decarbonization journey continues to evolve and we are now focusing on reducing our operational carbon footprint, continuing using renewable energy sources only, and offsetting any remaining emissions. We’re also committed to fostering a culture of sustainability within our organization, ensuring that every Globant employee is engaged in our net-zero efforts.

You have been serving as ViceChair for Marie Curie IndustryAcademia Partnerships and Pathways Horizon2020 – Energy & Env at the European Commission since 2004. Please brief us about your key priorities and goals. My role as Vice-Chair for Marie Curie IndustryAcademia Partnerships and Pathways Horizon 2020 – Energy & Environment has been selecting projects that would foster collaboration between academia and industry in the fields of energy and the environment, shaping the European scientific area. Key priorities include promoting innovative research, supporting knowledge transfer, facilitating the development of scientific talent at all levels. Our goal is to bridge the gap between academic research and practical industry applications, ensuring that cutting-edge research contributes to addressing global energy and environmental challenges, educating young and senior researchers. As the Co-Founder of because energy matters, what are the challenges you see facing your sector right now? How can we overcome those challenges? In the face of increasingly comprehensive and nuanced policy and regulatory hurdles, the energy and sustainability sectors need rapid technological innovation to scale-up their sustainability efforts. Partnerships and collaboration is essential to facing these challenges head on – we need to pool as much expertise and knowledge across sectors as possible. Those that can must invest in research and development

to drive innovation and advocate for supportive policies. Startups can help large legacy companies innovate; large legacy organizations can help startups scale. We have to work together in an inclusive — it’s the best and only way. In your academic or work career, were there any mentors who have helped you grow along the way? What’s the best piece of advice you have ever received? Throughout my career, I’ve had the privilege of learning from mentors and peers who have been so precious in my growth. Being a rebellious spirit, I have always thrived in change, which also implies insecure grounds around and ahead. Without the support of peers and mentors, I would not have been able to perceive a safe environment for that change-making attitude to persist. I have received fantastic constraints and suggestions, as well as encouragement, two very precious of which are about authenticity and knowledge or learning. The ever-evolving landscape of sustainability and technology demands continuous learning and adaptation. Embracing change and seeking knowledge from diverse sources have been essential to my personal and professional development. What’s a leadership lesson that you’ve learnt that’s unique to being a female leader? Do not underestimate the value of resilience and perseverance. In male-dominated fields like energy and technology, women are outnumbered and struggle to get voice heard – don’t give up. And look to see who you can help along the way: the more women we

Digital First Magazine December 2023

THE LANDSCAPE IS CHANGING ALL THE TIME - STAY CONSTANTLY INFORMED ABOUT THE LATEST TRENDS AND INNOVATIONS, TRYING TO AVOID DOGMAS AND PARADIGMS

bring to the table, the easier it will be to make sure voices are heard. Nevertheless, I think that leadership is a matter of talent, ethics, charisma and hard work, all genderless characteristics. What is your biggest stress reliever? Seaside. The surroundings of any sea, being a mediterranean person, is my medium. And as a geoscientist I feel better if my work contributes to the preservation of these natural treasures. Still, the smiles and happiness of my kids is the greatest balm to any stress. Let me also say that this phase of my life and career brings more joy than stress to me! Where do you see yourself in 5 years from now? I wish to be able to see many industries materialize their Agenda 2030 and those sustainability roadmaps that we have contributed to create. I want to see real change in how leaders embed sustainable practices in the foundation of their businesses. I also hope to be mentoring and empowering the next generation of sustainable leaders –

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learning from them as well as helping them on their own career paths! And on a more personal wishlist level, I want to become the Chief Sustainability Officer of a football club, to please and surprise my kids! What would you advise to new sustainable leaders on where to start? Start by building a strong foundation of knowledge in science and data-based sustainability. Continue by surrounding yourself with smart and talented people, together with whom work out areas that you can carve out as your innovation niche. The landscape is changing all the time - stay constantly informed about the latest trends and innovations, trying to avoid dogmas and paradigms. Connect and share ideas, reach out to sustainability and inspiring leaders with no shyness. Lastly, never underestimate the power of persistence. Sustainable change takes time and dedication, you’ll face some challenges along the way, but the impact is worth the effort.

Digital First Magazine December 2023

MOST INNOVATIVE

COMPANY IN

2023

Ground Penetrating Radar Systems (GPRS) Data Control = Damage Control: The GPRS Difference

round Penetrating Radar Systems (GPRS) is the leading company in the United States able to Intelligently Visualize The Built World™ above and below ground to keep its customers’ projects on time, on budget, and most importantly, safe. Founded in 2001, GPRS thrives thanks to its ever-present spirit of innovation. By visualizing possibilities for its team members, customers, and industry, GPRS innovates new

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opportunities for construction, facility and portfolio management, and safety. From Humble Beginnings, a $160 Million Company Grows GPRS’ beginnings were humble, as were President & CEO Matt Aston’s ambitions. His goal was to create enough income to support his young and growing family. So, he purchased a ground penetrating radar (GPR) unit from an ad in a magazine, reasoning that

Matt Aston, President & CEO

Digital First Magazine December 2023

A GPRS Project Manager 3D laser scanning at Gillette Stadium in Massachusetts.

“I am blown away by the services that GPRS provides. It is a total state-of-the-art setup, from the tech reports to the hands-on equipment, to the highly trained video tech. I recommend GPRS for any project; they are capable of doing more than you can imagine.” – Rudy Raymond, J.W. Fowler

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he could utilize it to help the construction industry see inside concrete slabs to locate post-tension cable, rebar, and encased MEP features to avoid dangerous and costly construction accidents. For most of its first year, the company was run from the Aston family car and dining room, with Aston making the rounds of the Greater Toledo, Cleveland, and Detroit areas in search of

construction sites that could benefit from the technology. Things changed when Aston made his now famous “One More Stop,” on December 23, 2001, at a construction site near the Detroit Metropolitan Airport. There, he encountered an executive involved in constructing the Detroit Westin Hotel. “I was sure I was going to get kicked out of the trailer, but Gary Wolfe, the construction executive on the project for Walbridge Aldinger, read my brochure, looked over his glasses at me, and said, ‘Are you telling me this thing can find post tension cables in concrete?’ I said that it was the primary application for the technology. Gary then says, ‘This hotel has 400 rooms. The architect’s in Boston, the engineer’s in Atlanta, and our job is here in Detroit. I just got notified that I have to move every toilet flange, tub drain, every sink… All the drain lines for every bathroom in this hotel. We’ve already poured the slabs, the post tension cables are already in. Clearly, I can’t cut them. So, we’ve got to figure out what we’re going to do.’” More than 2,000 concrete scans later, GPRS had located on every floor of the hotel, and established that GPR was an invaluable tool for construction safety. It also sowed the seeds of GPRS’ future – providing accurate as-built data with 99.8% accuracy. Word began to spread about the new tool that was safer and easier to use than existing x-ray technology for imaging concrete, and soon, Aston had more business than he knew what to do with. Never one to shy away from a challenge, he began enlisting and training his friends to join GPRS and expand beyond the Midwest.

