The data center industry, like any other technical field, has for a long time been perceived as male-dominated. However, the 21st century has seen the industry undergo a transformation with women making their mark in this critical sector.
To honor International Women’s Month, W.Media conducted an inclusive interview featuring Donna Bridgman, the iM Regional Chair for APAC and a member of the iM Women Global Board. Donna Bridgman brings decades of experience in the data center industry, having started her journey in the late 90s.
Q) Could you tell us about your professional background within the data center industry?
Donna Bridgman: I have been working professionally in the data center industry since the late 90’s, with a career that’s enabled me to work all through the UK, Europe, Australasia and across Asia. I’ve experienced a range of roles and project opportunities during the dot.com boom, the millennium non-crisis, working for start-ups, for national and multinational colocation providers, for engineering professional services providers, across banking, national telecommunications companies, for DC constructors, and for hyperscale clients.
My technical background is a Bachelor Degree in Electrical & Electronic Engineering. I hold an engineering Fellowship, am a Chartered engineer [Electrical & Management], International professional Engineer (IntPE), Certified Project Manager (PMP), Business Continuity Practitioner (MBCI), and am a professional non-executive director. I am also an international Trainer in the DC sector and in Business Continuity Management, working across Asia and into Europe.
I started out as a design engineer working up to regional operational management roles, and have held executive leadership and governance advisory board roles, driving strategy, technical services programs and L & D across multiple geographies and 1000+ personnel. I’ve covered full multi-disciplinary design, all stages of commissioning, project and design management, DC operations, global vendor management, business case development, energy procurement and asset replacement strategies, developed national DC maintenance programs, undertaken far too many site DD acquisition assessments and commercial evaluations to recall – basically the full lifecycle of a DC campus project, other than front end financing.
Q) Can you share your experience navigating a male-dominated industry like the data center sector, especially in Singapore, where most data center companies in APAC are residing at? What challenges have you faced, and how have you overcome them?
Donna Bridgman: The reality is that working in Singapore is akin to being in a small, vibrant, highly concentrated and energized bubble. The industry is relatively close knit and connected, there are the same challenges as elsewhere such as insufficient talent available to meet the current skill shortage demands, a lack of women in very senior positions, and the pressure to run as fast as possible.
Navigating the data center industry in Singapore presents no significantly different challenges to working elsewhere. There are cultural nuances like strong Asian influenced hierarchy in some companies, more narrow position descriptions which don’t necessarily stretch people and their potential for stepping into broader roles, and I have observed less focus on role modeling work life balance.
I have not faced any challenges that are not business as usual to me at my stage of career, and I prefer to emphasize that daily you just get on and navigate them, or you re-frame them, and learn from them.
Q) How do you think your perspective as a woman brings value to the team in a field predominantly occupied by men?
Donna Bridgman: I’d like to start by highlighting that women bring unique perspectives, different experiences, problem solving approaches, and communication styles that complement those of their male counterparts or peers; striving for gender balance encourages an environment which fosters innovation and enables inclusivity within a team or organization.
Women bring excellent communication skills, are highly collaborative and creative, are socially mature, generally well networked, and are superb multi-taskers given their nurturing, career and other non-work responsibilities. Additionally, they bring empathy and a strong professionalism to male-dominated sectors (as they generally work exceptionally hard to be noticed for their positive impact in order to get ahead). The women I have encountered in the DC industry over many years (bar a minute number) have been very supportive of other women, do not operate with agendas to push themselves forward at the expense of others, and have a general view that good work is recognised and rewarded.
My personal perspective encompasses all the above with the addition that at some point in time it would be great to not have to continually highlight to the DC industry why #balanceisbetter. Ultimately successful organizations should encourage females and males to both thrive, to show each other respect, and to embrace better work-life balance.
Q) What strategies do you employ to ensure your voice is heard in meetings or decision-making processes, especially in environments where you may be outnumbered by male colleagues?
