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Informational Interviews
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BU 489IN – Winter 2014
Ianna Lee-Inniss

Dr. Gene Deszca | Apr.18.2014 | 103008520

Interview 1: Gerrard Lee-Inniss
By: Ianna Lee-Inniss

Mr. Gerrard Lee-Inniss was born and raised in Trinidad and Tobago in the Caribbean. He began his academics as a chartered accountant in London, England. Lee-Inniss’ first job was as an auditor for Price Waterhouse Coopers LLP in London. He was then transferred to their division back home in Trinidad and Tobago, where he audited an insurance firm called Nemwil. That firm then offered him a position as an insurance underwriter however; not to long after, a Caribbean-wide company called Guardian Life subsequently bought out Nemwil. After serving a few years as the managing director of Guardian Life, Gerrard was promoted to President of Guardian General Limited, an arm of the Guardian Life conglomerate. Mr. Lee-Inniss stayed in that position for approximately 5 years where he was required to make numerous International visits to places such as; the United Kingdom, Germany, China and other Caribbean Islands. These visits usually lasted between 3-6 weeks. In 2006, Gerrard left Guardian General to spearhead his own real estate business, Gillani Limited. After purchasing property in the Caribbean, Orlando Florida and Hertfordshire England, Lee-Inniss returned to the executive insurance industry. Due to the reputation he had cultivated, Lee-Inniss was asked to buy out another insurance company. Consequently, he became the chairman of Gulf Insurance Limited. Two years later, Mr. Lee-Inniss was invited to join the board of directors for a private medical centre with other Expats called MedCorp. He held these dual posts for a number of years following.
Today, Lee-Inniss serves as a Director of the Insurance Association of the Caribbean, a Fellow of the Association of Chartered Certified Accountants, founder of Gillani real estate company and consultant on the board of directors for MedCorp. On February 8th, 2014 I sat down and interviewed Mr. Lee-Inniss about his career, more specifically the international aspect of it. The following correspondence occurred-:
Ianna Lee-Inniss: What was the nature of the job?
Gerrard Lee-Inniss: President and Chief Executive Officer in the Insurance and Financial Services sector. I was tasked with many responsibilities but my primary duty related to international expansion.

ILI: What did you find most interesting about it?
GLI: Travelling to new places, meeting new people, studying the markets, local culture & political situations. Having to analyze all these factors and deciding whether there was an opportunity to compete in the local market. To find the perfect new market all these factors must align.

ILI: What did you find most challenging about it?
GLI: Being prepared to meet the regulatory requirements to enter any new international market was the most challenging. One may assume that because a company is registered in a first world country, said company will be automatically allowed to become a local competitor. There are many different government stipulations that companies have to contend with and I found this the most challenging as well as the most collaborative aspect of my position.

ILI: What did you find most frustrating about it?
GLI: Many times the local culture when entering a market is complicated by local politics and lobbying. The concern here is with the unwritten rules of doing business and ensuring there is no involvement with corruption. Part of any exploratory visit must also report on matters or issues of local corruption. This was a mandate issued by Guardian General, the company had a zero corruption policy.

ILI: What were the most important managerial lessons learned?
GLI: I think the key things that I took away from a professional standpoint were-:
a) Preparation, preparation and more preparation was essential. Never go into a new market without preparing and doing your research.
b) Get to know the potential market and all the players. Look at trends in all areas; political, cultural and economical. Do not assume that the conditions of the new international market will mirror your domestic market.
c) Collaboration and communication with foreign entities is some times crucial to actually formulating plans or goals. The way one C.E.O communicates with another is a good indication of how the business culture in the international space will be.
d) Local educational levels and ability/skills of local labour force must not be overlooked. Training expenses should never be underestimated.
ILI: What advice would you give a person who is just about to graduate and who is considering a career involving international management?
GLI:
a) You must enjoy travelling, delays and possess the ability to get comfortable on a plane. Some of these flights can last longer than you think and being flexible and calm when cancellations and delays occur is a good quality to have.
b) Knowing a second language is always an asset but not necessary.
c) Have an outgoing personality with a willingness to learn new things. Do not be close-minded or ethnocentric and assume every other professional does business the same way as you.
d) Sharpen your people skills to work with and manage staff from a different background and culture. This is extremely crucial in the financial services sector as a lot of your productivity is contingent upon how well your employees are working.
e) Learn to fit in as you gradually carry out any change management bringing the international operation into the culture and values of home office. Everything takes time, patience is a cross-cultural virtue, do not expect results overnight.