Digital First Magazine December 2023

Chris Moore, GPRS Sr. Vice President of Internal Operations recalled how Aston’s father, Skip, tried to recruit Moore into GPRS. Moore was reluctant to join the new venture until a breakfast meeting nearly a year later. “Matt explained that he was looking for team members who would come on board. He said he’d give me business cards, equipment, and a truck, send me off to a market and to try to make a go of it. I thought that sounded really interesting, and that’s how I got my start.” Moore went from expanding GPRS in northeast Ohio markets to relocating to Florida, where he created the first foothold for the company in the Sunshine State.

Chris Moore, Sr. Vice President of Internal Operations

GPRS Project Managers are experts in utilizing multiple technologies to map subsurface utilities & features.

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“Overruns on cost can blow a project budget. When GPRS scans concrete or for utilities on our projects, it helps us limit unforeseen change orders or repair costs.” – Matt Morris, Swinerton Construction

It was a risk to spread the fledgling firm’s assets so thin, but the strategy paid off and demonstrates what was to become one of many points of innovative thinking regarding how GPRS approaches growth: Leverage what you have to expand your footprint. That kind of leverage often requires outside-the-box thinking, like deciding to cover most major U.S. regions with what anyone would consider a skeleton crew of nine. However, Aston had complete trust in his well-trained and entrepreneurially minded GPR operators. Their can-do attitude added successful job after job to the company’s resume. Below is a brief list of the “Milestone Jobs” that put GPRS on the map nationally: • The Detroit Westin Hotel – 2002 • Trump Tower, Chicago – 2006 • BP Refinery, Chicago – 2007 • UCLA/UC Harbor Hospital – 2008 • The Austonian Hotel, Texas – 2009 • Elk City Wind Farm, Oklahoma – 2009 • Kohl’s/Davaco (Nationwide) – 2014 • Chevron, Texas – 2017

Digital First Magazine December 2023

Now, the company has more than 500 elite Project Managers and another 300 corporate staff spanning the United States – each one as invested as the original crew in providing spectacular service with a consultative approach to customer needs. That continued top-down trust and personal accountability are key factors that allow GPRS to maintain a 99.8% accuracy rating in utility locating & concrete scanning on nearly half a million jobs and counting. In Pursuit of 100% Subsurface Damage Prevention Back when Aston and his friends needed to be trained, the only place such training was available was from the company’s GPR supplier, GSSI. There was no industry standard for training certification for GPR in 2001, and although

GPRS PMs encounter many unexpected events on jobs, like these curious horses on a recent job for a wind farm in the Dallas-Fort Worth area.

SIM Level 1 certification requires 80 hours of classroom work & 320 hours in the field.

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the American Society for Nondestructive Testing (ASNT) now provides some training standards, the minimum requirement for Level 1 certification remains a mere eight hours of classroom training. Once again, innovation was required to ensure that the growing team of professional Project Managers would all be held to the same, personally accountable, standards, no matter the job. Thus, Subsurface Investigation Methodology (SIM) was born. SIM requires a minimum of 80 hours of classroom training and some 320 hours of mentored field training to achieve Level 1 certification. Similar requirements accompany the Level 2 and Level 3 SIM training. To make certain that every Project Manager achieves and maintains the rigorous SIMSpec requirements on the job, GPRS took SIM a step farther and built their own GPRS Training

Academy, where PMs are trained in a setting unlike any other: More than 3,000 square feet of concrete slab filled with an increasingly complex maze of encased post tension cables, conduit, piping, rebar, USTs, and even an elevator shaft. Moreover, the company has partnered with The University of Toledo in a unique pilot program: GPRS PMs do mentored field work on the 150-year-old campus under the watchful eyes of their instructors, and the university receives complete visualization of its entire campus in return. No GPRS Project Manager goes into the field solo until they have completed SIM Level 1 training. That means that they are expert in a wide variety of visualization and locating technologies, which could include GPR, 3D laser scanning, video pipe inspection (VPI),

“Working with GPRS has been a true pleasure. Their large geographic footprint of local professionals has allowed them to support our high volume and short turnaround needs while still maintaining quality.” – Scott Brantley, Tower Engineering Professionals

Digital First Magazine December 2023

A GPRS Project Manager preparing to deploy a camera for video pipe inspection

and more. Every GPRS Project Manager is empowered to consult with clients to look beyond what they have asked for to find what their job really needs. The unique combination of industry-leading training, the entrepreneurial spirit of GPRS Project Managers, and their fervent attention to detail is how GPRS has achieved and continues to maintain its 99.8% accuracy rate. A satisfied GPRS customer, Sixtus Aliriagwu, Environmental Health & Safety Manager, DPR Construction, says, “With every project we do, we’re aiming for zero incidents, zero accidents, zero near misses, and zero unplanned interruptions to business operations... It’s very important to me, as a safety professional, to make sure we’re working safe every day, and doing the job perfectly without having any

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issues or incidents. GPRS plays a huge role in what we do.” In fact, GPRS is so certain of the expertise of its PMs that it offers the Green Box Guarantee. When a GPRS Project Manager marks out a green box on a concrete scan with “clear” inside it and the customer cuts, cores, or drills into that spot and hits a line, rebar, or post tension cable, GPRS will pay the material cost to repair it. Period. Only a company with complete confidence in its field team could provide such a promise. So Much More Than GPR Often, the most innovative ideas are the simplest. GPRS’ continual emphasis on accurate subsurface data collection and safety led to a natural evolution: the addition of

more ways to “see” what’s underneath. Since 2007, the company has grown its service lines to include electromagnetic (EM) locating, leak detection, and NASSCO-certified video pipe (CCTV) inspection, among others, to expand customers’ knowledge of their subsurface infrastructure. Because accurate subsurface data is one of the most important components of a safe jobsite. GPRS developed and exclusively sponsors two nationwide annual construction & infrastructure safety weeks: Concrete Sawing & Drilling Safety Week (CSDSW) in January and Water & Sewer Damage Awareness Week (WSDAW) in October. Further, they co-sponsor

“Excellent level of detail, and excellent summary of work provided via email following the scan. There’s no one else I’ve worked with that delivers this level of detail and quality.” – Matt Wilcox, JTM Construction

GPRS PM Kaleb Summers documented his “green boxes” on a recent scan

Digital First Magazine December 2023

GPRS Project Manager Jaime Gamache uncovered a historical rebar pattern in the Watertown Arsenal.

