When you’re the bridge between the business and digital/ IT arms of a company there’s understandably A LOT of meetings and your email inbox never feels unloved.
As Adragos Pharma’s Global Head of Digitalization, I enjoy the juggle, the pace, the energy and the excitement of being a part of a company that’s scaling up and trying to reach its full potential. It’s a unique position to be the translator between the business and digital divisions and that takes sophisticated people skills.
Being a translator between these worlds means speaking both languages fluently. While I encourage the IT team to dive deep into technical details, I also recognize their expertise and know when to step back and trust their insights. It’s a balance—challenging their assumptions while respecting their capabilities.
At the same time, I value the perspectives of business owners and subject matter experts (SMEs). Their deep understanding of processes and pain points is essential for aligning digital solutions with real-world needs. My background in business and IT consultancy enables me to connect these viewpoints, see the bigger picture, and identify how emerging opportunities in AI and data at scale can drive meaningful growth.
Often, the most technically skilled IT professionals communicate primarily through a technical lens. My role requires stepping away from the granular details, distilling complexity, and reframing problems and solutions through a business perspective. This ability is crucial in aligning digital initiatives with organizational objectives.
Additionally, managing stakeholder expectations is a constant in my work. New projects aimed at improving digital effectiveness inevitably come with high hopes and diverse opinions. Balancing these expectations while delivering meaningful outcomes is an art in itself.
Making the Case: Aligning Technology with Real Business Needs
There’s still a common misconception that IT is just about ‘nerds in back offices telling people to restart their computers.’ In reality, digitalization is about driving strategic change, streamlining operations, and enabling growth.
My role is incredibly broad. It involves rolling out new systems, shaping IT strategy, building robust operating models, strengthening cybersecurity, and even addressing smaller-scale tasks like choosing the right hardware or training colleagues to use tools like ChatGPT effectively.
In a fast-scaling contract development and manufacturing organization, change is constant. Staying at the forefront of technology while maintaining strict budget control is a delicate balance. But success in this role isn’t just about implementing the right tools—it’s about bringing people along for the journey.
Colleagues who have been doing things the same way for a decade may be skeptical of new systems. Making the case for change requires empathy and clear communication. I take time to understand their workflows, pain points, and priorities, and I demonstrate how new solutions can improve their daily work. Building trust through transparency and realism is essential.
You can’t oversell and under-deliver. If a solution has limitations, I address them openly and work collaboratively with subject matter experts to find the best path forward. Even the most innovative project won’t succeed without team buy-in and strong support from key stakeholders.
Work-Life Balance: Finding Focus and Recharging for Success
In a fast-paced, driven team environment, it’s easy to get swept up in the daily hustle. To stay effective, I make it a priority to carve out dedicated “focus time” during my day. One of my most productive habits is guarding a regular block from 9:30 to 11:30 a.m.—my “golden hour.” During this time, I only take urgent meetings and pause email responses to focus on deep work.
This technique, which I picked up during a management workshop, has been a game-changer for my productivity and stress levels. They say starting your day in “focus mode” sets the tone for success, and I couldn’t agree more.
I also reserve an hour between 5:00 and 6:00 p.m. to review my day’s progress, tie up loose ends, and prepare for the next. With an inbox that can balloon to over 300 emails, I aim to keep it under 30 by staying proactive and communicating efficiently. While staying on top of emails and Teams messages is important, finding balance is just as critical.
For me, balance comes from activities that help me recharge. Sports like swimming keep me active, but my favorite way to disconnect is traveling. A recent backpacking trip through Thailand and Vietnam was the perfect pre-winter recharge. Scootering through the vibrant streets of Vietnam, soaking up sunshine, and meeting fellow travelers from around the globe reminded me of the value of stepping away to gain perspective.
Returning to work after a trip, I always feel energized and ready to lead my team at Adragos Pharma, continuing to drive digital transformation. After all, taking time to recharge isn’t just a break—it’s fuel for moving forward.
Tạm biệt! (Goodbye in Vietnamese)
