Empowering Excellence: Celebrating Black Female Leadership in a Male-Dominated Industry

In this installment of our Leading the Way series, we speak to Talent’s own Finance Manager, Nadia Clarke. Nadia is an experienced financial executive with a remarkable ability to navigate and lead organizations through diverse projects while establishing robust infrastructure within the business.

Throughout her career, Nadia has been a key supporter of high-growth start-ups and has actively contributed to strategic initiatives that have had a significant impact across various business functions. From implementing cost control measures to drive revenue growth to positively influencing business performance, Nadia has played a pivotal leadership role in numerous organizational transactions.

Read on and discover how Nadia has built her career as a specialist in niche FinTech hiring and, as we recognize Juneteenth, how there’s still progress to be made for the inclusion of and opportunities given to the Black community in these industries.

Tell us a bit about how you started your career and the journey that led you to your current role as Talent’s Finance Manager.

I started my career in the accounting department of a distribution company, where I gained valuable experience in financial management. After a couple of years, I then transitioned into the tech industry, working with a Danish start-up company which provided me exposure of international markets. I was able to operate in these global markets, and adhere to international accounting regulations, while learning to scale and grow their business.

As I moved on to work with more start-ups, I focused on providing structure to help them scale effectively. My career journey eventually led me to Talent, where I now serve as the Finance Manager. At Talent, my role involves working closely with the business to manage growth and expectations. Here, the focus is on long-term profitability and managing growth, as opposed to answering investors. It’s an exciting and challenging role that allows me to apply my expertise in finance to drive the company’s success.

Building a career in finance, within an industry that’s lacking racial diversity and is heavily male dominated, what are some of the challenges you’ve overcome and how have you learned to overcome these obstacles?

In my experience, some challenges I have faced are being treated as if I am not enough and ignored. Another challenge is finding mentors in the finance community. I don’t find many men willing to mentor women, and the small number of female leaders who have made it don’t seem to want to share their knowledge. While those experiences have been unfortunate, I’ve learned not to take them personally. It mainly shows the individual’s insecurities and does not reflect me.

What does Juneteenth mean to you and what are some ways that you’ll be celebrating?

Juneteenth is symbolic to how my ancestors struggled to have fundamental rights and freedoms, which many people take for granted today. I use that time to reflect on past traumas, uplifting our innovators, and celebrating how beautiful and diverse our culture is. I like to celebrate by attending cultural events around the city, visiting museums or shows, and finding art highlighting Black culture.

What are some ways that organizations can amplify and encourage Black leadership in the workplace?

Creating racial equity by embracing diversity and inclusion is a start—not just having a policy but also taking action. Showcasing diversity at the top of an organization makes a strong statement and shows true commitment. Organizations need to reevaluate their recruiting strategies and focus on training those employees to get there. Creating safe spaces is critical. Whether that’s through inclusive policies, open communication, or promoting representation, those can help address the challenges in the workplace. ERGs (Employee Resource Groups) help bridge the gap between underrepresented employees and the organization.

What’s a piece of advice you’d like to pass on to other Black female leaders, managers, or aspiring young professionals?

Networking is key! Always strive to grow your personal and professional network. I find that in this day and age, many people play it safe. Maybe out of fear of failing or rejection, but as the saying goes, “closed mouths don’t get fed.” Take control of your destiny and invite people to virtual or in-person coffee. I also like to volunteer, where I meet great professionals willing to give back and mentor. One thing I practice is never to stop being a student. Whether it’s through podcasts, books, videos, or conferences, make sure your mindset is constantly evolving.

Lastly, what are some actionable ways we can all practice non-prejudiced recruitment strategies?

We can start by addressing the unconscious bias in the hiring process. The first actionable step is to expand recruiting efforts that tap into new talent pools such as city colleges in underserved areas. These colleges or communities could have incredibly gifted professionals who don’t have the resources for broader exposure.

It is also important to address unconscious bias among hiring managers. By raising awareness of bias and encouraging them to think outside the box when considering candidates, we can open the door to individuals from different industries that possess transferrable skills which can be invaluable in other roles.

