Latest news with #careerjourney
Associated Press
11 hours ago
- Business
- Associated Press
From Ideas to Impact: Meet Natalie Ruiz
Originally published on GoDaddy Resource Library Tell us a little bit about yourself and your career journey, to date. Hi, I'm Natalie! I'm currently a Senior HR Operations Analyst at GoDaddy, but my journey here started back in 2020 as an HR Operations Intern. At the time, I was studying Human Resources Management and Business Analytics at the University of Iowa's Tippie College of Business, and the internship felt like the perfect intersection of both disciplines. After completing the internship, I joined the team full-time in 2021. Since then, I've graduated from the University of Iowa and relocated to Southern California, where I'm now based. My time at GoDaddy has been full of learning, growth, and the chance to work on meaningful projects that bring people, process, and technology together. What real-life problems does your team solve? I help support our HR teams that in turn support GoDaddy's employees, primarily through our ServiceNow platform. When an employee reaches out to an HR representative using our Get Help portal, they are doing so through avenues that myself or other members of my team helped pave with close partnership among our HR and ServiceNow Engineering teams. I've found my niche in HR Operations within reporting, taking data housed in ServiceNow, visualizing it in dashboards, and further analyzing that information. I analyze various types of data to answer questions such as: 'How long does it take our HR Partners to resolve employee inquiries?', 'Are employees satisfied with the answers they receive?', and 'Which types of inquiries require multiple steps to resolve, and how can we streamline these processes?' My team's goal is to make the bridge between our employees and HR Partners as seamless as possible, and I help surface the data that paints that picture. What has been your most significant learning experience within the past year? I've been leaning into the experimentation mindset that has really picked up speed company-wide. Embracing this has helped me become more courageous and creative in my work. I've learned that sometimes, the best way to move forward is to simply give an idea a shot rather than overthink it. Overthinking tends to stall progress, while trying and learning from what doesn't work keeps things moving. Not everything works the first time, and that's okay! How has HR Operations evolved in recent years? I've seen HR Operations evolve significantly since I joined GoDaddy, especially as our workforce continues to grow globally. Our team plays a central role in making sure HR processes are both efficient and consistent across the regions we support. One of our biggest challenges and opportunities is creating a seamless experience for employees, regardless of their location. To do this, we have to design systems that are both intuitive and scalable, while considering local legislation and customs. It's one of the many elements that makes working within the HR Technology space complex yet rewarding. What aspects of GoDaddy's company culture do you appreciate the most? I feel there's a strong spirit of collaboration at GoDaddy and a shared willingness to help each other out to reach better outcomes. People are super approachable, curious, and genuinely invested in producing meaningful work. What do you enjoy doing outside of work? Outside of work, I love diving into the arts and music scene. I've been oil painting for a few years and recently started exploring ceramics, as well. Taking art classes has become one of my favorite ways to express myself and connect with the creative community here in San Diego. As for music, I don't play any instruments and I save my singing for solo car rides, but I'm a dedicated concertgoer. If one of my favorite bands is in town, there's a good chance I'll be there. Are you enjoying this series and want to know more about life at GoDaddy? Check out our GoDaddy Life social pages! Follow us to meet our team, learn more about our culture (Teams, ERGs, Locations), careers, and so much more. You're more than just your day job, so come propel your career with us. FacebookInstagramLinkedInTwitterTikTokCareer Page Visit 3BL Media to see more multimedia and stories from GoDaddy
Gulf Business
3 days ago
- Business
- Gulf Business
From dishwasher to dealmaker: Haitham Mattar's bold IHG expansion plan
Haitham Mattar is the MD for IHG Hotels & Resorts Middle East, Africa and Southwest Asia. (Supplied) Haitham Mattar has seen the hospitality industry from every angle. He started as a dishwasher in Atlanta, rose through the ranks of global hotel giants, and today leads IHG Hotels & Resorts across the Middle East, Africa and Southwest Asia as its managing director. But beyond the impressive career journey, Mattar is on a mission to reshape regional tourism and inspire the next generation. 'I've been in hospitality for over 30 years,' he tells Gulf Business. 'I actually stepped away for a while to head up tourism for Ras Al Khaimah, then advised Saudi Arabia, before coming back to IHG. I started right at the bottom, in the kitchen, scrubbing pots and pans, and I learned very quickly that no job is too small in hospitality. That's why I wrote my book Pots and Pans and Five-Year Plans: it's intended to inspire the younger generation to dream big.' The book, published earlier this year, dives into resilience, navigating adversity, and building a fulfilling career, whether in hospitality or another industry. It charts Mattar's story from his childhood in Lebanon during the civil war, to immigrating to the US at age five, and launching his career at the Courtyard by Marriott in Georgia. 'I started as a dishwasher,' he recalls. 