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Women on Top in Tech – Janet Brunckhorst, Principal Product Manager at Carbon Five



(Women on Top in Tech is a series about Women Founders, CEOs, and Leaders in technology. It aims to amplify and bring to the fore diversity in leadership in technology.)

Here is our interview with Janet Brunckhorst, Principal Product Manager at Carbon Five. She works across product, process, and strategy to get things done.

What makes you do what you do?

There are two main things I love about what I do: working with developers to solve complex product problems and developing teams that can create successful products.

I’ve always enjoyed collaborating with developers. Cross-functional collaboration is very satisfying. You can figure out things together that you couldn’t do individually. And I’m passionate about developing strong, effective cross-functional teams. As a consultant, I get to work on a wide range of products across industries, and I get to build a new team with every project.

How did you rise in the industry you are in?

Like most people in product, my career is largely accidental. I started out as an editor at Lonely Planet but had an opportunity to join the IT team. From there I made the jump into digital, doing a combination of product and project management for B2B products. Those were the early days of mobile apps, and I spent a lot of time doing QA on different devices!

My big leap came when Lonely Planet was acquired by BBC Worldwide and we undertook a huge web relaunch project. On such a big project there are opportunities to lead no matter what your role. I was able to demonstrate my skills and flexibility, and towards the end of the project, I became Head of UX, leading the digital design team.

Why did you take on this role/start this startup?

I joined Carbon Five as a Product Manager just over three years ago. Prior to myself and one other PM joining, there was no product competency at Carbon Five, so it was up to us to define and grow the new practice. The overriding reason for me to join Carbon Five was that I knew that the people were exceptional and the culture was extremely supportive and healthy. I knew that I would be set up for success in any project I took on at Carbon Five, which helped to give me the confidence to take on the challenge of establishing the Product role.

Do you have a mentor that you look up to in your industries or did you look for one or how did that work?

I have a few informal mentors, though no formal ones. I have been very fortunate to work with several female managers and senior leaders who actively focused on my development. I also have a couple of former coworkers who I like to check in with when possible to talk about ideas I’m working on. And the Carbon Five partners are all very experienced, skilled practitioners and leaders. I know that I have amazing resources to talk over challenges of any kind.

The hardest part for me in seeking mentorship is asking busy people for their time. I’ve found it helpful to be very focused and prepared when asking for advice or coaching so I can use the time efficiently.

Now as a leader how do you spot, develop, keep, grow and support your talent?

I think this is one of the hardest things about leadership. At Carbon Five, I don’t manage a team directly, but I take a leadership role in my projects. That means that I’m focusing both on the project team (both Carbon Five and client team members) as well as my coworkers. On a project, I ensure that I’m constantly working to monitor and measure how the team is doing, and then applying a rigorous process to understand how to make improvements. Within our product team, we do peer coaching to ensure that we are supporting each other and providing feedback to our fellow product managers. We have diverse backgrounds, so whatever people’s level of “seniority”, we can all learn from each other.

We actually built a tool at Carbon Five called the Product Dartboard that we use to assess how product teams are doing. It’s helpful to have a way to pinpoint areas of focus so you can really prioritize what you need to improve.

Do you consciously or unconsciously support diversity and why?

I consciously support diversity. Partly this just aligns with my personal values. But from a business perspective, more and more research is showing that diverse teams are more successful. It’s a huge conversation in tech now, which is a good thing – the more we talk about it, the more aware people are of the issues and how we might address them. I saw Ellen Pao in conversation with Code 2040 founder Laura Weidman Powers recently, and it really helped to galvanize me into action.

What is your take on what it takes to be a great leader in your industry and as a general rule of thumb?

As outdated as it sounds, I really believe in servant leadership as a model. While I think there’s a place for visionary leaders, in my experience, they always need a sidekick who focuses on people, teams, and process. Leaders should be creating the conditions for success for individuals and teams. That means something different depending on your company, but it holds true for leaders in any industry.

Advice for others?

My advice is twofold: First, stop thinking about “hard” vs “soft” skills. It’s a false dichotomy and causes people to value “soft” skills less. You can bring as much rigor to leadership and team-building as you do to any product decision. And second, read and listen, listen and read. You can learn so much about how to be a leader by listening, not just to other leaders but to the people on their teams and yours. And as a compulsive reader, I think it’s essential to read widely in order to improve your skills. Not just business books. Some of the most insightful works on leadership and teams come from explorers, for example. Which is a great excuse to read books about Antarctica and space!

For me, the next step is to continue to build our data-driven approach to creating great product teams at Carbon Five.

