MARK D. DEMERS

POWERHOUSE GLOBAL MAGAZINE (PGMAG) INTERVIEW WITH:

MARK D. DEMERS (MD)

PGMAG: Mark, welcome to today’s interview with Lady Anita.

MD: I would like to thank you so much for this opportunity to share with people!

PGMAG: Please briefly introduce yourself to our readers.

MD: I believe that my parents named me “Mark” because they knew I would fall in love, and have a long career, with technology “Mark”eting. I’m a passioned, humble, selfless, fearless leader that believes that, like in life, communications, trust, commitment, and respect solve a lot of problems. I worked for world leading software companies and start-up’s, in a variety of technologies and in most every position within marketing from product management, product marketing, channels, public/investor relations, even running marketing and now am privileged to run global industry marketing at SAS responsible for all of SAS’ industry messaging, market/product offerings/positioning, content and thought leadership and with my team providing critical industry-centered sales support.

PGMAG: As a leading voice in the technological industry, what are some of the ways that could support business recovery amidst covid-19?

MD: The global pandemic of COVID-19 is an unprecedented event unlike anything we have experienced in our lifetime. The financial impacts of the COVID-19 pandemic are still widespread and deeply felt. SAS, being the leader in Analytics and Artificial Intelligence, when COVID hit, we implemented internally what we called an Incident Command System (ICS). Immediately we assessed the impact on our customers in Industry to determine how we could be there for them to save lives and save businesses. One thing we know unequivocally is that data and analytics provide the key insights needed for most every industry. Let me give you a couple of short examples.

To start with, right now, the world is in the most harrowing vaccination rollout in history. Determining how to distribute doses where they are most needed and in the right quantities while preserving vaccine integrity, depend on trusted analytics – to identify priority populations, monitor capacity and efficacy, manage challenging supply chain logistics, and analyze future projections. For storage and transportation, our solutions use AI and streaming analytics to help alert, control and avoid issues effecting vaccine quality or loss.

Health care systems need to ensure that adequate, quality medical resources are available to protect public health. Analytics help predict resource needs, including hospital capacity, personnel, and critical medical equipment and personal protective equipment (PPE).

The current crisis significantly changed the way that consumers shop. From the toilet paper crisis and loading up their pantries with household products and non-perishable foods to increasing the necessity for online shopping, everything has changed. As retailers struggle to balance meeting increased demand with optimizing existing inventory, SAS can help predict and plan for demand in the short-term, mid-term, and long-term. Additionally, Intelligent Short-Term Product Substitution can be a powerful tool in helping retailers/ consumer product goods companies measure demand especially in times of high volatility such as the COVID-19 outbreak.

The applications and needs of analytics post recovery vary widely from detecting unemployment fraud, to protecting children in social services who are at-home due to closed schools and everything in between. Recovery post-pandemic is about rebuilding but it’s also about reimaging. It’s about future-proofing your organization by building in resilience. Analytics can greatly advance our ability to predict, prevent, prepare for whatever lies ahead.

PGMAG: You have had many years of experience in leading large teams and transforming the lives of others. What are the vital keys to leading a successful team in the new world (Post-pandemic)?

MD:

I personally have had to adapt to how I lead in these times and foreseeable future. Increased communications as well as clarity in expectations and deliverables is but one key.

But mostly, its about increasing awareness and sensitivity and having empathy for realizing more what every individual and their families might be going through with COVID tragedies, work-from-home, home schooling children and caring for them while also working a full-day. Keeping a pulse on how teams are “feeling” is critical at times like these. Burn-out and fatigue and mental health are on my watch list for team members more than ever.

PGMAG: How relevant is the use of Artificial Intelligence (AI) and Emotional Intelligence (EI) in today’s business world?

MD: (this may be a too far out there concept Lady Anita but thought I would tell you my theory)

Both are incredibly important and come to light at a time they need each other to form a more perfect world.

I tell people that the greatest generation to come, beyond the Baby boomers, Gen-X, Gen-Y (or Millennials), etc. is what I termed Generation-Pi. Advanced technologies like AI, powered by Humans. Pi π’s decimal representation (3.14159) “never ends” and “never settles” into a permanently repeating pattern. Artificial intelligence (AI) is intelligence demonstrated by machines, unlike the natural intelligence displayed by humans and animals, which involves consciousness and emotionality.

Emotional intelligence (EI), emotional quotient (EQ) and emotional intelligence quotient (EIQ), enables people to recognize their emotions and those of others, discern them and use it to guide thinking and behaviour, and adjust emotions to adapt to environments. Studies have shown that people with high EI have greater mental health, job performance, and leadership skills. EI is typically associated with empathy because it involves an individual connecting their personal experiences with those of others.

So Gen-Pi will be the combination of people, with Emotional Intelligence, who trust in and code ethical Artificial Intelligence applied to business and life designed to form a more smart, trusting, always-on, autonomous, selfhealing, thinking, learning, selfcorrecting society.

PGMAG: What could be done to support more women into leadership positions?

MD: At SAS, we already do a good job if I look at how SAS stacks up next to other software vendors when it comes to gender equity. Our global workforce is nearly 40% female overall, with 32% in technical roles and 35% in leadership, which is higher than the industry average. But with the downward trend of women in computer science, and women leaving the workforce again now at a rate more than typical due to “work from home and the pandemic”.

Everyone knows that a lot more must be done, not only for women in leadership roles but with diversity too.