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Construction Safety Week (CSW) each May. For each of these events, GPRS sends its safety experts onto jobsites, into trailers, and into board rooms to educate workers, safety professionals, and stakeholders on the importance of following best practices when cutting or coring concrete, how to stay safe on the jobsite, and how to prevent cross bores, non-revenue water loss, and accidents caused by utilizing trenchless technology without accurate subsurface information. Once the company was certain it could find and provide pinpoint-accurate data for everything underground, it became apparent that they were limiting themselves (and their customers) to subsurface technologies. So, GPRS innovated again. This time, one might say it was the tip of the iceberg of the biggest innovation GPRS has undertaken. In 2022, GPRS acquired TruePoint 3D Laser Scanning, and added 3D laser, Matterport, and drone photogrammetry to its subsurface service lines. 3D laser’s LiDAR technology allows for millimeteraccurate 3D measurement of even the most dangerous and difficult-to-reach places, and Project Managers can utilize Matterport and 3D laser scanners to capture their utility locating, VPI, leak, and concrete markings to build a complete, integrated data set that allows customers to see accurate as-builts of an entire site, above and below ground. To our knowledge, GPRS is the only company in the United States able to offer complete site visualization services on a national level. Just as the company has adopted an industry-leading standard with SIM, GPRS Project Managers who specialize in

3D laser scanning are required to complete an additional 40 hours of classroom and mentored application training before utilizing the technology for our customers. This is why they say GPRS Intelligently Visualizes The Built World.™ What Does GPRS Do With All That Data? It is difficult to imagine the sheer volume of subsurface, utility, telecommunication, construction, concrete, 3D laser, sanitary and storm sewer, and water infrastructure data GPRS has built up in over 22 years of business and almost half a million jobs. One of the many lessons learned along the way is that it’s difficult to visualize the data for a single utility locate, let alone the complexity of information that comes from a full above and below ground site scan. So, the company set out to make visualizing their subsurface and above ground data as easy as possible. In 2019, GPRS created a dedicated in-house Mapping & Modeling Team to do just that. This group of CAD experts and 3D designers can take anything from a simple GPS-mapped utility locate to a full site scan and create the drawings, maps, and 3D BIM models – the accurate, updated as-builts clients need – to design, plan, prefabricate, build, renovate, and maintain their buildings, facilities, and campuses, above and below ground. And, because the “boots on the ground” collecting that data are experts in safety and accuracy, the Mapping & Modeling Team can create some astonishing results: like an

Digital First Magazine December 2023

integrated 3D BIM model that married the architectural and engineering data to the GPRS-collected as-built information to show a comprehensive above and below ground picture of a proposed healthcare center expansion, CAD drawings and 3D models of draped post tension cables in a new Detroit high-rise to aid design and construction planning, and a complete facility subsurface and aboveground walk-through for a Big Three automotive plant. In short, if you need to see it, GPRS can visualize it for you. In the first example mentioned above, the integrated 3D BIM model GPRS created showed that the proposed building footprint had been mis-measured by three full feet. A video pipe inspection found that there were previously undetected brick sanitary sewers, possibly dating to the 1850s, running under the proposed construction site. Project Managers also located a large concrete slab that had been covered by soil and asphalt, which would impede the installation of several of the 100 concrete caissons the client intended to install 65 feet below the surface for structural support. All of those findings, and millimeteraccurate 3D laser scanning data, were represented in the detailed digital model, allowing every part of the massive project team to see what they were dealing with and adjust their plans before breaking ground. Over nearly half a million jobs, many with national scope, GPRS has

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3D BIM model integrating existing aboveground and subsurface conditions with proposed construction features.

discovered unknown underground storage tanks (USTs), abandoned water and sewer lines, voids, and has provided updated, accurate subsurface and concrete infrastructure data that has saved clients millions of dollars, thousands of man hours, and most importantly, allowed their customers’ crews to get home safely every night.

GPRS PM Brennan Jeffery’s work on a recent concrete scanning job.

The Future: Data Control = Damage Control GPRS created the industry standard for digital data delivery in 2020 with its Job Services Report & Submittal Letter, where

Unlike the GIS platforms the industry has come to expect, SiteMap ® houses 99.8% accurate data because GPRS collects, refines, and visualizes it

Digital First Magazine December 2023

ABOUT THE AUTHOR

Jason Schaff,

Senior Vice President of Marketing and SiteMap® Product Executive at GPRS.

Schaff has taken many personality profile type tests over the years. While none of them tell the complete story, they communicate who he is as a leader, innovator, and builder. Whether it is the StrengthsFinder results of individualization, strategic, futuristic, command or competition, the DISC assessment results of being a high Ds, a Predictive Index result of being a “Maverick,” or being defined as an Enneagram type 8, each informs on Jason’s strengths

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and what it is like to work or interact with him in a business setting. He is often described as an innovative, outside-the-box thinker who is undaunted by failure, and that is borne out in the trajectory of his career. Schaff loves the challenge of building new things. His evolution at GPRS over the last 14 years places him in building mode, time and again. Whether starting a new office, program, team, department, or initiative, he is grateful to have the opportunity to be a

“starter” for GPRS. He loves being the creative or visionary leader on a team. His love of leadership has nothing to do with being “the boss.” In fact, he states, “My favorite thing about leadership is being able to take a front row seat in watching team members go from new hire to finding their purpose. Whether it is a raise, promotion, departmental transfer or even exiting the organization for a better opportunity, it is truly the best part about leading and the roles that I get to play.”