Donna Bridgman: Ideally know the agenda beforehand, the attendees and the audience. Make sure you have an opportunity to contribute either to an agenda, or to provide feedback beforehand, especially for meetings involving decision making. If you are being excluded when you know you should be part of the discussion, raise this and make sure you have a seat at the table to contribute your value, and be respected for your skills and perspectives. Be an active listener then know how to pragmatically challenge a conversation or highlight where there are gaps in approach, thinking or strategy.
Be assertive and not afraid to speak up to divert the conversation successfully to focus on the topics you are there for, when politics step in to derail a situation, when you exhibit poor behaviors and the use of foul language by others (which I have unnecessarily seen far too commonly from senior leaders in industry), or when you notice room dynamics sink to levels you are uncomfortable with.
Q) Have you encountered any instances of gender bias or discrimination in your career? If so, how did you address them, and what lessons did you learn from those experiences?
Donna Bridgman: What a leading question – yes and yes.
I have experienced several scenarios of gender bias. These include being overlooked for roles based on gender and challenged on my ability to perform a role fully due to perceived family commitments at the time, or my ability to service a role remotely when the incumbent ‘male’ was doing the same role remotely at that time. I have been under-paid for some of my roles at different career stages, mid-level and senior roles; when I independently sought out market benchmarking data and had a clear case for equity to present, I have been shut down on both occasions, by men as it happens who determined they considered I was been paid fairly with respect to peers, without the opportunity for constructive dialogue– go figure!
What you’ve not asked, but which is prevalent in this industry is harassment. I have experienced sexual harassment as a young graduate in the middle of an office, with people around, and stood up to the person at the time calling this out. It did not get me anywhere in a male dominated environment, when I was one of only a handful of female engineers, and the incident was brushed under the carpet. I have experienced harassment by colleagues in the form of underhand tactics, looking to gain personal advantage, a promotion for example at my expense or to try and shift blame for inadequate performance to anyone other than themselves, and this has been ignored along the way by others in the know. What did I learn? That not everyone holds the same standards of ethics and integrity as others, and that corporate politics and personal agendas, including greed in this very profitable industry, can cut across the ethical standards most of us hold dear.
The reality is the data center sector, or any male-heavy industry can be exceptionally tough on women, and those from marginalized communities or underrepresented cultures; if can happen to any of us if you happen to be in the wrong place at the wrong time, working in toxic cultures or you may find yourself unfortunate enough to work alongside toxic people. This is not necessarily obvious when you are working in a role, until a situation like discrimination or harassment transpires.
I addressed these challenges in the best way I knew at the time, by being assertive, by presenting data to support my case for pay equality , and by maintaining my principles, no matter the resulting outcome.
I have always been a person with strong personal resilience and grit, stemming from my upbringing and childhood experiences. It is important to build up a suite of personal resilience strategies to be able to deal with these types of challenges and pressures, should you be unfortunate to experience them; be courageous when you need to be, and especially when you think you can’t possibly be.
Q) How do you balance advocating for diversity and inclusion in the workplace while also focusing on your professional growth and career advancement?
Donna Bridgman: For me the first part of this question involves promoting an inclusive and respectful workplace where simple, intentional actions can make or break whether a person feels included, a sense of belonging and loyalty to an organization. Consciously challenge the gender, age, diversity of skills as well as the cultural makeup of teams during recruitment or in terms of organizational structure. This ensures there is balanced representation at meetings or involvement in L & D or customer focused activities, creates a more tolerant environment for people to be able to express themselves (ideally at all levels of an organization), as well as encourages appreciation of different cultures and counter perspectives. Ask the hard questions when you feel or see there are gaps in DEI strategy or implementation.
In terms of balancing advocacy for DEI with my own professional growth and career development, I gain personal satisfaction by guiding others with practical and pragmatic advice, by trying to role model inclusive practices, and ultimately through watching people I have worked with advance in their careers. Professional and career development needs and desires change throughout a career depending on role, responsibilities, whether you are looking for a step change, to elevate a strength or to help bridge a skills gap; right now, my focus is on strategic and executive leadership, L & D programs, as well as deepening my existing governance expertise and sector geographical coverage.
