Bluteau DeVenney Business Insights featuring Ulrike Bahr-Gedalia

We must be less risk averse. Our biggest risk is not taking any risk at all Ulrike Bahr-Gedalia, President & CEO, Digital Nova Scotia.

Digital Nova Scotia (DNS) is a not-for-profit organization dedicated to the ongoing growth and development of Nova Scotia’s Digital Technologies Industry, and beyond. DNS’s membership primarily consists of individuals and entrepreneurs, small and mid-size businesses and large enterprises engaged in the digital technologies industry in local and global markets.   Ulrike Bahr-Gedalia is the President and CEO of Digital Nova Scotia. Bahr-Gedalia speaks six languages and has over 20 years of marketing and business development experience spread across five continents. Her work experience spans the public and private sectors, as well as academic institutions. As an immigrant to Nova Scotia and a female who has held senior positions in multi-national, start-up and small to medium-sized technology companies, Bahr-Gedalia’s diverse sector expertise in software, hardware and networking products in Information and Communications Technology (ICT) firms, as well as software development in bio-tech, aerospace and defense industries, provides her with first-hand experience and insight into the multi-sectoral facets of the ICT sector and the breadth of career opportunities available within it.

Bluteau DeVenney (BD): How did you find yourself in the leadership role you are in today?

Ulrike Bahr-Gedalia  (UBG):  My parents had the greatest impact on me. They were my first mentors and role models. My father had a very strong work ethic. He traveled extensively for a technology company, and was fluent in English, which was rather uncommon for his generation. During his career he travelled to 65 countries and showed me the value of seeing the world and not staying in one place. With each business trip, a unique souvenir and new story from another culture entered our house, which enriched and inspired our minds. My mother was extremely involved in our early education and academic well-being. As far as I remember, she never missed one parent-teacher meeting and was an incredibly active volunteer in the local community. In summary, I had a well-rounded, happy and fulfilled childhood, which undeniably fostered my quest for a satisfying and fulfilling career.

I grew up in Germany, but my early exposure to other cultures, countries and languages, including spending our summer vacations in various European countries, led to me living and studying in California for one year right after high school. These formative experiences allowed me to understand the value of an openness to other cultures. At that time, it was extremely unusual to spend one year on another continent, in particular, at such a young age, but I have always been open to new experiences. I was inspired to do my Masters in Texas three years later where I was awarded a Fulbright Scholarship and Mannesmann Teaching Award. I am very adventurous and determined, and learned early on to accept and adapt to change and new environments quickly. I thrive on challenges and anything that’s out of the ordinary it keeps me motivated.

BD: Is there any particular experience you feel helped you the most in your career and why?

(UBG):  My early roles working internationally at the headquarters of RAD Data Communications in Israel, Intel Corporation in the UK, and Compaq Computer in Germany, prepared me to take on anything. I learned to excel in fiercely competitive job interviews, which enabled me to work in high-level senior management positions at a young age in global markets with very diverse teams. I climbed the senior management ladder quickly and was fearless in doing so. This laid the groundwork for my future employment in the private, public and not-for-profit sectors. I was inspired by the diversity of the workplaces in which I had the good fortune to work, in particular at Intel in the UK and Israel, and Commtouch Software in Israel. This is where I learned that diversity and inclusion are critical drivers for business and personal growth.

BD:  Looking back at your career so far, is there anything you would have or could have done differently?

(UBG):  I would not change a thing, even though life has not always gone my way or moved at my desired pace. I believe everything in life happens for a reason. I often remind myself that patience is a virtue. For example, I would never have met my husband Michael if my last semester in Texas had not been delayed. That delay led to a marvellous family, a move to Israel, and employment in the ICT sector in a nation of technology start-ups. These early experiences made me realize that good things can arise from any situation.

(UBG):  We must take time to be candid, inspiring and passionate mentors while allowing ourselves to be mentees. After all, personal and professional growth go hand in hand with lifelong learning. I’d sum up the value of mentorship using three “I’s”: insight, inspiration and impact. In other words, be insightful and open to the insight of others; be inspiring and inspired; and have impact, while allowing yourself to be impacted by the ideas and actions of others.

(UBG):  We must be less risk averse. Our biggest risk is not taking any risk at all. We need to embrace diversity in all forms such as markets, cultures, and networks. We have to adopt a global mindset in order to remain viable and relevant in today’s global marketplace and recognize the importance of developing greater cross-cultural competence. As an immigrant to Canada, I have seen this first hand. Initially employers were reluctant to hire me because of my unconventional approach and career path (for Canada), despite my experience and track record overseas. We are enriched by different languages, backgrounds, and perspectives. Diversity is a missed opportunity if we do not embrace it. People-diversity will lead to greater diversity in sectors, markets, product innovation and business models. As a result, building and embracing diverse people, will in turn build sustainable, successful and diverse businesses that are globally competitive.

BD:  In terms of strategy, what are the one or two decisions that have been made in your current role that have helped the most in moving your business/organization forward?

