omen Going Places
Aspiration Finds Success
Amy Read, Singapore, serial entrepreneur
What is your role at Sabre and what does it involve?
My role at Sabre Hospitality is to set the innovation strategy for future product roll outs. To keep up to date with the latest market changes, innovations, and technologies including AI. I also look at innovative ways we can solve for current gaps in the market.
Career highlights to date?
Setting up my own business, Techsembly, which was an eCommerce platform for hospitality. One of my biggest highlights was managing to secure VC funding and managing a successful exit by selling the business to Sabre in June last year.
What has been the greatest challenge in your career, and how did you overcome it?
Raising funds for my startup and getting VCs/investors to invest/believe in me. This was no easy task, especially being a women founder in Asia. It’s not easy when ‘alleged experts’ say no to you, you start to doubt yourself, but you have to remain resilient, believe in yourself and prove them wrong.
What is your momentum?
I love learning and the excitement of building new things, from idea formation to launch, whilst delivering meaningful results.
Role model?
Sara Blakely, the founder of Spanx. Why? She is an inspiring women founder, who saw a gap in the market and went about solving for it. Despite all of the initial negative feedback and criticism in a market no one wanted to invest in, she persevered. She is open and honest about her journey, and I admire her courage to tell her story her way and inspire others.
Women in executive positions – hard to find your niche?
My advice would be to become a specialist, focus on something you believe in, find a gap and do everything you can to fill it. But most importantly, enjoy and love what you do and believe in your mission. When you have that mindset, you’ll be able to create those opportunities and never stop believing in your capabilities.
Last book read?
‘All the light we cannot see’ by Anthony Doerr.
Isabel Naidoo
Sherry Lu
Alisa White Phoebe Poon
Natalie Russell
Şirvan Canitez
Aanchal Gupta
Stephanie Ledwidge Catherine Jones
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Aspiration finds success
Women Going Places, a new magazine from Media Hawkes Bay Limited, profiles aspirational women with a story to tell.
The women included in this issue are from the countries of Australia, New Zealand and ASEAN. In future issues, profiles from further afield will appear.
Over the past few years, within our magazines, on our media platforms and on Linkedin, we have included individual profiles from fascinating women who are following their dream and bringing about change to their environments.
Their stories – as with the stories within this issue – are about ability, determination and a desire to succeed. There is nothing quite like aspiration!
There are many stories out there to be told and shared…and we are happy to provide the platform to do so.
If you are a woman or know of a woman wanting to let readers know about your journey in this challenging and highly competitive world, let us know and we will assist to have your story read by our readers.
Enjoy the read. Regards,
Doug Green, Publisher publisher@xtra.co.nz
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July 2024
Breaking barriers: Paving the way for women in
Isabel Naidoo, Chief People Officer at Wise.
Despite progress and international efforts in diversity and inclusion, the technology industry remains a male dominated space. We still see imbalances from graduate intakes, through to seasoned executives, and it’s a trend that’s yet to significantly shift.
With only 27% of the New Zealand tech industry made up of women, it’s apparent that more needs to be done to attract and retain female talent in the industry.
For women who do choose to pursue a career in the tech industry - they may be up against a range of problematic challenges: from pay inequity and a lack of representation, to gender bias and the inevitable act of balancing a career with family. And sadly, for a lot of working women - some of these challenges span far beyond just the tech sector.
While some steps toward closing the gap have been made - truly meaningful progress is happening at a glacial pace. According to The World Economic Forum, it will take more than 150 years to close the global economic gender gap.
The world is currently losing out on approximately $12 trillion USD of global GDP, and frankly - we cannot afford to wait over a century to close the economic gender gaps while still calling on more women to join the tech-force.
It’s crucial the tech industry takes on more responsibility to foster an inclusive culture where women and other underrepresented talent are supported and empowered.
Strategies for taking control and driving progress
It’s not just enough for women to consider what’s in their best interests, we need to be a part of an industry which does the same. The progressive nature of the tech industry has meant that progress has already been made to enable a more inclusive environment, but there’s still plenty of room to grow. Company culture plays a big part in this.
As a global player in the fintech industry, our team feels not only a responsibility - but also
a desire - to ensure our workplace is doing all we can to close any gaps or address any barriers.
It’s important for employers to not settle for standard practice, they need to break barriers and go beyond traditional norms to foster an inclusive environment. For example, a workplace which values employees should be going beyond the Government’s minimum wage parental leave policy and offer something more substantial.
We offer 18 fully paid weeks of gender inclusive parental leave for birth or adoption. We also offer 3 paid ‘me days’ a year, for staff who just need a dedicated few days for life admin.
But fostering an inclusive culture comes down to more than just leave entitlements. Work is a big part of our lives, yet work-life balance remains a key challenge for many people, but especially women who often take on more child-caring responsibilities.
Having worked in a flexible working model for many years now, I’ve seen first hand the value it brings to helping women balance personal and professional responsibilities, and also improving wellbeing and productivity across the board. 69% of New Zealanders consider themselves ‘hybrid workers’, almost double the global average of 37%, which is a really positive step in the right direction.
It’s also no secret that women are still largely under-represented in executive level roles. Our Board consists of 44% women and 45% of the Leads in the organisation being women - but not all tech companies would be able to say the same.
That’s why we’re passionate about initiatives that work to directly uplift and upskill women - to continue the trajectory we’ve established thus far. Wise Women Code is a good example of this, where each year we welcome women, non-binary folks and trans women to our offices for 3 days of knowledge sharing, side-by-side coding sessions and networking to provide a glimpse into the fintech industry. It’s just one example of how we’re trying to encourage more women into the industry.
It’s also crucial for businesses to review data on their own gender pay gap so they can tackle the issue head on and roll out tactics to reduce it.