As a man, I never built any bad habits starting my career. I was raised a “momma’s little boy” and my sister was my role model. I worked my first job in the business world for the first of many woman executives in my career. Each one an amazing experience beyond any words to convey. Each one gave me more opportunity to learn and grow. My first Vice President of Marketing job came at the hands of a women CEO in Dallas, Texas. Women leaders gave me my best opportunities to advance and whenever I’ve had the opportunity to hire or mentor and advance women I did so – only because they were the BEST for the job. Many themselves whom now are senior executives at various companies.

There’s always been a significantly larger amount of men than women in computing, and engineering. And while the analytics industry is slightly more balanced (at 30% women), it’s still under-represented by women, especially at senior levels.

Yet we know companies in the top quartile of gender diversity are staggeringly 15% more likely to exceed financial medians.

Most of the global team I now lead at SAS are women. And if not for them SAS would not be in position to stand out in industries we serve.

I’d tell women, continue to lead by example. Mentor. Talk up. Tech-up and find opportunities for advancements. And then make opportunities for women. Analytics and math and STEM are great foundational pieces for women and young girls to blaze a path to the corporate board rooms.

PGMAG: Oftentimes people give up on their journey at the slightest appearance of difficulties. What is your message for those who are struggling with indecisions?

MD:

Be a lifelong learner and find role models. No matter where you come from you are guaranteed to find many humble, great people that succeeded not by taking the easy way but by doing it their way and never giving up.

Wisdom knows how to tear down AND build. Incompetence can only destroy, but skill builds up. To be blunt, women in STEM, women in business, across all industries and women in the board room have always faced significant roadblocks and obstacles put in their ways. This alone should act as a beacon. A source of inspiration. Despite these difficulties, the numbers are all positively trending upwards.

Every day, girls are breaking boundaries and barriers, tackling issues like child marriage, education inequality, violence, climate justice, and inequitable access to healthcare. Women are proving they are unstoppable.

PGMAG: Would you agree that ‘global collaboration’ is one of the way forward for economic recovery?

MD:

Yes indeed. COVID-19 has given us all a new lens through which to view modern working. The virus has separated us from each other and unfortunately, isolation was part of the solution. Along with side consequences I’m afraid we will now be dealing with for years to come.

The way we work and collaborate will never go back to “the norm.” We now have new ways of collaborating internally and externally. New means for producing marketing events, digitally or hybrid hopefully by end of 2021 (inperson and online). The positive is the rise of remote working is eliminating boundaries and borders.

Opening a wealth of global talent possibilities for both companies and individuals liberated by a borderless recruiting process. And in doing so, help overcome perhaps the biggest toll taken on diversity and inclusion. Talent! Wherever. Whenever. Whoever - is best for the job.

PGMAG: What would you say to those who are considering a career path in Technology?

MD: I’m so blessed to have picked a career almost 40-years ago in Technology. Its been a tremendous amount of fun. Along the journey I’ve met many people in my life that have helped give me guidance and propel my career along the way.

My first advice would be - Find mentors! Be CONNECTED. Experts agree that the most connected people are often the most successful. When you invest in your relationships -- professional and personal -- it can pay you back in dividends throughout the course of your career.

I’ve seen a real difference in the way people assert themselves when they have a trusted and supportive mentor. Plus, mentors are always willing to share their own life experience and successes, as they want to be able to part of someone else success.

My second piece of advice. Regardless of the tech-world, whatever your interest is in whatever field or industry – KNOW the end BUSINESS. The day in the life of the people using the software and the people behind the data being analyzed by the business application.

The speed of business has never been more accelerated than now. We are on the cusp of advanced technologies impacting all facets of life like, crypto currencies in banking, Internet of things (IoT) in retail, manufacturing, agriculture, image analysis and artificial intelligence in health care, drone technology in shipping, etc.

Bottom line is – pick an industry you love and the technology will follow you. Analytics is a massive and FUN growth industry. It’s the place to be for an exhilarating, high-profile, well-compensated career, a cornerstone of our economic future.

I would say - The future for technology has never been brighter. Just about every industry’s future depends on “IT”.

PGMAG: What were the top three books that changed your life?

MD: I once had a leader say to me “Leaders are readers” and so that struck a cord with me. Always be learning, leading.

Top books:

1. First real business book I fell in love with was “In search of Excellence: Lessons from America's Best-Run Companies" by Thomas Peters and Robert H. Waterman. Probably one of the greatest business books of all time. A study of many companies across diverse sectors and it lays out the basic principles of management and what led to the success of the companies highlighted.

2. Built to Last: Successful Habits of Visionary Companies 1994. James C. Collins and Jerry I. Porras took eighteen great companies and studied each, from very beginnings to the present day, versus competitors. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"

3. The Ten Commandments for Business Failure by Donald Keough, a former top executive at Coca-Cola who became Chairman of the board for a public Company I was head of Marketing and Investor relations of. I’ve always felt that I learned from my failures just as much as my successes and Mr Keough’s book and the pleasure to get to know him helped me embrace that. This light-hearted “how-not-to” book includes anecdotes from Keough's long career as well as other infamous failures.

PGMAG: Finally, what would you say to your younger self?

MD: Don’t be afraid to make mistakes and learn from them and move on. Be embracing of life mentors and ask for help and feedback along the way. Take more time to hit refresh and relax. I left literally hundreds of days of vacation on the table and I regret personally not taking more time off. Your mind, body and soul need it. And how you lead will be impacted from taking time to reset, rest, be curious and creative and recharged.

PGMAG: Thank you for your time today.

MD: Thank you so much for giveng me the opportunity!

PGMAG: Please share your links with us.

MD: Mark D. Demers SAS Sr. Director, Global Industries Tel: + 1 919 601 9756 mark.demers@sas.com linkedin.com/in/markddemers