(UBG):  Two important decisions for Digital Nova Scotia that will enable us to be more impactful are growing and strengthening our internal and external capacities. Internally, we increased the size of our board to reflect our diverse industry, including youth, females, education, and gaming. Each board member has either a background in and/or a strong affiliation with the digital technologies industry. It’s good business sense. Digital Nova Scotia has a professional, solid and well-connected board. We have also grown our team, and put a stronger focus on marketing and communications, which I consider to be a core function in any organization. In addition, we increased the number of projects, and funding. Externally, our focus has been on growing partnerships. Sound partnerships and smart relationships provide Digital Nova Scotia with a stronger foundation and reach to increase our reputation, creditability, visibility and impact.

BD:  Going forward strategically, what is it you and your business/organization need to do differently?

(UBG):  Digital Nova Scotia must explore opportunities to influence improvements in the education system. We have to become more engaged in the field of education through private and public partnerships to prepare graduates to become global thinkers and leaders. Our school system must prepare entrepreneurs and employees for the future economy. We acknowledge the workforce of the future, but we must act quickly. By increasing industry engagement and providing fulfilling employment opportunities, we will attract more youth, immigrants and the best talent to Nova Scotia. We will also encourage underrepresented groups to pursue careers in ICT and help fuel the digital economy. Women, for example, are a largely untapped source of leadership and talent in Canada’s technology sector. Our country limits its ability to innovate when we do not foster the participation of underrepresented demographics in our industry.

As a female technology leader and immigrant, I practically “personify” two underrepresented groups in our sector, in particular as it relates to senior leadership positions. I feel very fortunate as this combination works to my own and the organization’s advantage in our day-to-day operations.

For example, I pro-actively aim to be a role model and regularly engage with university and high school students many of them being immigrants and young females to encourage and motivate them. I advise them to view challenges as opportunities, and apply a “can-do” attitude at all times. It seems easier to relay when you lived through it yourself, and also gets more widely and easily accepted as you’re not quoting secondary sources. I find it more effective to refer to first-hand experiences and leverage myself as a “primary source.”

BD:  How do you measure success for your business/organization?

(UBG):  Success means developing people – both inside and outside of Digital Nova Scotia. It is important that our team endeavours – including myself – to grow personally and professionally at all times.   An organization’s main strength is its talent! People are an asset that requires an investment. I’ve learned throughout my career that one can’t build a successful and sustainable business if one doesn’t build its people first. People are the foundation on which everything rests and depends.

This is powerfully illustrated in the following conversation I recently read about. A CFO asks their CEO “What happens if we invest in developing our people and then they leave us?” The CEO responds: “What happens if we don’t and they stay?”

It is also important that Digital Nova Scotia develops the best talent in the broader digital community. I enjoy working with students and youth, in particular. They are very enthusiastic learners and also attentive listeners. I welcome any opportunity to speak to university students about digital opportunities, international marketing and business development, but also gender diversity in the workforce, mentorship, work-life balance and personal growth. It is truly rewarding to suddenly see more students engage in industry networking events, attend our workshops, and request career advice and mentorship. These students are the workforce of the future and Digital Nova Scotia is actively engaging them with industry and connecting them to the growing roster of companies hiring talent in the region.

BD:  What is the greatest challenge facing Atlantic Canada in helping it move forward and be more competitive economically?

(UBG):  We urgently need a cultural shift. We must acknowledge and make progress on diversity and inclusion since these are critical drivers for growth. We must address immigration, youth employment, gender diversity, and underemployed professionals to foster innovation, productivity, and efficiency. Thinking and acting beyond our traditional personal and professional boundaries will enable us to reach global markets and talent more effectively. We can learn from the start-up community with their international talent and out of-the box thinking. I truly admire what they do!

My concern is that if we do not grow beyond our traditional personal and professional boundaries, our “comfort zone” will soon become very uncomfortable – it’s never good to act only when it hurts! For example, I highly recommend people live and work in another country. It’s amazing how this exposure enables people to see things differently. This will drive personal and professional growth by broadening one’s perspective, and leads to becoming an inspired and inspiring role model, mentor and champion!

BD:  From your experiences, what added support or capability would help Atlantic Canada become more competitive economically?

(UBG):   Our education system, starting as early as kindergarten, must help shape young minds to be inquisitive global leaders, thinkers and entrepreneurs of tomorrow. It’s best to start at a very young age. It becomes more difficult to tackle these areas when people are already in University, College or the workforce. A good example is learning another language. When you’re young, it’s more natural and easier to internalize. It’s not so easy as you grow older.

To become more commercially competitive, we have to ensure our education system is globally competitive. ICT must be part of a renewed education system, starting at the elementary school level, since today every business is a digital business, every career requires ICT skills and all organizations require an ICT strategy.

As I mentioned earlier, I was incredibly fortunate to have had a well-rounded, happy and fulfilling childhood and was introduced to technology careers early in life. I have truly come full-circle and feel just as fortunate today having found a versatile, engaging and rewarding role with Digital Nova Scotia. I wish the same for Nova Scotia youth and the talented workforce in our region.

Source: Bluteau DeVenney