Fostering Diversity: Women Drive Innovation and Growth in the Tech Sector
As a Chief People Officer, I know that businesses simply can’t achieve the things they want to do without their people. The tech
tech
industry is renowned for being progressive, innovative and future-focused — but this is generally viewed through a product, not a people lens.
Diverse teams design for diverse customers best, and everyone - including women - have a role to play in building a stronger, more resilient and diverse industry.
The economy benefits from diversity. Having women in the workforce not only supplies new or untapped labour sources, but it brings
in fresh perspectives, valuable skill sets and helps companies grow exponentially.
The industry is changing for the better and there has been strong progress over the past few years, but we mustn’t mistake progress with success.
We’re in 2024 and still talking about women in the workplace. The time is ripe for change. Only then will the tech industry truly be able to excel.
Aanchal Gupta
Managing Director of APAC at Tulip
What is Tulip’s role in Industry 4.0?
Tulip’s role is to provide an easy to use, digitalised solution for manufacturers to enable a more efficient production process.
The Industry 4.0 revolution is transforming industrial and manufacturing processes rapidly and we aspire to provide companies with opportunities to ease into this growing and evolving industry
How is Tulip assisting enhance productivity across APAC?
Tulip’s Frontline Operations Platform has been developed for precisely this reason – to enhance productivity among manufacturing and production players by enabling them to develop digital solutions.
In addition, our platform provides productivity and quality measurements for manufacturers and producers to enhance their effectiveness and efficiency.
At Tulip, we focus primarily on frontline workers and believe there is an exponential potential in this area. To date, this area of the workforce has been left out of digitisation considerations.
This is where Tulip comes in with our human-centric and low-code approach. Without any programming effort, the people who are really affected and involved in manufacturing and production daily can develop digital solutions that really improve
efficiencies in their work.
For example, these could be digital work instructions, quality assurance measures or documentation. In this way, productivity can be increased step by step throughout the entire production process.
How do you see manufacturing’s future at present?
We believe the manufacturing industry will continue to evolve significantly with new areas of growth and pockets of opportunity emerging.
More and more companies are beginning to understand the challenges of having a single monolithic solution due to each site having different needs and requirements. A composable approach, where companies can fit their sites and stations with the tools, machines, and capabilities they need—but with oversight visibility—is critical in today’s rapidly evolving world.
In today’s dynamic manufacturing environment, the ability to adjust to changes in demand, supply chain challenges, and other factors is imperative.
Additionally, we believe that automating the entire manufacturing or production process will not be the solution for industry players. Instead, we observe companies adopting solutions that take into account the needs and skillsets of frontline operators, the people who witness the actual problems that need to be solved, and give them the tools that they need and will actually use to solve them. This human-centric approach to integrating technology into the shopfloor processes is a more effective way to bring manufacturing operations into the future.
How do you see AI assisting manufacturing in the future?
For better or worse, AI is everywhere. But in manufacturing, we believe that when implemented properly – it is for better. For example, it can be used to augment and support the frontline workforce by speeding up their work, supplying information to them faster, “reading” through documents quicker and giving them access to data that was not previously available to them.
The sheer volume of information that would once take operations managers and data analysts days or weeks to process can now be analyzed promptly, allowing insights from manufacturing processes to be gleaned at a faster pace, and improving workforce efficiency.
AI is not at its zenith – so do we use what is there now or wait for future enhancements?
I believe using AI now is not an issue, as AI will continuously evolve. It will be pointless to wait for future enhancements as just when you believe that AI might have reached its peak, there will be another breakthrough that it is able to achieve, making it an endless wait to adopt AI in the future instead.
Adopting AI today is not about being completely reliant on the technology, but more about utilising the tool to enhance human capabilities.
However, in response to future enhancements, organisations need to ensure that their AI strategy and utilisation of the technology is reassessed and updated. It is a tool and strategy that requires constant revisiting.
One of the issues with financial commitment to technology for manufacturers is the unknown about contract manufacturing. If that is not there, then why should a company commit financially?
Making a decision about choosing a contract manufacturer is the same as any other decision a business makes when it comes to operations.
Companies should conduct their due diligence to ensure that any contract manufacturer they have selected to collaborate with can support their needs not only for the present but also for the foreseeable future.
This means that the contract manufacturers should be able to pivot and adjust depending on changes in supply and demand, changes to product, geopolitical concerns, and other potential disruptions. Understanding how flexible the technology they are utilising is an important factor during the decision-making process.
Sherry Lu Country Sales Manager, Swisslog
Your business nous goes a long way, what do you specialise in?
Swisslog is a leading global company with a rich history dating back to 1900. Headquartered in Switzerland, we’ve grown into a major player specialising in automation solutions for warehouses and distribution centres. Our offerings cater to various industries, including grocery, retail & e-commerce, and F&B.
My journey with Swisslog started in 2012, and over the years, I have combined technical expertise and commercial acumen to deliver unique solutions tailored to meet customers’ supply chain needs and challenges.
As the Country Sales Manager of Swisslog Singapore, I specialise in:
• Logistics consultancy and planning for automation
• Warehouse automation, encompassing pallet technology, bin/carton/single item technology
• WMS software
• AGV/AMR systems
What are key developments in supply chain at present?
In the rapidly evolving supply chain industry, we are experiencing a number of key developments that will shape our future:
• Digital transformation: The integration of advanced technologies such as artificial intelligence (AI), machine learning, and big data analytics is revolutionising supply chain operations. These technologies enhance forecasting accuracy, optimise inventory management, and improve decision-making processes.
• Automation and robotics: Automation is becoming increasingly prevalent in supply chains, particularly in warehouse operations. Robotics solutions, such as Automated Guided Vehicles (AGVs) and Autonomous Mobile Robots (AMRs), are enhancing efficiency and reducing human error in material handling.