customers can view, download, copy, and share their accurate infrastructure asbuilts among their team. Even though that delivery method was revolutionary, it still created information bottlenecks, data fragmentation, and led to miscommunications and costly mistakes. Mistakes everyone wanted to avoid. So, Aston and his team envisioned and developed a solution: SiteMap®, powered by GPRS. SiteMap® is the culmination of everything GPRS has spent more than two decades learning about construction, site safety, design, and engineering, distilled into an intuitive user interface that houses the accurate infrastructure data GPRS collects for its customers – mapped, layered, and cross-referenced, so it can be controlled and securely shared to break down information siloes, eliminate communication bottlenecks, and redefine collaboration for organizations in every area of the construction industry. Currently, SiteMap® houses layered subsurface utility data for individual jobs, projects, facilities & campuses, and distributed national portfolios. Every outdoor utility locate job GPRS completes now also comes with a complimentary SiteMap® Personal subscription. GPRS provides customized subscription tiers for full project, facility, or portfolio visualization via SiteMap® Project, Pro, and Team. So Much More Than GIS Unlike the GIS platforms the industry has come to expect, SiteMap® houses 99.8%

accurate data because GPRS collects, refines, and visualizes it. The goal is to eliminate miscommunication and data fragmentation to keep projects on time, on budget, and safe. As SiteMap’s applications expand, subscribers will soon be able to access their CAD drawings, BIM models, conceptual site models, VPI reports, and even 360-degree construction progress updates and records via TRUBuilt, FLRPLN, and WALKTHRU 3D. So, when a SiteMap® subscriber needs to share as-built infrastructure data with subcontractors, architects and engineers, surveyors, or stakeholders, they can curate the user experience to put only the data their team needs into their hands exactly when they need it. The SiteMap® app makes it possible to access job, project, and aggregated historical facility data from any laptop or mobile device, 24/7. The construction world has been slower than most industries to accept and utilize digitized data. That lag time has led to incomplete and inaccurate as-builts, utility strikes, accidents, reworks, change orders, and even building collapses – events that all could have been greatly reduced or avoided by capturing and maintaining accurate as-built data. GPRS’ goal is to provide the accurate data its customers need to keep their projects, their budgets, and their workers safe. That was Matt Aston’s mission 22 years ago, and it remains the core of GPRS’ mission – continual innovation in pursuit of 100% subsurface damage prevention.

Digital First Magazine December 2023

LEADER’S INSIGHTS

Helping Clients Implement Actionable & Sustainable Business Strategies Christopher Surdak, Managing Director, Quantiqs, Inc.

The term digital transformation is constantly used today by executives and companies across all industries. What does this term mean to you? Transformation is not doing things differently thanks to technology and data, it is doing different things because of them. It is recognizing that context, the placement of things in space and time, determines their true value.

Chris, can you tell us about your professional background and areas of interest? How did you get into the digital transformation space? I started work as a spacecraft systems engineer with Lockheed, focused on systems resilience and failure analysis. I then spent some time as a strategy consultant, learning corporate strategy and finance. I then spent a decade building first generation ecommerce platforms, later

Transformation is not doing things differently thanks to technology and data, it is doing different things because of them

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Christopher Surdak is an award-winning expert in Mobility, Social Media, Analytics, Big Data, Cyber Security, Regulatory Compliance, Artificial Intelligence and Cloud with over 30 years of experience. He began his career with Lockheed Martin Astrospace, where he was a spacecraft systems engineer and rocket scientist. Recently, in an exclusive interview with Digital First Magazine, Chris shared his insights on the role of digital transformation in businesses, his career trajectory, current roles and responsibilities, words of wisdom, future plans, and much more. The following excerpts are taken from the interview.

Digital First Magazine December 2023

switching to cybersecurity and eDiscovery. This then led to architecting Big Data solutions, specifically for personalization of social media platforms. This work led me to privacy, regulatory compliance, and legal issues associated with large scale data analytics. More recently, I have returned to my work in digital transformation, based

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upon the use of automation platforms such as RPA and AI. Please tell us about your roles and responsibilities as the Managing Director at Quantiqs, Inc. I assist clients in understanding the technical, business and regulatory implications of new

Amateurs focus on technology; professionals focus on data and people. Technology changes every few months, people are the one constant in nearly all technology projects

platforms such as blockchain or generative AI, and how to use these technologies to achieve true digital transformation. In your opinion, what is more important, being technologically fluent or excellent at working with people? Amateurs focus on technology; professionals focus on data and people. Technology changes every few months, people are the one constant in nearly all technology projects. What would you say are the keys to a successful digital transformation? Accepting that it will be painful, and if it is not painful you are not transforming. Know the goal, not the path. What are the imperative qualities that our forward-looking leaders must adopt to transform businesses for the future? Leadership. Humility. Courage.

What, personally, has allowed you the success you have had in the role of a digital transformation leader? Remain curious, conscientious and consistent. What are your passions outside of work? Motorcycling, flying, hiking, falconry What is your biggest goal? Where do you see yourself in 5 years from now? Help others to learn what I have learned. Continue to learn until I no longer can. What would be your recommendations to large organizations like yours as they look to maintain momentum in their digital transformation journeys? Disruptive metrics lead to disruptive outcomes, and the one thing you can never get back is time.

Digital First Magazine December 2023

LEADER’S INSIGHTS

Enabling More Equitable & Fairer Career Paths for Professionals Mariana Torres, Co-founder & CEO, Diversa Jobs

What is the labor market trend in Brazil, especially after the COVID-19 pandemic? We have observed a strong trend in ESG practices and actions aimed at Diversity, Equity and Inclusion, related to maintaining people’s relationship with labor. Both organizations and professionals are more aware of these issues. In this post-pandemic moment, there has been discussions about the future of labor, psychological well-being, and a search for balance between personal and professional life – strong trends nowadays, especially in the new generations.

When it comes to entrepreneurship, what are some of the main challenges faced by leading companies when doing business in Brazil? Among the main challenges there is the lack of education for entrepreneurship: the culture and stimulus for entrepreneurship in schools are scarce and mostly absent. We also have high tax rates and for many people the high tax burden paid by entrepreneurs is considered a true nightmare, plus an excess of bureaucracy for both starting and maintaining companies.

Organizations still lack diversity and inclusiveness, which means that talented professionals belonging to minority groups do not have opportunities to have access to the market

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Mariana Torres is the Co-founder and CEO at Diversa Jobs. She is an Influencer Top Voice 2022 and Women In Tech LATAM Awards Finalist. She is also the Co-author of the book “Those Letters that women would like to have received before joining in the business market”. Recently, in an exclusive interview with Digital First Magazine, Mariana shared her insights on the post-pandemic labor market trends in Brazil, source of inspiration behind establishing Diversa Jobs, significant career milstones, personal role model, words of wisdom, and much more. The following excerpts are taken from the interview.

