30572_Kao Data Critical Careers_Pages - Flipbook - Page 38
What enabled you to make that leap into the
CEO role?
What perspectives do women bring to
the table in leadership positions?
was probably an initial roadblock when the opportunity to be CEO at Pure came
up. I wasn’t sure I was ready, and thought I lacked the industry-speci昀椀c experience
to lead a data centre company. In the past, I’d been told repeatedly, “We don’t see
you in that role yet,” or “Maybe in ten years, once you’ve built up more experience.”
That created a mental barrier for me, and I wasn’t putting myself forward for those
kinds of opportunities.
think a big asset we have is our ability to understand others. This
skill is key when you’re in leadership because when things aren’t
going as planned, or someone’s upset, being able to dive into their
perspective can help sort things out faster and more effectively. It also
helps us bring everyone along with us on the journey,. We apply a mix
of logic and thoughtfulness that not only addresses the problem but
also keeps the team cohesive and motivated.
I
I
This time, the investors and board came to me and suggested I put my name forward.
They saw something in me that was different—a candidate with a broad range of
experience that went beyond just the data centre sector. They recognised that while
I might not have the deepest technical background in data centres, I had a proven
track record in leading large-scale operations, crisis management, and infrastructure
projects across various industries.
Over time, I’ve learned it’s not about having all the answers right away,
especially when you hit those senior levels. Early in my career, at places
like Gatwick Airport, I realised you’d burn out trying to know everything
in a new sector. That taught me to trust my team’s expertise, allowing us
to collaborate and 昀椀nd the best paths forward together.
I also learn and adapt quickly and that set me apart from other candidates. After
arriving at Pure, I not only picked up industry knowledge quickly, but I could see the
big picture of what a data centre company needed to build and operate successfully. I
was also fortunate to be surrounded by a team with exceptional depth in areas where
I might have had gaps. Our collective expertise meant we had all the bases well and
truly covered.
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And that trust—it’s crucial because what’s the point in hiring brilliant
people if you’re just going to micromanage them? It’s taken me a while,
but letting go and trusting the team is one of the most empowering
things you can do, both for them and for yourself.