• Sustainability: There is a growing emphasis on sustainable practices within the supply chain. Companies are adopting eco-friendly initiatives such as reducing carbon emissions, reducing energy consumption, optimising transportation routes, and implementing energy-efficient technologies.
• Resilience and risk Management: The recent global disruptions have highlighted the need for resilient supply chains. Businesses are investing in strategies to mitigate risks, such as diversifying suppliers, increasing transparency, and developing more agile and flexible supply chain networks.
• E-commerce growth: The surge in e-commerce has transformed supply chain dynamics, necessitating faster and more efficient delivery solutions. This has led to innovations in last-mile delivery, including the use of drones and other advanced logistics technologies to meet customer expectations.
Where does Swisslog sit in customer satisfaction with automation?
What changes in technology is streamlining your activities?
At Swisslog, we pride ourselves on achieving high levels of customer satisfaction, not only with our advanced automation solutions but also with our exceptional customer service. We offer tailored solutions based on each customer’s unique needs and challenges.
From initial consultation through implementation and beyond, we provide them with extensive support every step of the way. Our dedicated teams ensure seamless integration and address any issues promptly, fostering strong, long-term relationships.
Our dedicated customer service team, for instance, plays a crucial role in our operations and customer success. They are responsible for managing maintenance, conducting workshops, and ensuring our solutions continue to operate smoothly and efficiently, minimising downtime and maximising performance.
By fostering seamless and ongoing collaborations, they help maintain a high level of customer trust, satisfaction and loyalty.
In Southeast Asia alone, we have implemented over 60 successful projects over the past 30 years. Our customers trust us for our expertise, reliability, and unwavering support.
This commitment to excellence ensures that we provide tailored solutions that meet their unique needs, from initial consultation through implementation and beyond.
Internally, we use CRM software to manage customer interactions, track leads, and analyse sales data across the globe to make sure everyone can have access to customer-related information as soon as possible.
Typical internal meetings or customer calls would be conducted over teams for easier discussion, especially in the area of sharing presentation materials.
What is your business success story in your career to date?
Too many to date especially after being in the company for 12 years. Every single project that we won as a team has taught us many lessons, like how we could improve internally further. It brings along priceless self-satisfaction and sense of achievement.
Under present business conditions, how is Swisslog doing?
Considering the present business conditions in Singapore and the broader region, Swisslog is performing admirably.
The COVID-19 pandemic exposed vulnerabilities in global supply chains, leading companies to reevaluate their supply chain strategies – with a heightened focus on building resilience through automation to mitigate disruptions and enhance agility.
The surge of e-commerce has also intensified the necessity for streamlined warehouse
operations. Consequently, retailers and logistics providers are significantly ramping up investments in automation technologies to manage escalating order volumes, enhance order accuracy, and meet the heightened expectations for rapid deliveries.
Moreover, labor shortages and rising labor costs have compelled businesses to pivot towards automation, serving as a strategic means to bolster their workforce and alleviate operational constraints.
Where do you see future growth for your company?
• Expanding in emerging markets: We aim to grow our business in emerging countries like Thailand, Indonesia, and Vietnam, which hold significant potential for development and innovation in automation solutions.
• Fostering a people-centric culture: We will continue to prioritize people development, ensuring our team members are continuously growing and evolving alongside the industry.
• Advancing technology: Our focus remains on technological advancements, particularly in robotics with solutions like Swisslog ACPaQ and ItemPiQ, to stay at the forefront of industry innovation.
• Supporting customer progress: We will continue to support our customers in their warehouse automation needs, ensuring they achieve greater efficiency and productivity through our cutting-edge solutions.
Favourite book?
“The Courage to be Disliked”
It’s a deeply liberating way of thinking, allowing us to develop the courage to change and ignore the limitations that we and those around us can place on ourselves.
Biggest inspiration?
Rachel Lim is co-founder of Love Bonito, one of the fastest-growing womenswear brands in Southeast Asia. Her career started as an entrepreneur at the age of 19 and has continued to this day.
Stephanie Ledwidge
Associate, Life Sciences, Linesight
Top of mind trends in the life sciences sector, opportunities and challenges that businesses should be mindful of?
The life sciences sector has been historically consolidated within designated parts of Asia-Pacific, but this has evolved over recent years, and we are now seeing key pharmaceutical hubs emerging across the region with a healthy pipeline of projects underway.
As outlined in Linesight’s latest Construction Market Insights Report, skilled labour is a key challenge impacting construction growth opportunities.
In developed life sciences markets such as Japan, Singapore, South Korea, and Australia, there is a significant shortage of biotech talent.
Although headwinds such as interest rates and skilled labour shortages remain front of mind, the outlook remains promising and there are opportunities for sustained growth in this sector.
This is backed by significant investments from governments and the private sector to accelerate R&D activities, and place further emphasis on building supply chain resilience. For large-scale projects in this industry, effective programme and supply chain management as well as collaborating with a local partner to understand regional nuances and identify strategic opportunities, is crucial.
How gender equality has evolved in the construction and life sciences industry, and share your experience as a female leader in these sectors
The construction industry has predominately been a male dominated field for decades and still is. However, there are now a lot of initiatives in Singapore to promote STEM learning in schools and universities to support a future talent pipeline of women in construction.
In fact, approximately 48% of all STEM degree candidates in Singapore’s universities are women.
Whilst there is still more work to do to achieve a true gender balance, the life sciences industry has made progress in gender
equality, and there are now more female professionals in leadership positions driving change across their lines of work.
It’s great to see some examples of this in the large pharma companies with more and more roles at CEO and Board Director level being filled by women.
Many companies within both industries now also have clear, quantifiable commitments to inclusion and diversity, which wasn’t as common when I started my career.