Digital First Magazine December 2023

Brazil is one of the most bureaucratic countries in the world. Mariana, please tell us a little about yourself, experience and areas of interest. I am master’s woman born on the outskirts of Rio de Janeiro, psychologist, Master in gender and diversity studies in the University of Málaga (Spain), specialist in social development and master’s student in business administration. I am co-founder and CEO of HRtech Diversa Jobs, a startup that works on diversity and employability, in addition to being LinkedIn Top Voice, Finalist of the Women In Tech Award LATAM 2022 and Coauthor of the book “Those Letters that women would like to have received before joining in the business market”. Since a very young age, I have been interested and studied to understand human diversity and how complex and great it is. My goal is to enable a more equitable and fairer path for people and much more innovative for organizations. As an extra professional interest, soccer is a passion. I’m a great spectator, but a terrible sport athlete. What was the inspiration behind establishing Diversa Jobs? What is the company’s mission and vision? Brazil is the country with the 10th largest economy in the world, but unfortunately with great socioeconomic inequalities and this, of course, is also reflected in the corporate environment. Organizations still lack diversity and inclusiveness, which means that talented professionals belonging to minority groups do not have opportunities to have access to the market. Diversa Jobs’ mission is to make

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Brazilian companies incorporate the power and diversity of the Brazilian people.

People want to feel respected and welcomed in an environment based on their principles. This is where corporate practices, plans and policies can promote quality employment, gathering the best talents

In your current role, what kind of challenges do you face and how do you overcome them? Diversity and ESG, for many people in the corporate world, is very attentive only to issues of socio-environmental commitment. We have a long way to go for companies to understand that DEI has to be a strategic area that permeates all sectors. This affects areas such as employer marketing, customer relationships, employee well-being, productivity and of course, the bottom line. One of the ways I overcome these challenges is by demonstrating to executives that Diversa Jobs can make their teams more heterogeneous, keeping up with market changes and trends, which means better financial results. In your opinion, what initiatives can be taken to promote quality employment in Brazil? Quality employment involves identification. I’ve seen great professionals rejecting offers because they don’t feel identified with the company offering, and this has been very latent lately, especially among younger people. A few years ago, these issues were not so important, but there is an increasing awareness that work-related factors affect the health, economic, social, and psychological well-being of workers. People want to feel respected and welcomed in an environment based on their principles. This is where corporate practices, plans and policies can promote quality employment, gathering the best talents.

Digital First Magazine December 2023

What’s the one thing you’ve accomplished in your career that you’re extremely proud of? At Diversa Jobs we have given opportunities to people who could not even dream of. “I’ve never believed that I could be running in a selection process at this company” I was told once by one of our candidates. With great pride, we have a double impact: at the same time that we generate social impact, access to work, and income for people from minority groups, we also make the companies more diverse, innovative, and profitable. All of this gave us, in 2022, the great title of one of the startups with the greatest socioeconomic impact in Brazil, according to the Ministry of Economy. Can you name one person who had a great impact on you as a leader? Perhaps someone who has been a mentor to you? Why and how did this person impact your life? Maybe she doesn’t even know it, but Maya Colombani, Chief Sustainability & Human Right Officer L’ORÉAL plays an important role in my story. During a meeting she mentored me on leadership, career, and self-knowledge. Maya said, “I’ll do for you what they did for me when I was starting out” and took her time giving me advice on how I could improve. It was a very significant moment for me both personally and

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professionally. She is certainly a leader whose generosity and professional career inspire me. What is the one lesson learned that is unique to being a female leader? Being a woman and occupying a leadership position means always having to demonstrate twice as much to get half, and this can often be tiring. Being a female leader is not easy anywhere in the world, but in Brazil it becomes especially difficult because we are still far from envisioning gender equity, especially in organizations. Less than 30% of leadership positions are held by women. So, in this scenario, I learned that it takes a lot of motivation and strength to overcome some barriers. It’s not always easy, but undoubtedly, companies with women in leadership positions have superior results than their competitors. What advice would you give aspiring professionals around the world? It may sound very cliché, but if I could give some advice, it would be work with what moves your heart. I know it’s not always possible, but acting in something that really makes sense to your life is infinitely rewarding. Besides, of course, never forget to seek a balance between personal and professional life. Work is part of life; it IS not life.

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Digital First Magazine istockphoto.com/DanielBendjy December 2023

EXPERT OPINION

Nocode is the Revolution We Have Been Waiting For Richard Stiennon, Chief Research Analyst, IT-Harvest & Author

oday’s software development processes remind me of typing pools. My first day on the job as an engineer I had to approve a $220K purchase order for two ComputerVision CAD workstations. June of 1982 was at the beginning of the digital revolution. Personal computers were showing up in the workplace. Back then there was a role called “secretary.” These office workers would take dictation in shorthand and type up your letter or memo for you. If it was a

large office, the secretaries would be “pooled” and do the typing for everybody. Typing was skilled labour and secretaries would try hard to produce a good product. If there were too many edits/corrections, they would have to re-type the entire document. As soon as word processors were introduced to the office the quality of first drafts plummeted. Correcting a typo was just a matter of changing a digital document and hitting print. You know what happened? Typing as a profession disappeared. Eventually everyone

There are millions of people employed in pools of thousands who are assigned coding tasks with little idea what the goal is. Give them a set of specifications and they write the code

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Richard Stiennon is Chief Research Analyst for IT-Harvest, the firm he founded in 2005 to cover the 3,500+ vendors that make up the IT security industry. He has presented on the topic of cybersecurity in 31 countries on six continents. He was a lecturer at Charles Sturt University in Australia. He is the author of Surviving Cyberwar (Government Institutes, 2010) and Washington Post Best Seller, There Will Be Cyberwar. His research appears on Substack. Stiennon was Chief Strategy Officer for Blancco Technology Group, the Chief Marketing Officer for Fortinet, Inc. and VP Threat Research at Webroot Software. Prior to that he was VP Research at Gartner. He has a B.S. in Aerospace Engineering and his MA in War in the Modern World from King’s College, London. His latest book Security Yearbook 2023 is coming out in July, 2023.

Digital First Magazine December 2023

We have yet to encounter a showstopper that would require us to transition to a full stack development effort

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had their own computer and typed their own documents. The same thing eventually came to Computer Aided Design. When we introduced CAD at Hoover Universal, I saw a familiar pattern. The “designers” that created the to-scale drawings worked at huge tables 5 feet deep and 24 feet long. With the introduction of CAD, the designers would print out drawings for me to review. I would find things that needed to change and they would go back to the CAD work station, make the change, and print out a new drawing. They could move a line in minutes instead of hours. They did not have to project from plan view to side view to front to iso. But it was so easy that they introduced constant errors—like typos in a memo. By the late ‘80s a company called Parametric Technology Corporation introduced solid modeling to the automotive industry. This tool changed everything. An engineer could sketch out a new part or assembly while defining all the dependencies (parameters) and generate 3D models of anything. I had a brainstorm: What if you had a team of mechanical engineers who could do their own designs? They could design the part, spit out engineering drawings, perform structural analysis, build prototypes, test them to the NTSB specifications and see them through to production. I launched a company to do just that. Eventually we had 16 degreed engineers in the company and no CAD designers. I would love to report that everything changed after that, but no, the auto companies were too set in their ways. Engineers were so buried in paperwork and meetings that their role became one of handling the drudgery while designers continued to make their drawings. That’s why it still takes ten years to create a new product in the auto world. You can see where I am going with this. Software development, even with modern CI/CD processes,