Q) Can you provide examples of how you’ve mentored or supported other women or underrepresented individuals in the data center sector?
Donna Bridgman: I am privileged to be involved as a mentor, both formally and informally, for a number of women over my career who have been involved in data center related fields, engineering professional services, in the business continuity management sector as well as those looking to step into governance roles. These women have been based in different parts of the world and worked in different conditions, with varying levels of professional support and means.
As far as the DC sector is concerned, I have also mentored some great men who have sought me out for collaborative, impartial advice as they have navigated role changes, training requirements, general technical upskilling, or ideas to overcome cultural barriers and bias’, as they have contemplated how best to break into the industry; this has been particularly the case over the last two years working across Asia.
Wearing my iM Women APAC Regional Chair hat, this provides an opportunity to meet a range of women across Asia, and to organize and facilitate events which provide mentorship and allyship for women in the DC industry. This opportunity for informal mentorship and adding value includes guidance around areas such as negotiation tactics, how to overcome imposter syndrome and brand positioning, as some examples.
Q) How do you prioritize self-care and maintain a healthy work-life balance in an industry known for its demanding schedules and high-pressure environments?
Donna Bridgman: Thanks for the timely reminder. I think most people are looking to achieve more balance on a regular basis. The reality is I can do better, some weeks I achieve more balance than others so my work on is ‘consistency’. For me regular exercise is key to maintaining my sanity and mental health, whether this be going to the gym, walking, enjoying yoga or a circuit class, taking time out to catch up with friends, or enjoying a spa treatment or two. I’ve been loving learning Italian as a second language for the last few years and have had the opportunity to work remotely and immerse myself in Italian culture which has helped me achieve ‘joyous’ balance for a short period of time. Other things I consider helpful to creating better balance include stretching my creativity through painting, appreciating art and learning about new cultures; oddly I enjoy house DIY, particularly parking myself on a warm beach, and practicing my golf swing at the driving range.
Working in APAC across different time zones means the working days can be long, and I have to be very intentional about making and taking time for personal self-care. The message we must remember is we are no good to anyone at all – professionally, personally or mentally, unless we look after ourselves first; when the proverbial life moments hit you, which they inevitably do, the only important things in life are your health and those people closest to you. This puts a laser focus back onto well-being over everything else, and to prioritizing our own self-care plans.
Organizational leadership in this sector with respect to well-being and balance is important. I have observed different expectations around hours of work across Asia and acceptable working practices. Can we actually say to someone interested in a career in data centers that it provides good work-life balance? I would say it does not, and that is one of the definite down sides presently to our skills gap and retention. Digital demands are 24/7 but demands on human capital supporting this industry need to be more realistic. Good employers will show their employees that they do understand the rationale for ‘balance’ and will respect peoples’ boundaries to help achieve this.
Q) What advice would you give to other women who aspire to pursue a career in the data center sector or any male-dominated industry?
Donna Bridgman: This last question is my absolute favorite one, as I wish I’d been the recipient of even a small dose of advice, to be better informed, when I fell into this sector.
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- General advice: Firstly, never consider gender make up as part of any career decision making process, as it is totally irrelevant; all it does is make less confident women feel less empowered to succeed, if they focus on being the minority from the onset. Gender orientation makes zero difference to anyone’s ability to charter a diverse and fulfilling career, to successfully work across different geographies and societal demographics, to govern with purpose and social responsibility, to problem solve complex technical, construction or operational challenges, and to deliver positive outcomes for customers and communities.