As a female leader myself, I’m always mindful of creating a safe space for my team to feel included and empowered. I am also a proud member of Women in Linesight – a global employee resource group that strives to support women in Linesight to excel through mentoring, training and support.
We meet to collaborate on key focus areas, including education programs, mentorship, showcasing talent, and a speaker panel series.
Your role as a newly appointed Women in Pharma Co-Chair and the initiatives that you are driving.
This year I took on the role of Co-Chair of the ISPE Singapore Women in Pharma (WIP) committee. ISPE’s Women in Pharma is an initiative committed to maximising the impact women have on the pharmaceutical industry. By championing opportunities for members and colleagues to come together, we create a platform for discussing challenges, sharing experiences, and offering support.
As an example, I recently moderated a panel discussion covering the theme of ‘Making An Impact’. This event allowed for the exchange of ideas and insights among professionals in the field.
I really enjoyed some great discussions around the value of mentorship, the importance of internal stakeholders - not just external, and how asking for feedback can set you up for success.
These events also provide participants with the opportunity to network forge new connections, expand their professional circles, and cultivate mutually beneficial relationships, ultimately enhancing the professional development and success of women in the pharmaceutical industry.
How are you finding business conditions at present? Where do you see areas of growth for your company?
Linesight is a global leader in providing and delivering professional construction consultancy services (including Cost Management and Project Management) and strategic support across a range of sectors. Mission-critical sectors such as life sciences and data centres are a key area of growth for us, especially in APAC.
The booming life sciences sector in the region supported by an influx in investments is leading to a surge in demand for associated infrastructure and facilities.
The pandemic also underlined the importance of future proofing supply chains; Singapore in particular is emerging as a thriving hub for the life sciences sector, projected to result in a market volume of US$2.3m by 2028.
The combination of strategic advantages that Singapore brings to the table (e.g. prime location, sophisticated workforce and R&D capabilities) have attracted large pharmaceutical companies to establish their regional and diversify their operations.
In recent years, we have seen increased levels of uncertainty in the market such as material pricing and supply chain volatility that impact project budgets and cause delays to already aggressive programme timelines.
There is also the ongoing challenge of labour shortages across the industry, whether due to ageing populations or skill gaps, that still hinder industry expansion.
As we approach 50 years of operations this year, I am particularly excited to be part of Linesight’s growth and journey as we continue to navigate the complexities of the construction industry.
We remain positive about the opportunities ahead globally and in the region as APAC is expected to be the fastest growing economy amidst a turbulent world.
Hard work and good service a recipe for success
A young mother who has gone from immaterial knowledge of industrial systems and automation issues is today leading a team dedicated to the task.
Alisa White has forged a career in the industrial sector, and is now LAPP Australia Purchasing and Finance Manager, where she is relishing the organisational and logistical challenges of her role, as well as being respected for her hard work.
Alisa’s previous experience is highly varied, from interior design, to customer service and architectural specification work with a building material wholesaler, to production planner for a manufacturer, before finding ECS New Zealand and sister company, LAPP Australia.
ECS and LAPP Australia specialise in cables, connectors, accessories, and industrial automation solutions for a broad range of industries across New Zealand and Australia, respectively.
“I have to admit that when first taking the job, cables were new to me, and automation was mysterious. But my background was service, and that applies to any industry. And once I learned how and where these cables and industrial automation technologies were being used, it became increasingly fascinating,” says Alisa, whose role includes forecasting, quoting, ordering, administration, supplier relationship management, and managing a team of four staff.
“LAPP has a several other women in leadership positions, including a warehouse 2IC, a business development head, and an industry sector manager, so its been a great environment where internal progression is encouraged, success is rewarded, and I can learn from other talented and successful
women in business.”
Alisa joined ECS 10 years ago, and then became predominantly focused on LAPP Australia, when it was established as a permanent subsidiary six years ago. (LAPP Australia is a joint venture between ECS New Zealand and LAPP Group.)
Supply chain challenges
When Covid first hit, just about everyone around the globe faced new supply chain challenges, but for Alisa, it wasn’t just sea and air freight logistics that she needed to adapt.
“For us, it was also sourcing component parts for manufacturing. We had suddenly lost that certainty of supply, so we had to look at alternative products and alternative delivery options to keep lead times down for our customers,” she said.
“We also made the decision to stock larger quantities of common items, so that customers had a fallback option onshore while overseas delivery times were getting larger.”
“We kept our communications with customers honest, and gave realistic delivery timeframes, with updates as quickly as possible as situations evolved.”
Women in manufacturing
Alisa recognises that the industries she works in are more typically male-dominated, but says that women shouldn’t be deterred from forging careers in manufacturing, mining, food and beverage, rail, industrial automation, and other industries she works with on a daily basis.
“There are definitely challenges as a young
LAPP Australia Purchasing and Finance Manager, Alisa White
woman with a young family working in a role like this with a lot of hours, but it’s all about finding the right balance that works for you,” she says.
“In the workplace, if you’re confident in your own abilities, and willing to learn, you’ll garner people’s respect, regardless of gender. Is it daunting at first? Absolutely. But if you’re knowledgeable and work hard, people will respect that.”
“Working with ECS and LAPP has been like working with a close-knit family, which has helped my career flourish. I work closely with both teams, including travel between New Zealand and Australia to foster close relationships with both teams.”
“I was also given the opportunity to travel to Europe to visit suppliers and manufacturers first-hand, which gave me an even deeper understanding of the manufacturing, shipping, and logistics processes, which I could use in my daily role back home.”
Natalie Russell Managing Principal, Argon & Co
What is your role at Argon & Co and what does it involve?
I am a Managing Principal at Argon & Co, a management consultancy focused on operations strategy and transformation.
