Keir Garrett, Regional Vice President, Cloudera ANZ, on what time in tech has taught her so far.
What would you describe as your most memorable achievement?
While there have been several achievements that have shaped me, raising two kids on my own in a foreign country, without support, was significant. It kept me focused on bringing the best version of myself to work so I could give my kids the best possible opportunities in life. Another memorable achievement was competing in an ultra-marathon in the Himalayas, in a very remote location, near the border of Tibet. I was running in an environment that because of the high altitude, meant there was only 30% oxygen, which added another level of challenge. I may not have won, but I made it to the start line and finished it. Upon finishing, I said to myself, you’ve done this, now you can do anything!
What first made you think of a career in technology?
I started my career working in the accounts department at the BBC. I then moved on to a finance role at a New Zealand based travel company and the tipping point came when I needed to find a new integrated travel reservation system. I realised that I was working all hours for little financial return, so decided to jump ship across to the vendor side, securing my first sales role selling Kingston Technology. I then got a break by someone who still mentors me today, into the Oracle ecosystem selling ERP software. From there, I just broke out. I am one of those people that when I’ve decided to do something I learn everything there is to know about it, whether it be an industry play, a solution play and so forth.
I then transitioned from sales and being an individual contributor into leadership – of which of which the most defining role was a position at Microsoft New Zealand.
Having a finance background and then really understanding ERP really helped me to understand customers, their pain points and what they are trying to achieve by way of outcomes.
What style of management philosophy do you employ with your current position?
I learned to have empathy and temper my own vision by recognising that you can’t be a lone wolf manager. Instead, it’s about focusing on people and bringing everyone on the journey with you. I also encourage everyone to think about the how-to’s and what-ifs – shifting the dial from ‘why not’ to ‘how can we resolve it’.
People come to work to have a positive experience and I have realised that as a leader, the impact that I can have on someone’s day or life by being collaborative can be quite profound. I have experienced the downside of working in a climate governed by stealth and fear and hope I never have that level of negative impact on someone’s life. My team always knows where they stand with me and that I have always got their backs.
What do you think is the current hot technology talking point?
The current hot tech topic right now is Generative AI.
However, as leaders, as trusted technology advisors, we must really focus on the customer outcome that is needed first. We have an intrinsic responsibility to help our customers manage their data, ensuring they have the right infrastructure and tools in place. There is also the issue of trust when it comes to using AI. The evolution of AI also raises implicit questions about our ethical responsibilities as individuals.
How do you deal with stress and unwind outside the office?
Exercise is a great stress reliever. It requires discipline, for example, getting up at five am and committing to changing my eating habits. Swimming, especially in the colder months, also encourages me to face fear. Which I suffer from at times but refuse to let it take over.
Instead, I channel this fear into energy for the things I enjoy doing outside of work, like running. I have found a community through sports and have made many lifelong friends.
I also love cooking for two reasons. As a creative outlet and for the way it works as a catalyst for bringing people together. During the pandemic, I found that cooking was extremely therapeutic – and it made me more creative than ever.
If you could go back and change one career decision, what would it be?
I’ve always wanted to be a shoe designer. My dad, being an architect, didn’t want me to pursue anything in the arts. I also had a goal of getting to the 1986 Olympics as a swimmer. I often wonder what could have been if I had taken either of those pathways and followed my passions as opposed to business and financial security.
What do you currently identify as the major areas of investment in your industry?
Security and risk mitigation are key areas of investment, fundamentally supported by data management. As organisations transition to cloud-based systems, it’s crucial to operate within a secure environment that efficiently manages their business information. Data, being a highly valued asset, presents a challenge for businesses. They must balance the transformation of raw data into a monetisable product while maintaining ethical standards and privacy.
The automation of manual data processes through AI can yield valuable insights derived from data, transforming raw data into actionable information.
What are the region-specific challenges when implementing new technologies in APAC?
AI is the modern technology that organisations are struggling with when it comes to implementation. AI models require access to vast amounts of high-quality, diverse data, and we have found that enterprises often struggle to integrate their data silos in a way that ensures trusted data, secure data and seamless data access.
Another challenge associated with AI adoption is related to agility and whether organisations have the ability to be flexible with their infrastructure models in areas like vendor lock-ins and scaling along with the integration issue I touched on earlier.
As AI adoption and the use of Generative AI continues to evolve and grow at speed it needs a data model that can scale at the same pace. The data platform should be driving the AI platform. Unfortunately, rigid infrastructure can hinder innovation and slow down the development and deployment of AI applications.
What changes to your job role have you seen in the last year and how do you see these developing in the next 12 months?
One thing that has been consistent in the past 12 months has been the act of change itself. In terms of how this has impacted my role over the past year, I would say that having the ability to adapt quickly and where needed adapt our business model, has been crucial.
With change being constant, the other critical thing for me has been accelerating the pace of my own learning.
Looking forward, I see my role evolving further to ensure as an organisation we continue to keep up with the rate of change. This will include ensuring I stay current with the latest advancements in AI and data management while also fostering a culture of continuous learning and improvement within my team.
When it comes to building a strong team, I am passionate about workplace diversity and changing the way we hire. For me, this means bringing in people from diverse backgrounds and lived experiences. After all, some of the best data engineers, scientists and academics have emerged from unexpected places. Diversity of thought also fosters innovation and helps ensure we are future proofing our sector.
What advice would you offer somebody aspiring to obtain a C-level position in your industry?
Be authentic, develop business acumen skills, and focus on the outcome and the customer. Good leadership is not just about generating revenue but bringing everyone along on the journey and helping them succeed. Emotional intelligence is crucial. If you can’t empathise and tell when someone is having a good or bad day, then all the business acumen and revenue numbers in the world will not make you a good leader.