Callum Connects

Malcolm Tan, Founder of Gravitas Holdings



Malcolm Tan is an ICO/ITO and Cryptocurrency advisor. He sees this new era as similar to when the internet launched.

What’s your story?
I’m a lawyer entrepreneur who owns multiple businesses, and who is now stepping into the Initial Coin Offering/Initial Token Offering/Cryptocurrency space to be a thought leader, writer (How to ICO/ITO in Singapore – A Regulatory and Compliance Viewpoint on Initial Coin Offering and Initial Token Offering in Singapore), and advisor through Gravitas Holdings – an ICO Advisory company. We are also running our own ICO campaign called AEXON, and advising 2 other ICO’s on their projects.

What excites you most about your industry?
It is the start of a whole new paradigm, and it is like being at the start of the internet era all over again. We have a chance to influence and shape the industry over the next decade and beyond and lead the paradigm shift.

What’s your connection to Asia?
I’m Singaporean and most of my business revolves around the ASEAN region. Our new ICO advisory company specialises in Singaporean ICO’s and we are now building partnerships around the region as well. One of the core business offerings of our AEXON ICO/ITO is to open up co-working spaces around the region, with a target to open 25 outlets, and perhaps more thereafter.

Favourite city in Asia for business and why?
Singapore, since it is my hometown and most of my business contacts originate from or are located in Singapore. It is also a very open and easy place to do business.

What’s the best piece of advice you ever received?
Be careful of your clients – sometimes they can be your worst enemies. This is very true and you have to always be careful about whom you deal with. The closest people are the ones that you trust and sometimes they have other agendas or simply don’t tell you the truth or whole story and that can easily put one in a very disadvantageous position.

Who inspires you?
Leonardo Da Vinci as a polymath and genius and leader in many fields, and in today’s world, Elon Musk for being a polymath and risk taker and energetic business leader.

What have you just learnt recently that blew you away?
Early stage bitcoin investors would have made 1,000,000 times profit if they had held onto their bitcoins from the start to today – in the short space of 7 years.

If you had your time again, what would you do differently?
Seek out good partnerships and networks from day one, and use the power of the group to grow and do things together, instead of being bogged down by operations and going it alone from start.

How do you unwind?
I hardly have any time for relaxation right now. I used to have very intense hobbies, chess when I was younger, bridge, bowling, some online real time strategy games and poker. All mentally stimulating games and requiring focus – I did all these at competitive levels and participated in national and international tournaments, winning multiple trophies, medals and awards in most of these fields.

Favourite Asian destination for relaxation? Why?
Phuket – nature, resort life, beaches, good food and a vibrant crowd.

Everyone in business should read this book:
Rich Dad Poor Dad by Richard Kiyosaki

Shameless plug for your business:
Gravitas Holdings (Pte) Limited is the premier ICO Advisory company and we can do a full service for entrepreneurs, including legal and compliance, smart contracts and token creation, marketing and PR, and business advisory and white paper writing/planning.

How can people connect with you?
Write emails to [email protected], or [email protected]

Twitter handle?

This interview is part of the ‘Callum Connect’ series of more than 500 interviews

Callum Laing is an entrepreneur and investor based in Singapore. He has previously started, built and sold half a dozen businesses and is now a Partner at Unity-Group Private Equity and Co-Founder of The Marketing Group PLC. He is the author two best selling books ‘Progressive Partnerships’ and ‘Agglomerate’.

Connect with Callum here:
Download free copies of his books here:

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Women on Top in Tech – Pam Weber, Chief Marketing Officer at 99Designs



(Women on Top in Tech is a series about Women Founders, CEOs, and Leaders in technology. It aims to amplify and bring to the fore diversity in leadership in technology.)

Pam Webber is Chief Marketing Officer at 99designs, where she heads up the global marketing team responsible for acquisition, through growth marketing and traditional marketing levers, and increasing lifetime value of customers. She is passionate about using data to derive customer insights and finding “aha moments” that impact strategic direction. Pam brings a host of first-hand startup marketing experiences as an e-commerce entrepreneur herself and as the first marketing leader for many fast-growing startups. Prior to joining 99designs, she founded weeDECOR, an e-commerce company selling custom wall decals for kids’ rooms. She also worked as an executive marketing consultant at notable startups including True&Co, an e-commerce startup specializing in women’s lingerie. Earlier in her career, Pam served in various business and marketing positions with eBay and its subsidiary, PayPal, Inc. A resident of San Francisco, Pam received her BA from the University of Pennsylvania and MBA from Harvard Business School. Pam is a notable guest speaker for Venture Beat, The Next Web, Lean Startup, and Growth Hacking Forum, as well as an industry expert regularly quoted in Inc., CIO, Business News Daily, CMSwire, Smart Hustle, DIY Marketer, and various podcast and radio shows. You can follow her on Twitter at @pamwebber_sf.