I am responsible for helping to grow our business in New Zealand, delivering supply chain transformation projects with clients, managing and coaching team members, and supporting internal initiatives.
Why have you chosen this career path?
It wasn’t a deliberate choice – I ended up in Supply Chain after university and completing the Fonterra Graduate Technical Programme, as I enjoyed spreadsheets and being analytical.
Supply Chain Planning always felt like the centre or the control room of the companies I worked in.
I interviewed for a role a few years ago and the interviewer suggested I try management consulting as she felt it would suit my skills and personality – and so far it seems to.
What has been the highlight of your career so far?
Working for a potato chip company based in the UK – and my monthly supply review visit to our contract manufacturer via the Eurostar via France to Belgium manufacturer – it was amazing to be in 3 countries over the course of a day.
The technology and investment in production and warehousing technology in Belgium was also outstanding.
What has been the greatest challenge in your career, and how did you overcome it?
Trying to do everything – I like being involved in multiple things but that can lead me to being spread too thin.
I have overcome this with some coaching from managers and keeping my focus on the two to three things that will really make a difference.
What drives you?
A love of learning and working with great people.
Who is your mentor or role model?
I don’t have a specific mentor or role model, but have instead learned lessons from various people I’ve worked with over the years –whether direct managers, more senior team members and peers and even clients.
What advice do you have for women wanting to be recognised for their achievements?
Find a mentor or champion within your organisation (male or female) who can support you.
Last book read?
Trent Dalton’s “Lola in the Mirror” – a novel that I purchased at the NZ Writers Festival in May.
Favourite Quote?
“Each system is perfectly designed to get the result that it does” W. Edwards Deming
What other profession would you have chosen in a parallel universe?
An industrial or graphic designer – I love art (perhaps why I enjoy PowerPoint so
Supply Chain Planning always felt like the centre or the control room of the companies I worked in.
Şirvan Canıtez Regional Commercial Director - Powder Coatings
How does Sirvan navigate through the business landscape with her financial and sustainability expertise?
As the Regional Commercial Director for Powder Coatings business in South Asia Pacific, I have to balance the financial performance of our business with the sustainability goals of our company and our customers.
Sustainability is not only a moral duty, but also a strategic advantage in the long run. By investing in sustainability, we can reduce costs, improve efficiency, drive innovation, and enhance our reputation and customer loyalty.
This required an end-to-end, resilient and sustainable configuration, which was enabled by digital solutions.
In one of my previous roles, I was part of the Investment Steering Committee, where we were assessing the business cases for capital expenditures. When I first took the role, I was positively surprised to see that our business case assessments included the impact of the carbon footprint of all these potential investments.
In a way, this was helping us make informed decisions and invest “responsibly”, which is proving the point that at AkzoNobel, we’re focused on ensuring that the pioneering paints and coatings we supply today can help safeguard our world far beyond tomorrow.
We innovate with and for customers and play a progressive and collaborative role in energising entire industries to advance towards a more sustainable future. The strategic decisions and transformations Şirvan contributed to and their impact on sustainability within the supply chain
In one of my previous roles at AkzoNobel, I had the opportunity to lead the global supply chain transformation program, which was aiming to ensure we have a differentiated, fit-for-purpose supply chain with customer centricity at heart.
It also presented us a great opportunity to optimise our manufacturing and supply chain footprint, which brought automation and investment in our production facilities to modernise and make them futureproof, which ultimately supports our sustainability goals.
How do they align with AkzoNobel’s broader sustainability goals and strategies?
I’m proud to say that AkzoNobel is the only paints and coatings company with AAA in MSCI ESG Ratings and in the top 1% of all companies assessed by EcoVadis. In order to be the leader in this area and stay there, you have to ensure almost all your strategic decisions and transformations align with the broader sustainability goals and strategies and we are doing that in several ways.
First, by investing in innovative solutions and strategic partnerships, such as the Paint the Future program and our recent partnership with coatingAI, whereby we co-developed a pioneering software which uses artificial intelligence to help our customers improve the application process and reduce their carbon footprint.
Second, by setting ambitious targets to cut carbon emissions by 50% across the full
value chain by 2030, and to become carbon neutral by 2050, AkzoNobel is demonstrating its commitment to tackling climate change and contributing to the UN Sustainable Development Goals.
Third, by integrating sustainability into the financial decision-making process, our company is ensuring that its business model is resilient and future-proof, and that it delivers long-term value for its stakeholders.
The challenges and learnings encountered during the integration of sustainability practices within the company’s financial decision-making process
Putting sustainability at the core of your identity is one thing but coming up with clear metrics and reporting frameworks is another. Especially if you’re leading the way among your peers, there are not many off-the-shelf solutions that you can easily adopt so one of the difficulties we had at the beginning was on the quantification of the impact and the benefits.
Now, we are at such a point that with the help of dedicated cross-functional teams and our internal carbon footprint calculation methodology, which is following ISO 14021, we have the detailed carbon footprint data for all life cycle steps available for our powder coatings products, and can be shared with our customers, who are also working on their own sustainability goals.
How AkzoNobel under Şirvan’s leadership achieved the balancing of higher financials while investing in sustainable practices?
Just to give a recent example from Vietnam/ Bac Ninh, we have installed five brand new state-of-the-art lines with high automation, with the main aim to boost capacity and meet the rising demand in powder coatings.
In a sense, it all comes back to sustainability and customer-centricity. The expansion has allowed our Vietnam/Dong Nai site to focus on supporting volume growth in southern Vietnam, which in turn enhances our ability to offer customers more competitive shipping times in the North while reducing our environmental footprint.
By making the wise choice in terms of putting the right plants and distribution centres in the right locations, we aim to minimise our impacts on the environment.
AkzoNobel’s view on sustainability as a strategic investment for future growth and success – why is it beneficial for other companies to do the same?