has created the same problem. There are millions of people employed in pools of thousands who are assigned coding tasks with little idea what the goal is. Give them a set of specifications and they write the code. Then QA tests the code and generates tickets for fixes. All under the direction of a product management team. I began to realize this when I had a concept for an app. I created a two-page aspirational document for the app, but to boil it down my spec was: Create a tool that anyone could use to research the 2,800 cyber security vendors around the world. The tool was to be easier and faster to use than a Google Sheet with 2,800 rows and 30 columns. Last year I began to explore building an MVP, a minimal viable product, that would answer these simple requirements. Every dev shop I talked to said: “Sure we can build that. Send over your wire frames and detailed specifications on every function you want us to build.” (If you have not encountered the term, a wire frame, is a picture of each page of your finished product.) Most outsourced dev shops want to assign a project manager who deals with you and translates your requests to the actual coders. When I responded, “just build me an app that displays the data in this spreadsheet and is searchable and easy to use,” they balked. They can’t do that. Nobody creates software that way. I began looking for tools that would allow me to at least demonstrate what I wanted. But how do I know what every function should be if I don’t have end users? I could spend $100k to get to the beta version and the first user could ask for a feature that requires a completely new architecture. That was when I discovered that there is a revolution occurring in app development similar

to what word processing and solid modeling did to typing and design work. If you have built a WordPress site, you are familiar with Nocode for creating a website. A modern Content Management System (CMS) makes it possible for anyone to create a functional website. Even the majority of “web developers” use WordPress today. bubble.io, the platform we settled on for the Analyst Dashboard, is the WordPress of app development. You create pages, add features, pull from other data sources via API, and create workflows. All this without writing a line of code. There are now over two million users of Bubble. I asked my newly hired intern to see what he could do in bubble. Within a week he had built something that satisfied my requirements for an MVP. You could view all the data, search on vendor names, even download a CSV file of the data. He wrapped it in the classic SaaS envelope of Landing Page, Pricing Page, etc. and we started to show it to our braintrust of people in our Ideal Customer Profile (ICP). Based on their input we added features and improved the look and feel over two months and launched the product March 30th, 2022. We have yet to encounter a showstopper that would require us to transition to a full stack development effort. But if that happens, we will be ready because now we know what the app looks like and how to specify the 1,000+ functions it needs. Nocode is changing everything in application development the same way that word processing freed us from the tyranny of the typing pool or solid modeling the designer bullpen. Nocode is going to free us from the exorbitant costs and lengthy delivery times of the software development world.

Digital First Magazine December 2023

LEADER’S INSIGHTS

Empowering the Next Generation of Women Leaders Sandra De Zoysa, Group Chief Customer Officer , Dialog Axiata PLC

What do you see as the main challenges facing the global telecom industry today? This industry faces several significant challenges in today’s fast-paced digital landscape. One of the foremost challenges is the constant need for network infrastructure upgrades. As the demand for faster and more reliable connectivity continues to rise, telecom companies must invest in expanding and modernizing their networks to accommodate data-intensive applications and emerging technologies such as 5G, IoT, and AI. Spectrum allocation and availability present another obstacle, as the finite resource needs to be efficiently distributed among various technologies and service providers to meet

the growing wireless connectivity demands. Cybersecurity and data privacy pose critical concerns, with telecom providers having to safeguard their networks, infrastructure, and customer data from growing security threats. Adhering to complex regulatory frameworks, which vary across countries, adds to the challenges faced by the industry. Telcos must navigate these regulations, ensure compliance, and adapt their strategies accordingly. Also, fierce competition and market consolidation demand constant innovation and adaptation to maintain profitability and sustain growth. The industry grapples with the task of achieving digital inclusion and improving broadband

My role as the Group Chief Customer Officer, Director of Dialog Business Services and Chairperson of the Digital Customer Experience Expert Working Group of Axiata gives me the opportunity to make a significant contribution to drive digital transformation and improve our customer’s communication experience

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Sandra De Zoysa is the Group Chief Customer Officer of Dialog Axiata, Chairperson of the Digital Customer Experience Expert Working Group for Axiata and Director of Dialog Business Services. In addition to her role at Dialog, she is a founding member and the first Chairperson of SLASSCOM – the national IT/BPM chamber in Sri Lanka, a founding Board Member of the Women’s Chamber for Digital Sri Lanka and a founding member and past Vice President of Sri Lanka Institute of Service Management, Inaugural member of the Customer Advisory Board of CX Network, IQPC UK and visiting lecturer at the University of Colombo School of Computing since 2009. Sandra is a fellow of BCS, the Chartered Institute for IT, Lean Six Sigma Black Belt practitioner and Scrum Master. She serves on the Customer Experience Professionals Association (CXPA) Asia Regional Leadership Council and is the only Certified Customer Experience Professional and Recognized Training provider in Sri Lanka for CXPA. Sandra’s experience spans over 30 years in the ICT Industry during which she has been the recipient of multiple global and local awards for her thought leadership and contribution in the sphere of Customer Experience and Women in Leadership – both which she is passionate about. Women in IT Asia recognised her as the winner of “the lifetime achievement” award in June 2023 and EQUALS in Tech Awarded by the International Telecommunications Union Geneva recognized her as the winner of Leadership in Tech category in November 2022, SAARC Emerging Leader Award – CIO Information & Technology Awards 2021 Presented by CIO in 2021 and Sri Lanka “Vanithabhimana” Award Winner, Information Technology Category in 2022. She is an avid global speaker, she has represented Dialog at over 300 global events.

Digital First Magazine December 2023

accessibility to bridge the digital divide. Lastly, meeting evolving customer expectations for seamless connectivity, personalized experiences, and competitive pricing requires ongoing innovation and customer-centric solutions.