'I was 17 and just wanted a weekend job like my friends. I didn't want to rely on my family for pocket money, so I took what I could get. But I was curious — how did the chef make breakfast? How could I master whatever role I had? That mindset stayed with me.' From Marriott, Mattar eventually joined IHG, beginning with a role at the InterContinental Dubai on the Creek. 'I started in rooms division, then became Director of Sales and Marketing. I stayed about five years before moving into a regional role covering East Africa. I left in 2011 to join Hilton, spent five years in Ras Al Khaimah, two years in Saudi, and now I'm back. This is my fifth year again with IHG,' he says. 'Seems like I run on five-year cycles.' Doubling down on Saudi Today, Mattar oversees a vast region spanning the Middle East, Africa, and South Asia. IHG currently operates 220 hotels in this footprint, with 180 more in the pipeline. The group is positioned to nearly double its regional presence in the next five years. Saudi Arabia is the biggest growth driver. 'We have 45 operating hotels in the Kingdom and another 49 in the pipeline. That's over 100 per cent growth,' he says. 'It's also our 50th year in Saudi. We've had a presence there since 1975, and we continue to see momentum.' In the UAE, IHG has 34 operational properties and 12 in development, representing 50 per cent growth. 'Dubai remains attractive, particularly with ownership changes. New buyers often look to rebrand, and that gives us opportunities to bid,' says Mattar. 'We've also signed Greenfield projects, including the world's tallest hotel tower under our Vignette Collection brand.' Despite a high volume of new supply, Dubai's hotel occupancy rarely dips. 'The city's average occupancy has never dropped below 75 per cent. That's a testament to the leadership's strategy of aligning supply with demand,' he says. Regional gaps and opportunities Beyond the UAE and Saudi Arabia, Mattar sees mixed readiness across the rest of the GCC. 'Oman has huge potential — rich culture, great food, incredible nature. But they haven't fully bounced back from COVID. Key markets like Germany and the UK haven't returned in the same numbers,' he says. 'There's a new tourism minister and a solid strategy in place, so I'm optimistic.' Kuwait, however, has not prioritised tourism yet. 'There's limited hotel development. We're opening a new InterContinental soon and recently launched a Vignette Collection hotel on the beach, but it's still mainly business travel.' Bahrain sees modest volumes, primarily from weekend travellers coming from Saudi's Eastern Province. As for Qatar, the post-World Cup environment has created new challenges. 'There's a lot of supply in the market, but not yet a consistent 12-month events calendar to drive sustained demand,' Mattar explains. 'Events tend to be last-minute, which causes spikes and dips in occupancy. We'd like to see more engagement between the tourism board and the private sector. There's an opportunity for Qatar and the UAE to collaborate more on tourism. It's just a short hop between the two.' He also supports the upcoming unified GCC tourism visa. 'It would be a game changer. Like the Schengen visa in Europe, a regional visa would allow travellers to explore multiple countries in one trip. Fly into Dubai, visit Doha, drive to Muscat — it's all possible.' The conscious traveller Across all markets, Mattar is seeing a growing demand for sustainable travel. 'Today's traveller wants to stay in hotels that practise what they preach on sustainability. They want to be part of the journey,' he says. IHG's Journey to Tomorrow is a 10-year global sustainability plan, and the group has embraced it across the region. 'Over 85 per cent of our hotels in this region have adopted practices like water conservation, LED lighting, and energy-efficient room management systems,' says Mattar. One example is in-house water bottling to eliminate plastic waste. Another is IHG's Green Engage programme, which provides hotel managers with more than 200 actions to reduce carbon footprint and energy usage. 'Many of our properties now have intelligent in-room systems that regulate air conditioning, lighting, and energy consumption based on guest behaviour,' he explains. 'Guests notice the details. They ask questions. They expect no single-use plastics. They want towels reused, not washed daily. Sustainability is now part of the decision-making process.' One of IHG's latest developments is the debut of its first Kimpton in the UAE with a new signing in Dubai's Business Bay. Market insights When it comes to the UAE's top source markets, India leads year-round, followed by the UK, Germany, Russia, Ukraine, and the US. 'The US is especially strong for conferences,' Mattar says. In Saudi Arabia, the guest mix is highly diverse. 'The holy cities attract Muslims from all over the world — China, the US, the UK. But we're also seeing more interest from American and European travellers who are curious about Saudi's transformation.' India continues to be a key market for Saudi Arabia as well. 'We're seeing more visiting friends and relatives traffic. That helps the wider ecosystem because people spend on malls, restaurants, and entertainment — not just hotel rooms.' Looking ahead With rising tourism targets in both Saudi Arabia and the UAE, Mattar believes collaboration is essential. 'Whether it's sustainable travel, regional integration, or just offering great experiences, we all have a role to play,' he says. 'Our job is to help people dream big — whether they're checking in as a guest or starting out in their career like I did.' Haitham Mattar (left), managing director for IHG Hotels & Resorts in India, Middle East & Africa, and Issam Kazim, CEO of Dubai Corporation for Tourism and Commerce Marketing, following the signing of an MoU in December 2024 to strengthen collaboration between Dubai Economy and Tourism and IHG.
