Anna Liebel

Director of The Secure Board

Ithink IT chose me for a career rather than me choosing IT. I taught myself how to code when I was only eight years ago, and started my own IT consulting business when I was still in high school, in Year 12.

I have now relished working in IT for nearly 30 years across a variety of technology domains and in management consulting roles where I have worked alongside the security department.

After school I did not take the usual career path to university, but I’ve focussed on continuous learning throughout my career, including taking two courses at the Massachusetts Institute of Technology in the USA, and becoming a graduate of the Australian Institute of Company Directors.

My focus on continuous learning means I always try to develop the skills required for the next one to two steps in my career. If I am not familiar with something I set about learning more about it. I can then talk about it authentically, which builds my confidence.

Continuous learning does not necessarily mean formal learning. I am a huge fan of learning by observing others, and by reading and listening to podcasts. It’s important to be open, to enrich your understanding and perspective.

My early years in IT were with Telstra, where there was always a large number of people in the room, and lots of loud voices. Questions were often asked, and opinions shared. I wouldn’t speak up for fear of being laughed at. But after a few months of staying silent I realised other people were sharing perspectives very similar to my own. That increased my confidence to share my ideas and opinions, which had a big impact on my corporate career.

I have worked in many IT departments, established new enterprise global sales streams, worked in management consulting, and most recently as a CIO and board member. I’ve always said yes to every opportunity, taking myself out of my comfort zone, which has driven my continuous learning.

But there’s good and bad in always saying yes. On the good side, it has been instrumental in my career success. On the downside, it has sometimes landed me in situations where I lacked the skills and experience to perform effectively.

One example was when I offered to speak at a conference in 2012 to a room of 800 people. I was so nervous I learnt my presentation by heart. After my presentation I asked a sponsor/advocate for feedback. He said I had done well, but much better in the Q&A because I was more comfortable and confident. His feedback spurred me to develop my public speaking skills. That’s something I continue to do today, and will always do, because I think there is always more to learn.

Another example was accepting a six-month secondment into an enterprise sales role. I didn’t know anyone in the team and was not familiar with

the lingo. I acknowledged this quickly and started working with a coach, the former CEO of a global food retailer who had significant sales experience.

Over the past few years, I have been transitioning to a portfolio career, focusing on a range of consulting and advisory work. I find it very rewarding to be contributing more broadly across different sectors and businesses. I love the diversity and unpredictability of my current role. Most weeks are spent attending board meetings. Claire and I also spend a lot of time meeting with boards and chief executives, providing advice and sharing best practice. I also undertake interim CIO work and coach other CIOs and CEOs.

In my most recent role, with UniSuper, the information and cybersecurity team reported into me as chief delivery and information officer. As security has shifted from being perceived to be an IT function to an enterprisewide risk, I am motivated by how the business and third-party vendors work with IT collectively to keep organisations safe.

And I would advise anyone, whether they are working in security or in IT, to take a customer and business perspective to their work if they want to progress their career. It’s a great way for IT to be valued by stakeholders and gives IT the opportunity to make a difference.

And for IT to be most effective in making a difference, you need diversity across gender and age. In security it contributes to critical thinking on strategy, prevention, preparedness and culture. In business it supports critical thinking in customer retention and attraction strategies.

“I have worked in many IT departments, established new enterprise global sales streams, worked in management consulting, and most recently as a CIO and board member. I’ve always said yes to every opportunity, taking myself out of my comfort zone, which has driven my continuous learning.” I also had the wonderful opportunity to co-author a book, The Secure Board with Claire Pales. It provides important advice for boards and senior leadership teams on why cybersecurity is a business risk, not just an IT problem. The Secure Board is also the name of an advisory service of which I am a director. I am also the founder and director of another advisory service, 110% Consulting, and a non-executive director of Ambulance Victoria.

110% Consulting advises on strategies to grow businesses, transform the experience for customers and deliver operational efficiencies to free-up funds for strategic investment.

www.linkedin.com/in/annaleibel/

www.thesecureboard.com