Andreina M. Goiri

I attribute my success to not having limiting beliefs and refusing to be my own ceiling. Part of my career success comes from positive intent. More often than not, I have turned things around by making people talk to each other and bringing them all to common ground. That's a lot of what transformation means - more than the technology, more than the offshoring, more than the standardization, there's a lot of how do we work together, how do we communicate, how do we break the silos. This ties directly to meeting people where they are, which is one of the leadership principles I carry with me. Transformation is fundamentally about bringing people together and helping them find ways to collaborate effectively.

I've had great mentors throughout my career, and two pieces of advice have really stuck with me. The first is don't take anything personal - that's something I carry with me always. The second is that as a leader, you need to meet people where they are. This leadership phrase has become central to how I approach my work. It helps me set expectations properly, not too high and not too low, and it allows me to be effective in bringing people along through transformation.

Be curious, and don't be your own ceiling. Sometimes the limiting beliefs we put on ourselves are the biggest obstacles we face. Don't let your own doubts or self-imposed limitations hold you back from what you can achieve in this field.

The biggest challenge in my field right now is keeping up with everything that's in transformation mode, and AI is a hot example of that. The real challenge I see is how do we keep up with the new trends that are out there and make sure we have those rolled up as part of how we transform the business, while also not losing track of the basics that we need to make sure are in place. We need to balance the transformation between the basics that we need to have in place versus the nice, trending, new toys out there. Along with that comes the question of how fast can we make people adapt to all of that that is happening. I think there's a generational aspect - the more senior people, you have to drag them along, while the more junior people, you have to keep up with them because they are the ones asking for things. But in general, there's no such thing as change fatigue anymore. There's so much change and transformation being introduced every day that you can't phase initiatives out because of change fatigue - that's not a thing anymore. You just have to live in constant change and adapt. Change is not an option, it's imperative.

The values most important to me are honesty, teamwork, and justice. When I say justice, I mean accuracy and factual behavior - treating people fairly, doing things right, being treated well, and treating others well. These values guide both my professional work and my personal life.