Sustainability drives future growth and success for AkzoNobel in several ways, such as:
● Increasing customer loyalty and satisfaction by offering innovative and more sustainable solutions.
● Reducing operational costs and risks by improving energy efficiency, waste management, and resource use.
● Attracting and retaining talented and motivated employees who share our company’s vision and values.
● Strengthening our reputation and brand image by demonstrating leadership and responsibility in the sustainability field.
Other companies can benefit from adopting similar practices, as sustainability is becoming a key factor for success in the global market. Customers, investors, regulators, and society at large are increasingly demanding more transparency, accountability, and performance from businesses on sustainability issues.
Companies that embrace sustainability as a strategic investment can gain a competitive advantage, foster innovation, and create long-term value for all stakeholders.
What do you consider to be your career highlight to date?
Assuming the Regional Commercial Director role and moving to Asia is one of the best career decisions I probably made after 10 years in the Netherlands.
This move brought me the opportunity to lead the teams located in India, Thailand, Vietnam, Indonesia, Singapore, Australia and New Zealand, which are all different from each other if you think about the cultural and commercial dynamics in these geographies.
I keep learning something new every single day from my amazing team.
Greatest inspiration?
My greatest inspiration has been the concept of the growth mindset, as articulated by psychologist Carol Dweck. Understanding that abilities can be developed through dedication and hard work has been transformative.
This perspective has not only inspired me to embrace challenges but also to view failures as opportunities for learning and improvement.
Moreover, resilience has become a cornerstone of my professional journey. The ability to bounce back from adversity, coupled with a relentless commitment to personal and professional growth, has propelled me forward.
Each setback is no longer a roadblock but a stepping stone towards greater achievement.
This combination of growth mindset and resilience continues to inspire me daily.
It drives my commitment to fostering a culture of continuous improvement within my team, ensuring that we view every challenge as a chance to grow and excel.
Last book read?
I like reading multiple books at the same time. The ones that I recently finished are “CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest” by Carolyn Dewar, Scott Keller, and Vikram Malhotra and “Algorithms to Live By” by Brian Christian and Tom Griffiths.
I was inspired to read the first one because, as a leader, I’m always looking for ways to improve and learn from the best in the field. This book distils the practices and mindsets of top-performing CEOs across various industries.
It offers valuable insights into strategic thinking, organisational culture, and leadership principles. The emphasis on practical advice and real-world examples has been incredibly enlightening and has inspired me to implement some of these best practices to drive our company forward.
The second one offers a fascinating intersection between computer science and everyday life.
The book explores how algorithmic thinking can be applied to make better decisions in various aspects of life, from work to personal choices. In business, we often face complex problems that can benefit from systematic and logical approaches, and this book provided me with new perspectives on problem-solving and efficiency.
Applying these principles has helped me optimise workflows, improve decision-making processes, and enhance overall productivity within my team.
Favourite quote?
“Victory is for those who can say ‘Victory is mine’. Success is for those who can begin saying ‘I will succeed’ and say, ‘I have succeeded’ in the end.” by Mustafa Kemal Atatürk, the founder of the Republic of Türkiye, reflecting his belief in the power of determination and perseverance in achieving success, highlighting the importance of a positive mindset and unwavering resolve.
Catherine Jones Chief Executive, Creative HQ
Q: How long have you been CEO at Creative HQ?
I’ve been at Creative HQ for six-and-a-half years now and in the Chief Executive role for the last four-and-a-half. Being part of an organisation with such a strong track record of impact over the past 20 years is a joy and a privilege.
Q: What does your role involve?
As CEO, my role is to provide strategic direction and leadership to ensure Creative HQ continues to deliver high-impact programmes that support startups and innovators to unleash their potential.
This is important because we’re helping to shape the future of the New Zealand economy.
Creative HQ’s strategy is aligned with the UpStart Nation report presented to Government late last year. This report states that Aotearoa requires 5,000 active, thriving, high-growth startups by 2030 to drive our economy on a global stage. Creative HQ’s goal is to enable 400 of these.
Tech companies are fast becoming the biggest export sector for our nation, and the entrepreneurs and intrapreneurs who will build these companies are everywhere. They live within public and private sectors, universities, and Crown Research Institutes; and they have expertise in sectors such as engineering, manufacturing, agriculture, tourism, education, space, and medicine.
Our expertise lies in teaching them to be entrepreneurs – helping them turn their ideas into scalable and investable businesses. In doing so, they create better economic, environmental, cultural and social outcomes for us all.
At a B2B level, my team spends a lot of time helping organisations create a culture of innovation that is appropriate for the size and type of organisation we are working with, as well as building capability within existing members of that organisation to be able to innovate.
Unlike traditional consultants who will come in and do that work for a business, our speciality is teaching a team to become capable to innovate without us. We know we’ve done our
job well when a customer tells us they don’t need us anymore.
I am fortunate to work with an incredible team who form deep, impactful relationships with our customers throughout this process.
How is the Climate Response Accelerator going?
A: Our 2024 Climate Response Accelerator has been hugely successful. We have nine ambitious startups graduating from this 12-week programme. They are working on groundbreaking innovations in areas like renewable energy, sustainable food production, and emissions reduction.
From my conversations with the founders, they are getting immense value from the mentorship, coaching, and access to industry experts. We’re excited to see the impact these ventures will have.
One of the unique aspects of this accelerator is the opportunity for one startup to secure a $100,000 investment from our partner Motion Capital at our showcase event on 20 June. Motion Capital is a hands-on venture fund founded by Lachlan Nixon, who is a former participant in a Creative HQ accelerator.
Having alumni like Lachlan reinvest their time and capital into the next generation of startups is so powerful because it demonstrates the strength and function of the ecosystem we’ve built.