- Research opportunities: In terms of a career in the DC sector, there are great opportunities for those who seek them out, and for self-starters to create their own. Make sure you talk to people, approach companies for information, research widely to find out what is really on offer, including knowing the market worth – what a fair rate of pay is for different types of roles. Fortune favors the brave and those prepared to take a few calculated risks. Opportunities include enriching roles which develop skill sets, broad commercialisation opportunities, those which allow you to travel the world, to work across multiple time zones, where you can throw yourself into a melting pot of cultures and learn greatly through these experiences. Different opportunities provide varying levels of mental stimulation and require mental agility – the challenge of diverse legal, engineering, permitting regimes, sustainability commitments, supply chains, and regulatory frameworks. There are opportunities at all career stages to enhance, diversify or aggregate your skills , to be challenged daily, to enable you to add your stamp of ‘value’, irrespective of role, employment status or career stage.
- Back yourself: Learn from others and have confidence in your ability to add value. Whilst there are still far too few women in very senior roles in the DC sector and the pipeline of female talent continues to be far too slim, there are roles within this sector / ‘male dominated’ sectors that can be very rewarding. If you are selective and strategic as you map out your career, you can go on a journey where job satisfaction is achievable, and your opportunity to build strong relationships, partnerships and professional networks is enriching.
- Seek out like-minded people and supporters to help you along your journey. Ask lots of questions, be proactive, curious and assertive – at all career stages. . Do not be a wallflower, where you might not be ‘visible’ enough to be respected for your skills, knowledge or work ethic., or risk being overlooked, sidelined or pigeon-holed. Sadly, this happens so it is important to ‘stand out’ and ‘stand up’ as far as showcasing your enthusiasm and your willingness to learn, coupled with demonstrating a strong work ethic – surround yourself with these same like-minded people.
- Never Stop Learning: Showcase your ‘can-do’ mindset and commit to lifelong learning to ensure you give yourself the best chance of building a resilient career pathway. It will equip you with adaptable tools to work alongside technological change, as the sector continues to grow and evolve. An openness to learning will ensure you remain relevant and employable – quite simply life never stops teaching, and this industry continues to evolve at pace.
- Role Models: The significance of having role models, from school age and as you develop your career should not be underestimated. Role models show us firsthand that it is possible to break through stereotypes, to inspire future generations of female leaders, and to contribute to creating a more equitable and sustainable digital future. Seek out female and male role models and you might be pleasantly surprised with their generosity of advice.
- Service: As you advance in your career don’t forget there is value in giving back, and advocating for other women when you are in a position to do so. Being prepared to share your own insights, both the highs and lows, means others may benefit as they face similar challenges along the way. Service can take many forms, and there are plenty of opportunities to do this within the DC industry with outreach programs, through mentoring programs, or involvement in community partnerships.
- Celebrate: Take time to recognise and celebrate your achievements and successes along the way. Appreciate what you’ve learnt, the aspects of your professional roles that you enjoy, identify what really feeds your soul, what gives you that unique sense of purpose and satisfaction.
- Allyship: In an industry which can be very tough, competitive and demanding, it is important for women to be able to recognise conflict, bias’, unethical behavior and feel strong enough to call these out. This is easier said than done and takes courage. Finding a sounding board for safe and confidential conversations can be achieved by seeking out allyship – regardless of gender these types of relationships are important to establish and foster. More than just networking, authentic allyship is about forming genuine connections where each party advocates for the other, and trusted conversations can be held. . Seek out allies at all stages of your career.
- Self-Belief: Believe that “You’ve got this!” Let’s not confuse competency with your ability to have a successful career; many have learnt their trade on the job or have been very lucky to fall into roles during their career irrespective of whether they were ready for them. There are some standout examples of organizations providing inspiring training, internships and development programs which will enrich your competency over time, if you feel you lack confidence in your ability. Women do not back themselves enough; research tells us that women feel the need to tick the majority of job description boxes whereas men will apply with far less ticked. This tells us that genders are wired differently. self-assessment of their levels of competence – the challenge and biggest personal inhibitor to success for women is generally confidence (not competence). Therefore, self-belief, and feeling good about your self-worth, are key success factors to underpin your confidence. Radiating confidence will support your success in this industry.