Interview 2: Kerron Lewis
By: Ianna Lee-Inniss

Kerron Lewis was born and raised in Trinidad and Tobago and completed his masters in International Business at the University of Liverpool. He is the co-founder and creative director of Coalesce Ltd. A small sized independent sales and marketing organization that originated in Trinidad and Tobago. The firm consults with clients expressing a desire to expand their markets through innovative, dynamic and next generation marketing techniques, materials and sales tools. The organization now has connections in Angola, New York, Mexico and Canada. Kerron started his career as Corporate Sales Executive with Digicel Group and then eventually got promoted to Business Development Executive. After seven years at Digicel, he left to establish his own firm; Coalesce Ltd. Mr. Lewis is now responsible for assisting in the planning and execution of international and domestic tradeshows through collaborative relations with host countries, coordination of International advertising campaigns as well as identifying potential global markets for the company’s clients. On February 11th, 2014 the following correspondence via Facebook occurred-:
Ianna Lee-Inniss: What was the nature of the job?
Kerron Lewis: Overseeing the standardized marketing of the company in a new market. Ensuring compliance with head office regarding the promotional and advertising materials on display in subsidiaries for our clients. As well providing necessary market Intel on the domestic market.

ILI: What did you find most interesting about it?
KL: Managing in a multicultural context and leading people of different cultures. A majority priority for me was avoiding cultural faux pas while maintaining the style and efficiency of headquarters. The utilization of third world infrastructure also proved to be quite challenging. Some the issues that are easily solved in a first world country take an extended time to remedy in under developed regions.

ILI: What did you find most challenging about it?
KL: The need for flexibility and creativity when operating internationally is critical. There were certain innovations that needed to be done to the way we did business in order to be more effective on a local scale. The lack of easy solutions to everyday problems forced my team to generate out of the box answers. It is great when these innovations can be transferred over from one industry to the next so the community at large can benefit.

ILI: What were the most important managerial lessons learned?
KL: The biggest lesson anyone in a managerial position can learn is that no two people are alike. This philosophy has been proven time and time again. Whether you are managing people in different countries or one country. Motivational tactics are not transferrable but should be customizable.

ILI: What advice would you give a person who is just about to graduate and who is considering a career involving international management?
KL: Success in all international relations requires copious amounts of research and sensitivity. Be sure that pro activity is your strong suit. Do not be in a position where you simply have the second mover advantage. Always being second out the gate is never going to look good to a potential client.

Interview 3: Charles Nicholas Pollard
By: Ianna Lee-Inniss

Nicholas Pollard is an experienced senior Executive; who has established and managed businesses in Europe, Middle East, and Asia Pacific. He recently founded and runs his own business, Xanadu Associates Ltd., providing expertise and management consultancy to firms and governments for company and project turnarounds. He also currently holds the position of Chief Executive Officer at Balfour Beatty Group Construction Services in London, England. Nick made a real difference climbing the corporate ladder to attain coveted senior positions at Railtrack PLC, Network Rail, Skanska and Bovis Lend Lease. As the Chief Operating Officer at Navigant Consulting he was responsible for leading and building the Global Construction Practice across the Europe, Middle East, Africa and Asia-Pacific regions These roles were all characterized by tough business challenges; the need to exercise tight governance; regulatory burden and funding limitations; complexities of major scheme developments; significant risks; operational issues; commercial and contractual difficulties; and the construction, maintenance and operation of significant capital programmes in the civil engineering, utility network and transport sectors. 

He has also served as an advisor to the UK Government: 
-- Chair, Cabinet Office Efficiency & Reform Group's Procurement and Lean Client Task Group
-- An Independent Investment Advisor for TfL, reporting to the London Mayor and the Secretary of State for Transport.
-- On the UK Government's Innovation, Growth and Technology (IGT) Group for Low-Carbon Construction 
-- Chair of the CBI Construction Council Climate Change subgroup; 
-- Member of the London First Infrastructure Commission, 
-- Chair of the Ministry of Justice Employer’s Forum
-- On the Innovative Construction Research Council, Reading University. A Skype conversation was scheduled for January 31st, 2014. The following is a transcription of what occurred-:

Ianna Lee-Inniss: What was the nature of the job?
Nicholas Pollard: Strategic Project Management. I exercise tight governance, ensure regulatory compliance and handle any funding limitations for the firm’s major ongoing construction sites across the globe. The many complexities of major scheme developments, significant risks, operational issues, commercial and contractual difficulties as well as the construction, maintenance and operation of significant capital programs all fall under my purview. Whether it’s a hands-on assignment in a foreign country to diagnose and implement improvement, or consultancy with evidenced-based advice for others to implement (management consultancy), I always try to bring experienced insight and leadership but never forgetting the nuances of the environment the firm is in.