Additionally, we can incentivize the referral process to encourage more diverse candidates into the mix. There should be a greater incentive for referring candidates from underrepresented backgrounds, including women, people of color, and non-US citizens, to further help diversify our talent pool.

Most importantly, there must be support for professionals in underrepresented groups such as mentorship programs and access to company-sponsored education. This support can help ensure that everyone has equal opportunities for growth and development. This is something Talent already provides through the “Learn Anytime” benefit, which gives every employee access to study leave and where agreed upon with their manager, financial support from the company to undertake their study course, which ensures employees have the tools and support we need to succeed.

By implementing these actions, we can practice more inclusive recruitment processes and create a better world of work for all.

Welcome to a special instalment of our Leading The Way series, where we speak with Torres Strait Islander businesswoman, Jasmin Herro. As the founder and CEO of several organisations such as Tjindgarmi, Outback Global and Teter Mek Foundation, we wanted to hear about Jasmin’s inspiring career and entrepreneur journey inspired by the ancient Aboriginal and Torres Strait Islander traditions of trade around Australia and her take on National Reconciliation Week.

What does National Reconciliation Week mean to you?

National Reconciliation Week holds a profound significance for me, not just as an Indigenous Australian, but also as someone who has navigated numerous challenges and witnessed the remarkable resilience of our communities.

Reconciliation Week commences on 27 May and ends on 3 June. It marks two significant moments in reconciliation in Australia: the anniversary of the successful 1967 referendum and the High Court Mabo decision.

1967, the year of the referendum on Indigenous Australians’ inclusion as citizens, is a milestone that reminds me of the long road we’ve walked. It’s a testament to the progress we’ve made. While we acknowledge the hardships faced by our ancestors and the ongoing effects of colonisation, it also inspires hope for a better future.

The High Court Mabo Decision (Mabo v Queensland No 2), decided on 3 June 1992, was a landmark case in Australia that recognised the existence of native title for Aboriginal and Torres Strait Islander peoples. Prior to this, the prevailing legal doctrine in Australia was “terra nullius,” meaning “land belonging to no one.” This meant Indigenous Australians weren’t recognised as having legal ownership of their traditional lands.

Eddie Mabo and other Meriam people from the Murray Islands (Torres Strait) challenged this doctrine. They argued they had traditional rights and interests in their land that had been continuously practised for generations. The High Court, in a historic decision, overturned the terra nullius doctrine. They recognised that Aboriginal and Torres Strait Islander peoples had a unique system of land ownership that existed before British colonisation. This system, called “native title,” could coexist with the Crown’s ownership.

The Mabo decision was a game-changer, establishing a legal framework for recognising native title rights across Australia. This allowed Aboriginal and Torres Strait Islander people to claim ownership or rights to their traditional lands, a significant stride towards social justice and recognition of their connection to the land.

National Reconciliation Week is an opportunity for me to help educate people about these significant events that demystify who Aboriginal and Torres Strait Islander people are and highlight how they lived and thrived for tens of thousands of years in what we know all too well as some of the harshest lands on the planet. It’s a chance to humanise the many cultures and showcase the fantastic things Torres Strait Islander and Aboriginal people are achieving in business, the arts, and all walks of life.

Regrettably, there still exist stereotypes about Indigenous people. We are not merely a one-dimensional narrative of social issues. We are a diverse community, encompassing business owners, doctors, lawyers, scientists, entrepreneurs, artists, and much more, contributing significantly to the fabric of our society.

National Reconciliation Week is not just a time for reflection, but it is an opportunity for us all to learn more about Indigenous cultures, challenge unconscious bias, and actively celebrate the diversity that makes Australia unique.

After the failed referendum on the Voice to Parliament in 2023, the Reconciliation Week theme ‘Now more than ever!’ rings true and gives me hope for the future. A future where Indigenous and non-Indigenous Australians walk and work together, recognising the past, celebrating the present, and embracing a positive future.

What are some practical ways Australian workplaces can promote authentic discussions around reconciliation?