Staying true to our brand promise, “The Future. Today.”, we remain resolute in delivering state-of-the-art technology and connectivity that is inclusive, affordable, and accessible to all

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Sandra, please tell us about your background path to your current role. I have been a part of the mobile phone industry since 1989. Looking back, I realize that I am as old as the mobile phone industry in the country, making me the longest tenured employee and first female in the industry, accumulating a wealth of experience throughout my career spanning 33 years and the same goes for my knowledge and experience within the customer service and experience industry. I am a founder member of SLASSCOM (Sri Lanka Association of Software and Service Companies) and the first female to be appointed to its Board. I subsequently served as the first Chairperson of SLASSCOM. During my 14 years of volunteering at the national industry chamber for IT and BPM export, I had the privilege of initiating and leading many expert working groups in the likes of Quality Assurance, Branding and Communications, TechKidz and Women Technopreneurs, SLASSCOM Academy, ESG and SLASSCOM Foundation. Promoting the tech, digital and the service industry amongst women, youth and children are causes that I am passionate about, therefore I find gratification in volunteering my time mentoring young adults, female entrepreneurs and emerging leaders through local/ global, formal/ informal programmes such as GMI, Hatch, WIM, Dialog, SLASSCOM and Sabrina Yusoof Foundation etc. Since joining Dialog Axiata in 1997, I have been a part of the senior leadership team. My role as the Group Chief Customer Officer, Director of

Dialog Business Services and Chairperson of the Digital Customer Experience Expert Working Group of Axiata gives me the opportunity to make a significant contribution to drive digital transformation and improve our customer’s communication experience. As Sri Lanka’s flagship telecommunications service provider, what do you think has been and will continue to be the key to Dialog Axiata PLC’s success? Dialog’s success can be attributed to its technological leadership, broad product portfolio, affordable pricing, customer-centric approach, strong partnerships, positive social and environment impact and commitment to bringing the best of innovation to Sri Lankan consumers and enterprises. Guided by our unwavering purpose to empower and enrich Sri Lankan lives and enterprises, we strive to build sustainable digital ecosystems while propelling our nation’s transformation into a thriving digital society. In addition, Dialog’s relentless focus on customer experience has won the hearts and minds of Sri Lankan consumers which has helped Dialog to remain the market leader for over 2 decades, making us the Most Valuable Brand in the country year after year, as affirmed by Brand Finance. The most recent award by Forrester as APAC’s Customer Obsessed Enterprise is a testimony to our commitment to our core value of ‘Service from the Heart’. Further, in line with our commitment to delivering ‘The Future. Today’, we remain committed to delivering cutting-edge technology and connectivity that is affordable, inclusive, and available to everyone. By investing in network infrastructure and adopting cutting-

edge technologies, we ensure widest coverage, superior speed and connectivity. Our diverse range of products and services cater to all customer segments, ensuring that we offer something for everyone and making Dialog the most popular choice within every Sri Lankan home and enterprise. Enabled by all this, I believe we are well-positioned to maintain our flagship position and retain market leadership. Driven by our purpose of Empowering and Enriching Sri Lankan Lives and Enterprises, we are committed to building sustainable digital ecosystems that will benefit all stakeholders while propelling our country’s transformation into a thriving digital nation. Staying true to our brand promise, “The Future. Today.”, we remain resolute in delivering state-of-the-art technology and connectivity that is inclusive, affordable, and accessible to all. We believe that the trust and confidence placed on us by more than 17 million Sri Lankans for over two decades is a testament to this ethos. This trajectory has also culminated in Dialog being named ‘Sri Lanka’s Most Valuable Brand’ by Brand Finance for the fifth consecutive year, with a brand value of Rs. 52 billion and a AAA+ brand rating. In addition, a 16-year stronghold as the ‘Most Valuable Telecommunications Brand’ stands as a testament to Dialog’s relentless endeavors in uplifting Sri Lanka and its people. To meet the evolving needs of customers, we have extended our digital care offerings to Viber, WhatsApp and Instagram, introducing the virtual interactive assistant, ‘DIA,’ for personalised support. Our ‘MyDialog’ Web and App enable seamless transitions between digital channels, offering a superior experience as the most downloaded telecom application in Sri Lanka.

Digital First Magazine December 2023

We continued to prioritise exceptional customer experience by integrating Google Assistant, providing voice assistance for a range of Dialog products and services. You were the First Chief Customer Officer to be appointed to the role in APAC and have been part of Dialog Axiata since 1997. Can you tell us what factors have made your almost three decades of journey successful? Also, tell us about your current roles and responsibilities as the Group CCO. Yes, I have the distinction of being the first Chief Customer Officer in the APAC region and amongst the first 10 Customer Experience Management professionals globally to be appointed to the C-Suite. Firstly, my commitment to understanding our customers’ needs and aspirations, willingness to resolve issues and find solutions to customer problems and to always ensure that our customers,

employees and partners have positive experiences with Dialog are factors that have contributed to my career success. By remaining sensitive to our customers’ evolving needs, fostering a culture of customercentric innovation and continuous improvement, we have been able to provide solutions that resonate well with their expectations. Embracing new technologies, trends and driving digital transformation within the organization has allowed us to always stay ahead of the game. I can confidently claim that Team Dialog from top to bottom are fully aligned and live by our corporate values, the first of it being “Service from the heart” by cultivating a customer-centric culture within the organization, fostering a deep understanding of customer needs among our employees at all levels and by championing a customer-centric mindset, we aim to create a seamless and personalized customer experience across our multiple touchpoints, products and services.

Having authentic conversations with leaders, professionals, and changemakers allow us to break down barriers, challenge biases, and promote understanding.

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In my role as the Group Chief Customer Officer, my responsibilities are multifaceted. I am the chief proponent of customer experience management and my team and I represent our customers within the organisation. Our teams in the frontline are the face and voice of the organisation and in turn they are entrusted with delivering service with care by ensuring that the “voice of the customer” is at the forefront of the decision-making processes across the entire organisation, and this helps us to focus on implementing initiatives that enhance customer experience, thereby improve retention and loyalty. What are your thoughts on diversity and inclusion? How important is it to have authentic conversations with leaders, professionals, and changemakers to create more acceptance across the globe? Diversity and inclusion are crucial aspects within any organization, society and country. In fact, the starting point of this conversation should be within the family in all our homes where we as parents or responsible adults should “walk the talk” and help everyone understand, show and practice acceptance when it comes to all forms of diversity which is not limited to simply gender, race and religion. Embracing diversity means acknowledging and celebrating the unique perspectives, experiences, and backgrounds that individuals bring to the table. Inclusion goes a step further by ensuring that everyone feels valued, respected, and empowered to be the best version of themselves regardless of gender, race, religion, level of education, wealth, social status, sexual orientation and other cultural biases. Having authentic conversations with leaders, professionals, and changemakers allow

us to break down barriers, challenge biases, and promote understanding. By engaging in open and honest dialogue, we can address systemic issues, dismantle discriminatory practices, and create environments that foster equal opportunities for all, especially in the workplace and communities that we live in. Authentic conversations serve as catalysts for change. They enable leaders and professionals to gain firsthand insights into the challenges faced by marginalized groups and identify opportunities for change and growth and even prosperity. By actively seeking diverse perspectives, organizations and societies can foster innovation, creativity, and better decision-making, ultimately leading to more inclusive outcomes. As professionals we have an important responsibility to actively engage in discussions, challenge biases, and advocate for inclusive practices within the workplace. By encouraging changemakers, who often emerge from marginalized communities themselves, bring unique experiences and perspectives that can drive meaningful societal transformation which is why we must as leaders remain open to change ourselves and act with humility when it comes to encouraging and embracing change and listening to all our team members and employees alike knowing that all ideas are of some value. By doing so, we can collectively work towards a more accepting and harmonious global community. You have been a recipient of several prestigious awards and accolades over the years. Our readers would love to know the secret sauce behind your success. As an extrovert, I seek out every challenge and opportunity to learn from others and share my own experiences. I love to create and experiment without fear of failure, I am humble enough to be gutsy