ILI: What did you find most interesting about it?
NP: I appreciate the variety. Everyday can be something different and new. I get to interact with a varied group every time I accept a new project. It means I am always learning. I also appreciate getting time to not only witness how business is conducted abroad but also adapt the way my firm approaches the industry in new contextual circumstances. It is a job who’s challenges and rewards are difficult to anticipate but are well worth it.

ILI: What did you find most challenging about it?
NP: Identifying the various building code requirements as these can not only vary from country to country but province to province. The International Building Code is a relatively recent piece of legal framework that I am still trying to familiarize myself with. The legal compliance aspect of my job is sometimes difficult because of how often they can change and how different they can be as you span across the firm’s territories of operations. Most societies that we operate in are becoming increasingly litigious, as such I would prefer to air on the side of caution. Other peripheral issues that I found challenging include; monitoring the various workforce considerations, safety requirements, time schedules across all the existing projects. Another major issue that has been at the forefront of our industry is this notion of environmentally friendly and sustainable input materials. These pressures have increased as they come in various forms, political and community. This is obviously a more prevalent issue in some countries than it is in others.

ILI: What were the most important managerial lessons learned?
NP: There were numerous professional as well as life lessons that I have learnt during my time overseeing the activities of others. 1. Training is must- Do not ever for a second think that you have stopped learnt. This becomes even more relevant when, as a leader, you are responsible for initiating change such as entering a new market or building a presence in a foreign country. 2. People are your greatest asset- Sometimes managers believe that they are expected to know everything. I have found that especially when going global or international communicating and collaborating with the domestic talent is a good way of learning the ins and outs of business culture that you might not be cognizant of. 3. Strategy and Execution are equally as important when operating on a global scale. A poor strategy cannot be executed well and vice versa. The selection of the location is as influential as your method of entry and the strategy does not end there.

ILI: What advice would you give a person who is just about to graduate and who is considering a career involving international management?
NP: Hard work and determination. Having an international career also requires a sensitivity that cannot necessarily be taught in a classroom. Speaking from experience, spearheading a new subsidiary is tricky and varies from organization to organization. A key to success is making sure you know the company’s mission, vision and policies inside and out.

ILI: What do think that universities can you differently to adequately prepare students for a position as an expat?
NP: Off the top of my head I can think of only a few things-: 1. Work Placement or Co-op terms: more cross border relations among or between universities located in different countries so that they can assist one another in finding work placements that can supplement the theory that students are being taught in classrooms. These must not be “mailroom” type placements but substantial occupations that equip students with the realities of the working world. 2. Guest Lecturers: Professors are a great wealth of knowledge however sometimes getting personnel who are currently working in the industry to come in and speak to the students can provide a more updated and tacit form of knowledge. 3. Study abroad semesters- many impressionable students learn new languages because of a semester abroad. 4. Foster a culture of volunteer work- volunteer can be a great way for students to learn skills, network and be mobile with where they work. It also sews the first seeds of hard work. 5. Flexibility with the program’s curriculum

Individual Analysis

After having interviewed these three people there were a few key ideas or points that stood out to me. Some of them are highlighted below-: 1. They are all extremely passionate about their jobs especially the expat or international aspect of the job. All three interviewees consider the contrast in culture and business environment icing on the cake; they do not view the relocation as a hindrance. They did not however romanticize the notion of a global career, I was given first hand knowledge about the hardships that one can face. 2. When I began my search to determine who met the criteria and was thus eligible to be interviewed, I was unable to find any women. I knew of one or two female employees who have had professional experience but nothing longer than 3 weeks. I am sure a glass ceiling still persists however it is undoubtedly improving. 3. I am now extremely certain that I want an international career. As much as transferrable skills and meritocracy factor into whether a person qualifies for an international position, success has a lot to do with the person’s inherent character traits. Qualities such as persistence, open-mindedness, adaptability and the ability to see challenges as opportunities will help someone become a successful expatriate.