Many organisations use the safe playbook when it comes to events like Reconciliation Week:

• Acknowledge Country
• Get Cultural Awareness Training
• Put on a morning tea in all the offices
• Invite a speaker to talk about their experiences.

All these things are important parts of the journey to raise awareness, but in many cases, everyone finishes their scone and cake and goes back to their desk, and it doesn’t come up on their radar until the next event.

To promote authentic discussions, I believe you need to look at the why. Australian school education has ignored a whole part of Australian history regarding Aboriginal and Torres Strait Islander people. There were amazing systems and processes that allowed the different tribes to last tens of thousands of years. Once people learn about the history and why, that opens the door to understanding and developing empathy.

Who would you say is one of your role models and why?

Marcia Langton is one of my role models. While she was at the cold face of some of the ugliest personal and racial attacks on Aboriginal and Torres Strait Islander people during the run-up to last year’s referendum, this type of behaviour is not unfamiliar to almost all Aboriginal and Torres Strait Islander people at one time in their lives.

I admire her for her knowledge and commitment to advancing Indigenous issues, her bravery, and her resilience to stand up for what she believes in against constant verbal abuse and the threat of physical attacks from those who want to silence the voices and hide the truth. I was fortunate to spend several days with her in Toronto, and during that trip, she told me how, in the early days of the protests and activism, she got heavily involved because many of the old people back then didn’t know how to read or write and because she did, she could help them fight the cause.

I have seen photos of her back then and I wonder how she felt in the face of such challenging and changing times. She has witnessed so much, but like all women who find themselves in positions of influence, there is a constant push to put them back in their place. She is tough on the outside because she’s had to be, and she cares. I value any time I get to spend with her, to talk about the children, gardening, art, and French pastries and to allow her to be what we all are – human.

As a female First Nations CEO of several companies such as Tjindgarmi, Outback Global and Teter Mek, what are some of the overarching challenges you have had to conquer, and how have you learned to navigate these obstacles?

I’ve had to face an endless list of business challenges, and fortunately, I’ve managed to survive all the major ones.  The most surprising challenge was just after we had identified the business as an Indigenous business to one of our existing clients whom we had been contracting to for over 10 years as a ‘mainstream’ business. We were suddenly called in for a contract review because, as an Indigenous business, we had somehow overnight developed a diminished capacity to do the work we had been delivering successfully for over a decade and the organisation needed to reduce its risk.  Of course, I smoothed it all out, and once the CPO realised that for all these years we had been delivering as a mainstream contractor, I was suddenly his best friend, and they remain customers of mine to this day.

The other challenge is that all small businesses have capital and infrastructure. We have developed strong relationships with my suppliers that help me compete with significant companies and deliver on time. These relationships take time and patience to build and maintain. I am fortunate to have Slay (yes, that’s his name) – my husband also works in the businesses, and we work through our business challenges together.  We live by some simple rules: one – we will do what we say we will do, and two – we pay our bills on time.

What piece of advice would you like to pass on to female First Nations CEOs who may be trying to make their way into the entrepreneurial workspace right now?

I learned about business from an early age. My father owned several businesses during his life, and when I came along, my 5 brothers and sisters and I worked in the service station business. Those days, someone would come out and put the petrol in your car while you sat in it, collect your payment, and then come back with your change.

Sometime during your visit, your engine oil was checked, and the front windscreen was cleaned – just in case you could be sold engine oil or fresh windscreen wiper blades.  The business was open 7am – 7pm, 7 days per week, except it was closed for half a day on Christmas day.  \We would get ready for school, eat breakfast in the back room of the shop, and take turns getting up to serve the customers.

Growing up in this environment taught me many things: customer service, sales, product knowledge, and handling money. It also taught me about always being open for business, and I’m always ready for a conversation about business.

My advice to female Indigenous CEOs and founders:

• Know your customers and their needs.
• Know your product or service better than they do.
• Know your value proposition (and it’s not because you are Indigenous).
• Own the problems because the buck stops with you.
• Celebrate the wins but don’t let them get to your head.
• Always smile if people in the meeting think you’re the intern. It shouldn’t take them long to realise you own the company.

