Jun 9, 2021

Q&A: David Joosten, Regional Director Americas, Vodafone

Kate Birch
3 min
David Joosten, Vodafone's Regional Director Americas and Partner Markets discusses what makes a good leader and how leadership has changed in a Covid world

As Regional Director Americas and Partner Markets for Vodafone, David Joosten leads both the Vodafone Business commercial operations in the US, Canada and Latin America and in France, Belux, Nordics, Russia, Austria, Switzerland and the International Public Sector. He leads the management team that spans all functions and is ultimately responsible for ensuring customers are supported and satisfied.

How would you describe your leadership style?

I try to surround myself with the best people I can find, delegate authority, and don't interfere as long as the policy we’ve decided upon is being carried out. I’m pretty hands off but ensure I check in regularly with my team. I set standards very high and hold people accountable. I’m very approachable and appreciate honest and open feedback from every employee. I focus on listening and ensuring people get praised for doing a good job.

What qualities make a great leader?

I believe a leader needs to show candor, integrity, humility and be an active listener across all levels of the organization. They need to be flexible and be fast at adapting to changes. That’s especially true this year, where we had to make fast decisions to adapt to the massive disruption but also had to be consistent and clear in our communications.

How has your leadership style changed over the last year?

Last year, I had to adapt to leading people completely remotely and make fast changes to adapt to the challenges the pandemic brought with regards to supporting our customers and employees.  Communication was critical and ensuring our customers and employees were supported was top of mind. Coming out of the pandemic, I believe I learned how to do this more effectively and collaboratively.

What have been the main challenges and opportunities in leading teams over the last year?

The fact that we had to do everything remotely has been a challenge, and the reality that people had to juggle personal and professional lives at the same time. Keeping people motivated and connected was our main priority and being empathic to their situation. It has allowed us to change how and where we will collaborate with each other in the future. Also, it was an opportunity to rethink our habits and routines and make changes, both professionally and personally. Positive lessons learned include keep listening to people, using all communication tools available. Set time aside to unwind and reflect.

How do you see the role of senior leaders changing in a COVID-19 world?

I believe leaders should really consider how they treat all of their stakeholders — starting with their employees and the whole range of their human needs. There will be real ‘moments that matter’ for their employees that will contribute to the level of attachment (or lack thereof) they will have to the company in the future and to the ability of the company to thrive coming out of the crisis. It is also good to rethink the company’s purpose and what role it wants to play and how it will position itself.

What’s the best piece of leadership advice you’ve even been given?

Listen more than you speak.


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Jun 13, 2021

Marketing matters: from IBM to Kyndryl

Kate Birch
5 min
Former CMO for IBM Americas Maria Bartolome Winans was recently named CMO for Kyndryl. Maria talks about her new role and her leadership style

Former Chief Marketing Officer for IBM Americas, and an IBM veteran of more than 25 years, Maria Bartolome Winans was recently named CMO for Kyndryl.

Prior to joining Kyndryl as Chief Marketing Officer, Maria had a 25-year career at IBM, most recently as the tech giant’s CMO where she oversaw all marketing professionals and activities across North America, Canada and Latin America. She has held senior global marketing positions in a variety of disciplines and business units across IBM, most notably strategic initiatives in Smarter Cities and Watson Customer Engagement, as well as leading teams in services, business analytics, and mobile and industry solutions. She is known for her work with teams to leverage data, analytics and cloud technologies to build deeper engagements with customers and partners.

With a passion for marketing, business and people, and a recognized expert in data-driven marketing and brand engagement, Maria talks to Business Chief about her new role, her leadership style and what success means to her.

You've recently moved from IBM to Kyndryl, joining as CMO. Tell us about this exciting new role?

I’m Chief Marketing Officer for Kyndryl, the independent company that will be created following the separation from IBM of its Managed Infrastructure Services business, expected to occur by the end of 2021. My role is to plan, develop, and execute Kyndryl's marketing and advertising initiatives. This includes building a company culture and brand identity on which we base our marketing and advertising strategy.

We have an amazing opportunity ahead at Kyndryl to create a company brand that will stand apart in the market by leading with our people first. Once we are an independent company, each Kyndryl employee will advance the vital systems that power human progress. Our people are devoted, restless, empathetic, and anticipatory – key qualities needed as we build on existing customer relationships and cultivate new ones. Our people are at the heart of this business and I am deeply hopeful and excited for our future.

What experiences have helped prepare you for this new opportunity?

I’ve had a very rich and diverse career history at IBM that has lasted 25+ years. I started out in sales but landed explored opportunities at IBM in different roles, business units, geographies, and functions. Marketing and business are my passions and I landed on Marketing because it allowed me to utilize both my left and right brain, bringing together art and science. In college, I was no tonly a business major, but an art major. I love marketing because I can leverage my extensive knowledge of business, while also being able to think openly and creatively.

The opportunities I was given during my time at IBM and my natural curiosity have led me to the path I’m on now and there’s no better next career step than a once-in-a-lifetime-opportunity to help launch a company. The core of my role at Kyndryl is to create a culture centered on our people and growing up in my career at IBM has allowed me to see first-hand how to prioritize people and ensure they are at the heart of progress in everything Kyndryl will do.

How would you describe your leadership style?

I believe that people aren't your greatest assets, they are your only assets. My platform and background for leadership has always been grounded in authenticity to who I am and centered on diversity and inclusion. I immigrated to the US from Chile when I was 10 years old and so I know the power and beauty that comes from leaning into what makes you different from other people, and that's what I want every person in my marketing organization to feel – the value in bringing their most authentic self to work every day. The way our employees feel when they show up for themselves authentically is how they will also show up for our customers, and strong relationships drive growth.

I think this is especially true in light of a world forever changed by the pandemic. Living through such an unprecedented time has reinforced that we are all humans. We can't lead or care for one another without empathy and I think leaders everywhere have been reminded of this.

What’s the best leadership advice you’ve received?

When I was growing up as an immigrant in North Carolina, I often wanted to be just like everyone else. But my mother always told me: Be unique, be memorable – you have an authentic view and experience of the world that no one else will ever have, so don't try to be anyone else but you.

What does success look like to you?

I think the concept of success is multi-faceted. From a career perspective, being in a job where you're respected and appreciated, and where you can see how your contributions are providing value by motivating your teams to be better – that's success! From a personal perspective, there is no greater accomplishment than investing in the next generation. I love mentoring younger professionals – they are the future. I want my legacy as a leader to include providing value in work culture, but also in leaving a personal impact on the lives of professionals who will carry the workforce forward. Finding a position in life with a job and company that offers me a chance at all of that is what success looks like to me.

What advice would you give to your younger self just starting out in the industry?

I've always been a naturally curious person and it's easy for me to over-commit to projects that pique my interest. I've learned over years of practice how to manage that, so to my younger self I’d say… prioritize the things that are most important, and then become amazing at those things.

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