Forbes
08-08-2025
- Business
- Forbes
What Business Leaders Should Know About Career Change Management
Philip Samson is the founder of Spherycle Thinking; a One Earth One Chance board member; and a mentor, coach and regeneration evangelist. Career aspirations and journeys can be as unique as a fingerprint, the difference being that the former evolves. Many of us know with certainty, at an early age, what we want to do with our lives and the kind of career we will pursue. Others sometimes drift—whether because of choices or circumstances—and embark on a career journey that may feel less than ideal at the beginning. As for myself, I've been on several changes over my forty-five-year career, from working in leadership in the social sciences to rising to leadership roles in information and communication technology to currently working in coaching and mentoring. Each of those career stages was a period of personal and professional growth made possible by continuously planning for, training for and stepping up to take on new or greater scope and responsibility. Regardless of how one's career journey begins or what stage it's at, having a strategy for managing changes along the way is vital to ensure career sustainability, progress and success. Why Preparation Is Key For Career Change Management Don't wait for an uncontrollable event or unexpected opportunity to have a career change management plan. Career change management is an important area to continuously focus on, no matter if you're at the beginning of your career or you have already reached a leadership position. Always have a big-picture road map that fits with your qualifications, experience and passion. To do this, it's important to plan key milestones. For example, you might tell yourself that you want to transition to a management role in three to five years and to secure an executive-level position in seven to 10 years. Then seek out ways to achieve these goals. For instance, when companies I've worked for were acquired, having volunteered to take on added operational responsibilities—including significant budgets or new geographic areas—helped me gain the skills to move from one leadership role to another. How To Manage Voluntary And Involuntary Career Changes Based on my experience, career changes essentially fall into two categories: voluntary and involuntary. Both scenarios require advanced scenario planning, flexibility and resilience along with the ability to leap out of one's comfort zone, whether it be within or across corporations or verticals. Here is how to manage either situation: To establish my mentoring company, I planned the transition for about five years before separating from corporate employment. Much of that preparation included intensive networking and volunteering to mentor university students in STEM education. This is one of the best ways to prepare for voluntary transitions: having a skill that is relevant to a broad range of roles and companies. My mentoring experience gave me much-needed insights that I could apply to coaching everyone from high school students to start-up executives. In the tech industry, one area of focus that has broad application is cybersecurity. There is virtually no technical aspect of business that is untouched by cyber threats. When managing voluntary career changes, allow for several degrees of freedom, whether that be in terms of a timeline, scope change or level change. Unexpected opportunities can arise that call for quick rethinking of one's original plan. While a certain degree of "stick-to-itiveness" is prudent, re-charting your course should never be ruled out, particularly if new options provide for acceleration in personal growth, future proofing of one's career or greater self-fulfillment. Involuntary career changes are, needless to say, tougher to manage. These career changes can be caused by macroeconomic shifts, technology disruptions, industry boom-and-bust cycles and social upheavals. (Consider the Covid-19 pandemic.) To navigate unpredictable events, future-proofing your career becomes essential. This involves maintaining constant vigilance, cultivating mental resilience and being open to redefining your professional identity. I experienced this firsthand during the downturn of the telephony industry. When my employer filed for bankruptcy, I was working in the booming 3G wireless side of the business. As the company was broken up and sold, my organization became part of a successful acquisition by a larger firm. This was an anxiety-inducing period, but it taught me an important lesson: Pause and reassess your goals during times of upheaval. For me, that meant focusing on integration within the new company. By first understanding the new environment, I was able to build strong relationships and gradually earn opportunities to lead operations—from local to regional, then national and eventually global. Developing a strong multidisciplinary professional network can also be particularly useful. This can be a gateway to opportunities that might not have fit within the original career plan, offering a valuable safety net in the event of involuntary career changes. Redefining Retirement Conventional thinking and social norms can create a preconceived notion that career planning is mutually exclusive from retirement planning. Retirement planning is typically focused on factors like age, financial security, health and lifestyle changes. However, what it often overlooks is the opportunity to blend a lifetime of experience with ongoing learning—to give back through mentoring and coaching the next generation. Managing and extending one's career plan to incorporate this stage can be very rewarding. It can also enhance younger, less experienced lives and one's self-realization. Every career plan needs a placeholder for this "R" stage, where the R for "Retired/Retrenched" is replaced with several R-states of mind that serve to make life more Rewarding: Resilience, Re-invention, Re-learning, Re-wiring and, last but not least, Re-connecting. Preparing for and managing this transition needs to be done as thoughtfully as every other inflection point in one's career roadmap, including the possibility of a complete shift in priorities of purpose. When a career change hits, having an effective career change management plan minimizes self-doubt, confusion, inflexibility and resistance to changes, all of which drive toward smoother career transitions and outcomes. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
CNA
23-06-2025
- Business
- CNA
CNA938 Rewind - Mind Your Money - Journeying from the Navy to a banker
CNA938 Rewind From being conscripted in the Yugoslavian Navy to a banking career in Singapore, Cheryl Goh hears about Tibor Pandi, Citi Country Officer (CCO) and Banking Head for Singapore's unlikely career journey.