There are a lot of people extending the ladder down to the next generation of entrepreneurs in this hugely important sector for our economy.
Q: What is interest like for this development?
There has been strong interest and engagement from the startup ecosystem and the wider industry in the Climate Response Accelerator. Climate tech is an important area of innovation right now, and people recognise the need to support startups working on climate solutions. We’ve had fantastic backing from our partners, who see the value of this and our other accelerators.
Callaghan Innovation recently released its 2024 CleanTech report. That sector is on the brink of rapid expansion. Currently, the New Zealand cleantech sector comprises over 130 companies, with at least $535 million in private investment.
Companies are aiming to raise $440 million by March 2025 and projecting a 29% revenue growth rate between 2023 and 2024. This means new jobs for New Zealanders and the attraction of offshore investment into Kiwi companies.
Q: Over 20 years, what has Creative HQ achieved…you seem to have a remarkable track record with businesses?
Over the past 20 years, Creative HQ has supported over 400 startups which have collectively raised $340 million in capital and are now valued at over $1.3 billion. Importantly, these startups have created over 1,300 jobs.
Beyond the numbers, we’re proud to have built a strong and connected startup ecosystem, and to have helped so many founders build world-changing businessesand then pass their knowledge and resources on to others coming up the ladder.
This work was acknowledged recently when we won the Best Contribution to the NZ Tech Sector Award at the 2024 Hi-Tech Awards. This win reflects the wider recognition of Creative HQ’s impact and the importance of programmes like the Climate Response Accelerator.
The showcase event has generated a huge amount of interest from investors, corporate partners, and climate innovators, and our team is busy working on the next programme in the background. Keep an eye out for more on this soon.
And of course, we can never talk about our own achievements without mentioning those of the companies who have trusted us with part of their journey: businesses like Sharesies, Hnry, FTNMotion, Optimal Workshop, Marsello, Tapi, Silverstripe, Publons, Pledge Me, and many more.
They are all out there making an enormous combined impact through their work. There’s also a ripple effect of our alumni going on to reinvest their expertise and capital into the next generation of startups, as we’re seeing with Lachlan Nixon and Motion Capital in the current programme.
Q: How are you finding current business conditions?
There’s no question that the current economic environment is challenging for many businesses, including in the tech sector. But we’re observing that the startups we work with are an incredibly resilient and adaptable bunch.
They’re still finding ways to innovate, grow, and attract investment, despite the headwinds. Supporting them through this period is crucial.
At Creative HQ, we focus on running lean, high-impact programmes that deliver real value to the startups and innovators we work with. We’re fortunate to have a diverse range of funding partners and revenue streams that provide resilience for our own existence.
But we’re not complacent and we are always looking for ways to deliver more efficiently and effectively in changing conditions, and with partners who are value-aligned and can help us amplify the impact.
Q: Staff retention – how easy is it?
From a Creative HQ perspective, we’re fortunate to have a committed and passionate team which strongly believes in our kaupapa. The length of time staff stay with us varies, but certainly, attracting and retaining top talent is always a focus. The companies we work with deserve the very best by way of service delivery.
Having a strong culture that everyone contributes to and purposeful work is critical for staff engagement here. We have a culture of high performance with a team that works hard and fast to deliver services of extremely high quality.
Q: The NZ economy – why is there no coordinated business plan for moving forward?
I believe the tech sector has a critical role to play in the future of New Zealand’s economy. It’s already our second-largest export sector and given the size of its contribution to GDP – around $20 billion annually and growing – there is obviously huge potential still to be realised and a strong case for a more coordinated and focused strategy that ties in every industry.
Realising the full value of tech to the New Zealand economy will require ongoing collaboration and partnership between the public and private sectors to support our innovators.
There’s always more that can be done to create the conditions for startups to thrivewhether that’s through investment, regulatory settings, or capability building – and New Zealand is still relatively early in the maturity of this sector by global comparison.
This untapped potential sector growth makes it an industry of opportunity to work within. At Creative HQ we’ll continue to champion the sector and play our part in building a world-leading startup ecosystem. The number-8-wire-mentality of Aotearoa, necessary for entrepreneurship, already exists.
We need to combine that with heightened ambition levels and continue to grow our own culture of innovation nationally, with connections to capital, combined with ongoing capability training. But through our lens, the future of the New Zealand economy looks bright.
Phoebe Poon
Vice President, Product Management, Aicadium
How is your journey in AI going?
Every day feels like a new challenge, learning how to surf the tide of AI. It’s like when you think you’ve gotten a handle on one crest, another wave is approaching. I’ve always been drawn to the ‘so-what’ of cool technology, and this time, it’s the pace and speed that makes one wonder - perhaps we can miss a few release notes and still catch up at the end of the day.
More so than ever, we need to understand how this technology comes about so that we can temper our expectations of what it can do and be much more prepared to interact with it as it becomes more and more human-like.
Where does your company see the benefits of AI?
Aicadium is focused on unlocking value for industrial companies through operationalizing AI, starting with computer vision. While AI has been deployed in industrial use cases for many decades, we believe that there is still much value left on the table, especially with the computer vision AI technology evolving in recent years to become production-ready for industrial environments.
The latest advancements in computer vision AI are transforming manufacturing operations, offering unparalleled speed and adaptability. By harnessing advanced techniques like 3D vision, few-shot learning, and multimodal fusion, manufacturers can swiftly respond to shifting demands and market conditions.
Real-time video analytics, powered by AI, enable continuous process monitoring, leading to instant detection of defects and quality issues. This allows for quick adjustments and optimizations, reducing costly downtime and rework.
Furthermore, AI-driven predictive maintenance capabilities can identify potential equipment failures before they happen, ensuring uninterrupted production.
With computer vision AI, manufacturers can gain a competitive edge through improved operational visibility, proactive decision-making, and the ability to pivot strategies on the go.