What makes you do what you do?
My dad always told me make sure you choose a job you like because you’ll be doing it for a long time. I took that advice to heart and as I explored various roles over my career, I always stopped to check whether I was happy going to work every day – or at least most days :). That has guided me to the career I have in marketing today. I’m genuinely excited to go to work every day. I get to create, to analyze, to see the impact of my work. It’s very fulfilling.

How did you rise in the industry you are in?
I had a penchant for numbers and it helped me stand out in my field. This penchant became even more powerful when the Internet and digital marketing started to explode. There was a great need for marketers whose skills could span both the creative and the analytic aspects of marketing. I capitalized on that growth by bringing unique insight to the companies I worked with, well-supported with thoughtful analysis.

Why did you take on this role/start this startup?
I’m not sure this is relevant to my situation as I had been a marketing leader in various start-ups and companies. I took on the role at 99designs because I was excited by the global reach of the brand and the opportunity the company had to own the online design space. I especially liked the team as I felt they were good at heart.

The challenge I’ve faced in my time at 99designs is how do I evolve the team quickly and nimbly to address new challenges. The work we do now, is very different than the work we did a year ago and even the year before that. There is a fine line between staying focused on the goal ahead and being able to move quickly should that goal shift.

Do you have a mentor that you look up to in your industry or did you look for one or how did that work?
There is no one I’ve sought out or worked with over my entire career as my “mentee” needs have changed so much over the years. There are many people who have helped me along the way. For example, one of my peers at eBay, who was quite experienced and skilled in marketing strategy and creative execution, taught me what was in a marketing plan and how to evaluate marketing assets. As I have risen to leadership positions over the years, I often reach out to similarly experienced colleagues for advice on how they handle situations.

How did you make a match if you and how did you end up being mentored by him?
I learned early in my career that it rarely hurts to ask for advice. So that is what I have done. Additionally, there are people that are known to be quite helpful and build a reputation for giving back to others in advisory work. Michael Dearing, of Harrison Metal and ex-eBay, is one of those people. I, as well as countless others, have asked him for advice and guidance through the years and he does his best to oblige. Finding mentorship is about intuiting who in your universe might be willing and whether you are up for asking for help.

That being said, generally, I have found, if you are eager to learn and be guided, people will respond to the outreach.

Now as a leader how do you spot, develop, keep, grow and support your talent?
I generally look for a good attitude and inherent “smarts”. A good attitude can encompass anything from being willing to take on many different types of challenges to working well amongst differing personalities and perspectives. Smarts can be seen through how well someone’s done in their “passion areas” (i.e. areas where they have a keen interest in pursuing).

I try to hire those types of people because in smaller, fast-growing companies like many of the ones I’ve worked in, it’s more often than not about hiring flexible people as things move and change fast.

Once those people are on my team, I try to keep them challenged and engaged by making sure they have varying responsibilities. If I can’t give them growth in their current job or in the current company, I encourage them to seek growth opportunities elsewhere. I’d rather have one of my stars leave for a better growth opportunity than keep them in a role where they might grow stale.

Do you consciously or unconsciously support diversity and why?
I consciously support diversity. When I am hiring, I am constantly thinking about how to balance the team with as broad a range as possible of skill sets, perspectives, etc. to ensure we can take on whatever is thrown at us, or whatever we want to go after.

What is your take on what it takes to be a great leader in your industry and as a general rule of thumb?
I’m going to assume a great leader in my industry to mean a marketing leader in a technology company. I think a great leader in this industry is not afraid to learn new tricks no matter their age – it’s the growth mindset you may have heard about. I have a friend who inspires me to do this – she purchased the Apple Watch as soon as it was available, and was one of the first people I knew to use the Nest heating/cooling system. She’s not an early adopter by most definitions, but she adopts the growth mindset. This is the mindset I, too, have sought to adopt. In my field of marketing, it most recently has meant learning about Growth Marketing and how to apply this methodology to enhance growth. Independent of your industry, I think a growth mindset serves you well.

Advice for others?
I have been at 99designs for 3.5 years. During that time we’ve invested in elevating the skills and quality of our designer community, we’ve rebranded to reflect this higher level of quality, and have improved the satisfaction of our customers. Our next phase of growth will come from better matching clients to the right designer and expanding the ability to work with a designer one-on-one. We have the best platform to find, collaborate, and pay professional designers who deliver high quality design at an affordable price, and it’s only going to get better. I’m excited to deliver on that vision.

Pam Webber
Chief Marketing Officer of 99designs
Twitter: @pamwebber_sf

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