Welcome to another instalment of Leading the Way. Today we’re joined by Richard Adams, CEO of CCL in New Zealand. Richard shares his leadership insights and thoughts on the NZ IT services industry. Discover his approach to talent acquisition, company culture, and staying ahead in this exclusive conversation with a tech industry innovator.

Tell us a bit about your role as CEO of CCL – what does a typical day look like for you?

We are lucky at CCL to have a really diverse range of customers so a typical day can involve a wide variety of topics. I try to balance my day so that I am looking at how we keep providing service for our customers in the short term, whilst looking out to the medium/long term to ensure we are investing in the right areas to set ourselves up for success.  To be able to achieve any of that we need to provide a strong culture for our people and opportunities to progress in their careers, so a lot of our time is focused on trying to provide that environment.

How does your background in sales and business development shape your leadership style and decision-making as CEO?

I feel very fortunate to have spent a lot of time in roles that have been focused on growth and it has definitely shaped my leadership style. Sustainable growth provides you more freedom as a Leader to invest in your people and customers. I find that many people feel uncomfortable to talk about the need to grow and be profitable, however it is essential so we need to get better as a country to feel comfortable to talk about this. Also, from a company culture perspective, being part of a company that is growing is usually a much more positive environment, so selling more is always going to underpin those outcomes.

What challenges or opportunities do you see for the IT services industry in New Zealand in the coming years, and how will you address them? 

Finding and retaining talent will continue to be the biggest challenge. That’s a macro challenge across most sectors in NZ and its no different in the Technology sector.  In terms of opportunity, NZ already punches about our weight globally and I believe that to maintain that position we must embrace new technologies to give us a sustainable competitive advantage.

What do you look for when it comes to hiring talent?

Hiring for culture first and then capability/craft is really important to me. We are working hard to keep improving the environment we provide for our people and customers so prioritising the cultural fit when you hire talent is critical. We also have a clearly stated ambition within Spark Group to improve our Diversity and Inclusion position so we take this into consideration when we get the opportunity to bring someone new into the team.

What advice would you give to an aspiring leader or someone who is starting out in your field?

If you can find a company whose values align with your personal purpose, plus you are interested in the outcomes they provide, then you have a great foundation to build from.

Welcome to another instalment of Leading the way. Today we are joined by Jamaine Naicker, Digital Engineering Manager at Watercare Services Limited NZ, who talks us through her career journey, the biggest shifts that the technology industry has gone through, and the importance of mentorship. Let’s get into it.

Tell us a bit about how you started your career in tech and the journey that led you to your current role.

I started my career as an analyst programmer and worked my way through a lot of different roles in IT. I always had a passion for software delivery but as my career grew, I realised my real strength was leadership.  I enjoyed growing and mentoring people.  My thirst for continuous improvement and growing high performing teams was a key contributor to my career success.

What does a day in the life look like for you?

No two days are the same. I find my day filled with context switching, problem solving and mostly helping technical people focus on delivering strategic outcomes that offer customer value. The diversity of my role really energises me and allows me to bring alignment across the key pillars of delivery.

You have been in the tech and digital sector for quite a few years. What do you feel has been the biggest shift in that industry?

Having the right people with the right attitude in my team, is way more beneficial and successful.  Early on the focus was mainly hiring based on skillset. These days, having a culture of continuous improvement and challenging the norm with a growth mindset are invaluable.

Do you have any mentors? If so, why would you recommend having one?

Yes, I have had a few mentors over the years and would highly recommend it.  As you go through your career you always have people you aspire to become, who seem perfect and far out of your reach.  Having a mentor reminds you that everyone has challenges, and the people that succeed have only done so because of their resilience and tenacity to overcome their obstacles.

What is your biggest learning that you would want to tell someone starting out in your industry?

Self-doubt or imposter syndrome.  Too often the high expectations we set for ourselves, are the very thing that trips us up.  Failure is all part of growing as an individual. Set small achievable goals and never let anyone tell you that you can’t achieve something. In fact, for me it is the very trigger that motivates me. The more I am told I can’t do something, the more I want to prove them wrong.  It has made me stronger and in the process a lot more confident.

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