The Australian
02-06-2025
- Business
- The Australian
‘It's time to back yourself': How this CFO learned to follow her own lead
Aristocrat Leisure Limited Chief Financial Officer Sally Denby says learning to get out of her own way was key to progressing from senior finance roles to a leadership position. In this interview Denby tells us about her journey to CFO, including grappling with self-doubt, the relationships and mentors who shaped her as a leader, and her experiences working as a woman, and a mother, in finance. Q: Can you describe your journey to the CFO role? Denby: It was never my intention to end up as a CFO, I've always just taken the opportunities. A lot of people think every career step you take is going to be a step up. However, when I lay out my career path, I can see I've had a few roles where I went sideways. These moves happened for many reasons, whether it was to spend time in a different country or industry or take a new role within the same organisation. For me, the most significant moment was when I finally decided to back myself. I made the call to put my hat in the ring for CFO. I didn't need anyone else to tell me I could do it, I just needed to believe it myself. Q: What prompted that shift in mindset? Denby: A couple of things. I spent some time reflecting on my fears about the role and realised I was already dealing with them every day. The more challenging conversations I was already having and while I didn't think I wanted to be engaging with the external market, I already was. I also started to challenge what someone else was going to bring to the table that I either didn't have or couldn't learn. I then realised it was self-doubt that was holding me back. It was the first time I really had to back myself. Sally Denby is Aristocrat Leisure Limited Chief Financial Officer Q: Who are some of the people that helped you on your journey? Denby: Most people I worked with brought something to the table. I remember the first leader I worked for when I moved to Australia, he was fiery, passionate and very direct. He would buy his leadership team books on management and personal development, and we would read them and then digest and discuss as a team. I've always cared about people, but he put emotional intelligence at the forefront of all conversations, and that really resonated with me. I didn't appreciate the impact he was having on me until many years later. You also don't have to agree with everyone to have a positive relationship with them. I worked for one leader who I didn't always agree with, but we managed to form a great level of trust and respect. They had a very open personality. It created an environment where we worked really well together, and I learned a lot. That has ultimately ended up with a lasting friendship today. Q: What shaped your values and who you are as a leader? Denby: Being your authentic self is critical. When I've had things going on in my personal life, I've always told my team and acknowledged and owned that I might not be the best version of myself. I want them to understand the context. By being human, you form a stronger connection with others, and they will ultimately go out of their way to help you, and the team succeed. You are only ever as good as your team. I'm not the smartest person in the room, but I like to think that I understand people and process how to connect the dots to support driving great outcomes. Q: What is the biggest challenge you see for women in the pipeline to CFO? Denby: Self-selection. It's important to determine whether being a CFO is something you actually want and are prepared to do. My partner works part-time, so it's possible for me to have a child and be travelling three months a year. If my child was younger, there would have been more contemplation and a different impact to consider for me and my family, and I would have likely made the decision not to do it at that time. It's a big ask, and I think some people decide to opt out of the role because they're not willing to make some of those choices. Q: Are there any other challenges for women? Denby: When you go out for a business dinner and you're the only woman at the table, do you feel totally comfortable? No. Q: Is that something you have to build resilience around? Denby: Yes. Being in a male-dominated space can really put some people off. Some things have changed and made it easier for women, but it's still not as comfortable as it could be. When you're in the minority, it can be difficult to stay true to yourself. Sometimes it's easier to emulate others in order to succeed. However, I think the opposite is true – you must be true to yourself and comfortable in who you are. It brings diversity and difference of opinion which can only help us move forward but it isn't always easy. Q: What advice would you give to women who are grappling with these challenges? Denby: It's time to back yourself, get the self-doubt out of your head. Don't wait to be asked, push yourself forward. There is no perfect time for a career change, having a family or other life choices. Just go with it, do what is going to work for you, and back yourself. - Disclaimer This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional adviser. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ('DTTL'), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. Please see to learn more. Copyright © 2025 Deloitte Development LLC. All rights reserved. -