An example of how Aicadium is looking to push greater AI development for industry
use through computer vision, is the recent partnership announced with SICK, a leading solutions provider for sensor-based industrial applications.
The initiative aims to co-develop and commercialize a new class of sensor-based computer vision AI solutions, that will address the most challenging use cases across Singapore and Southeast Asia’s industrial and commercial environments.
In today’s dynamic landscape, the fusion of state-of-the-art AI and manufacturing expertise is hence the key to staying ahead, delivering top-notch products with unmatched speed and responsiveness.
How can visual inspection processes be improved?
Deployment of AI can improve many visual inspection processes. Interestingly, one of the most common misconceptions we encounter is that people feel that AI needs to be 100% accurate to benefit from it.
High accuracy is often deemed synonymous with superior outcomes in AI applications. However, this isn’t categorically true, particularly within the manufacturing sector.
Cost-effective accuracy in computer vision AI is about finding the sweet spot of accuracy that aligns with production objectives without incurring unnecessary expenditures on technology.
This concept navigates the trade-off between AI model performance metrics and long-running cost-effectiveness. In practical terms, it means identifying the level of accuracy that ensures products meet quality standards and customer expectations while also optimizing the use of resources.
This approach not only enhances production efficiency but also ensures that investments in AI are justified by tangible improvements in operational productivity.
By focusing on cost-effective accuracy, manufacturers can avoid the pitfalls of over-engineering solutions and invest in technologies that deliver the most value for their specific needs.
Aicadium in 2024 – where do you see areas of growth?
While AI can bring value to almost any endeavor, Aicadium is dedicated to bringing the benefits of AI to industries, people, and places where it was previously out of reach.
There are several reasons why operationalising AI may have been out of reach for a particular company:
1. Cost: It has been simply too expensive to implement.
2. Technological availability: The technology to do what the customer needs did not exist or needed to be feasible to be implemented.
3. People: It has been impossible to hire people who can implement impactful AI.
4. Time: The time it takes to deploy a solution diminishes the value.
5. Location: The cloud or data transport infrastructure doesn’t exist where it is needed.
6. Regulation: The industry has strict privacy or other regulations prohibiting the deployment of AI-driven solutions.
The first five barriers are rapidly coming down. I see the most potential in regulated industries, where companies are already investing in the underlying data infrastructures and upskilling their people in preparation for rapid AI adoption as regulation catches up with technology.
How do you see the current business climate?
The production deployment of cutting-edge AI in business use cases is becoming more widely known and accepted. However, there is also caution surrounding the unknown risks associated with working with rapidly advancing technology.
What facet of your job delivers you the greatest satisfaction?
When we find like-minded partners in our customers: those who are curious about technology, grounded in operationalising the right amount of tech, and committed to managing the change to harness the best out of new technology.
Last book read?
I am still reading Nir Eyal’s Indistractable. We have already entered the age of hyper-speed content generation by AI, with increasingly personalized content competing for our attention.
If there is one thing that has yet to change, it’s the law of mortality and the fact that our time is limited.So, staying in traction with our values and North Star becomes more critical than ever.
Favourite quote?
“Many of life’s failures are people who did not realise how close they were to success when they gave up.” - Thomas Edison.
There are times when we fiddle with technology to make it useful, just as a baby tries to fiddle with a spoon out of curiosity. It helps to remember that we need to give space for some failures before we can achieve success.
Biggest influence in your life?
I visited a museum with a friend in my teens when she accidentally knocked over a shelf of porcelain exhibits. Upon hearing the loud crash, the museum caretaker rushed over, and we braced ourselves for an earful. The first thing the caretaker said was: “Are you okay?”
It’s not exactly the most significant influence in my life, but it left a crucial impression in my youth that continues to shape my belief that, ultimately, it’s the people that matter most.
Gender and entrepreneurship: why women quit
Entrepreneurship is often viewed as a way of enhancing work-life balance and flexibility, but for many female founders the reality is quite different, according to a study that explores why women leave their businesses and the emotional effects of doing so.
Researchers Dr Janine Swail (University of Auckland) and Dr Susan Marlow (University of Nottingham) undertook in-depth interviews with 16 female founders in the UK and discovered that all of the participants left their businesses due to personal reasons rather than financial or performance issues. These reasons were related to gendered caregiving responsibilities for children or elderly parents. Of the study participants, those who had or were planning to have children said this was their main reason for leaving or selling their business.
In addition to maternal caring responsibilities being a key driver in many of the women’s decisions to leave or sell their businesses, tensions around household finances were
an issue and many of the business owners found themselves dealing with a trade-off between hours invested in the business and those in the household.
Faced with such financial implications, the participants highlighted the penalties and issues with using entrepreneurship as a route to flexible working and work-life balance.
The study authors say the popular perception of entrepreneurship as providing a pathway for making a decent income while offering greater flexibility and choice regarding how, when, and where to work can be dangerous.
Dr Swail says almost all the study participants had strong negative emotions directly after exit including feelings of failure when shutting down or leaving their businesses.
“There needs to be a more nuanced view of entrepreneurship and self-employment,
and people need to have difficult and realistic conversations in their households about what it takes to set up and run a business, especially when you have, or are considering, a family.
“Entrepreneurs, particularly women need to be in relationships where they feel supported in terms of caregiving and finances. This is a conversation we don’t often have openly in start-up ecosystems.”
Marlow and Swail say support organisations and government policy initiatives should refrain from presenting self-employment in a simplistic and overly optimistic way.
“Governments have a responsibility not to reproduce arguments that entrepreneurship is beneficial for all because it’s clear that for some women, who are at a certain point in their lives where caring responsibilities are large, there’s the potential for this route to be financially and psychologically damaging.”