Digital First Magazine December 2023

and not be embarrassed to make a fool of myself. When I am convinced that an idea/ initiative will be good - for our customers, employees or myself, I go all out to make it happen. I understand that change is always for the better and that growth comes through discomfort and challenging the status quo therefore I am comfortable with being uncomfortable. I never take ‘no’ for an answer and I am persistent yet very open to other people’s views and implementing good ideas which may come from a customer as VoC or from an employee as VoE or from anyone, anywhere. I am grateful that I have been blessed with a very talented and capable team and a boss as well as colleagues but more importantly, friends and family, that support, inspire and celebrate the “little success” I have been able to achieve by the grace of god – so that’s my “secret sauce” and you can see that there are dozens of wonderful ingredients that go into making my secret sauce. Where or whom do you seek motivation and inspiration from? How? I find motivation and inspiration from a diverse range of sources and individuals. One significant source would be people/ service centric leaders whose success has been achieved by impacting women, children, young adults etc. and those who do this engaging communities of volunteers within their countries or globally. Their stories of perseverance and impact inspire me to push my boundaries and strive for excellence. Additionally, I draw inspiration from my colleagues and peers, as their passion and unique perspectives challenge me to think differently and foster a spirit of healthy competition. Books, blogs, and podcasts are also valuable resources for me, providing knowledge and fresh ideas across various topics. Travel and

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meeting people, seeing new places energizes me, allowing me to find inspiration in the wonders of the world including making new friends and trying different cuisines. Personal reflection helps me tap into my inner thoughts and values, guiding me towards growth, aligned to my goals and aspirations. By seeking motivation from these diverse sources, I maintain a well-rounded perspective that fuels my creativity, resilience, and passion for achieving meaningful outcomes related to the larger purpose in life that helps to create a legacy to inspire the next generation and that my own can be proud of. What’s are some leadership lessons that you’ve learnt as a female leader? As a female leader, one unique leadership lesson I have learned is the importance of breaking through gender stereotypes and challenging societal expectations. Throughout my career, I have encountered challenging circumstances where assumptions or biases of various different types, including gender, have influenced the perceptions of leadership. Therefore, I am cognizant of such situations that led to negative experiences made me sad, unhappy or frustrated and I work consciously towards eliminating such barriers for others where I have the ability to directly or indirectly influence a positive outcome. I also believe that leaders should adopt a “servant leadership” approach because as leaders our everyday task is to focus on facilitate and enable others to achieve the best results at work but also, be the best version of themselves from a personal achievement standpoint. I have no inhibitions when it comes to transparency and I don’t feel the need to juggle with multiple personas because I am comfortable and happy with

As a female leader, one unique leadership lesson I have learned is the importance of breaking through gender stereotypes and challenging societal expectations

being who I am with all my faults and flaws, because that is who I am, and I don’t wish to project a picture of perfection – it is what I call the power of authenticity. By embracing my unique strengths, perspectives, and experiences as a woman, I have been able to redefine leadership in my own terms and inspire others to do the same. This has taught me the significance of empowering and uplifting other women in the workplace, fostering an inclusive environment where everyone’s voices are heard and valued. I have learned to navigate and overcome genderrelated challenges by building strong networks, seeking mentorship especially from my male allies and my sisterhood - they motivate me and inspire me to keep moving forward, especially when it comes to dealing with my challenges and failures but also celebrating my little successes. Ultimately, all of life’s lessons have reinforced my belief that human beings cannot exist without multisensory and emotional connection and that the majority are kind and helpful. Also, I believe that “what goes around, comes around”, therefore it would be wise to give generously of your time, knowledge and other resources if you want to ensure what you get in return is all good. From a professional point of view, I encourage others to accept (or if not, tolerate) differences and diverse perspectives, as it is essential for driving innovation, fostering collaboration, and achieving long-term success. Where do you see yourself in the next 5 years? My vision for the next five years revolves around actively advocating for enhancing the customer experience management profession and supporting women tech entrepreneurs while nurturing emerging leaders across diverse

Digital First Magazine December 2023

By creating a supportive environment and uplifting fellow female professionals, we can collectively drive positive change and create more inclusive workplaces

sectors, sharing my knowledge and experience through workshops, seminars, and one-onone coaching, consulting and mentoring with the objective of guiding and hand holding service professionals, women and youth to overcome challenges, drive business results and of course achieve their fullest potential. What advice would you give to women who want to pursue a career in the telecom industry? Firstly, believe in oneself and recognize the unique perspectives and skills bring to the table. Have confidence in your abilities and be resilient in the face of challenges. Secondly, prioritize knowledge and skill development. Stay updated on the latest trends, technologies, and regulations through relevant education, certifications, and training opportunities. This will enhance your expertise and make you stand out against competition. Build a strong network by connecting with professionals, joining industry associations, and networking events. These connections can help to expand your circle of influence and visibility and help

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advance one’s business/ career prospects. Seek out male/ female mentors and role models who have excelled within the industry of choice. Embrace opportunities and take risks that challenge and stretch one’s abilities, whether it’s working on crossfunctional teams, exploring different areas of technology, or taking on leadership roles. Be your own advocate by showcasing confidence in your field of expertise, don’t shy away from speaking about your achievements, skills, and career aspirations or negotiating for opportunities and fair compensation. Lastly, collaborate with and support other likeminded professionals, especially women within the industry. By creating a supportive environment and uplifting fellow female professionals, we can collectively drive positive change and create more inclusive workplaces. The telecom industry offers vast possibilities, and with dedication, perseverance, and continuous learning, women can thrive and make significant contributions in this dynamic field to me there’s no better industry and it’s the best choice I have made.

Digital First Magazine December 2023

First Magazine 58 Digital December 2023