Cynthia, to begin with, could you tell us about your career path?

I was immersed in the world of numbers from a very young age, as my father was a banker. So I started by getting a degree in accountancy, but I soon realised that something was missing – a more human dimension. So I decided to continue my studies and specialise in human resources. Thanks to my background with numbers, I naturally gravitated towards remuneration. I spent several years in this sector, notably at Bombardier, where I had the privilege of costing collective agreements and setting up new remuneration structures, particularly in Morocco and Mexico. I was then advised to get out into the field to better understand the realities of the business. That’s when I took the plunge by accepting a role as an HR Business Partner (HRBP) on the shop floor for three years. I learnt all about the process of building an aeroplane, the design of the doors… and I developed a real passion for engineering! It was on this high that I went on maternity leave. On my return, the momentum continued and opportunities came thick and fast (HR Transformation, Workforce Planning, Talent Acquisition, etc.).

What made you want to join SEGULA Technologies after a 20-year career?

I’ve often been described as a “builder”. I’ve regularly had the opportunity to support teams facing difficulties, helping them get back on track. My last major role involved scaling a global talent acquisition team from 4 to 73 people and developing the employer brand. After 20 years, I asked myself if I wanted to try something different. What attracted me to SEGULA was precisely this ‘builder’ aspect. My parents were entrepreneurs, so I’ve always had this desire to run my own business. At SEGULA, I wanted to help build a high-performing organisation by contributing my experience and vision, whilst aligning myself with the Group’s values and ambitions, and remaining in the field of engineering that I love so much. I enjoy analysing situations, structuring processes and finding practical solutions. Above all, I need to give things meaning: I like to visualise the ‘end result’ so that I can guide the team towards the objective.

What is your ‘secret’ to bringing teams together and getting them to move quickly in the same direction?

Being authentic and leading from the heart. Understanding what matters to each individual. Taking the time to get to know them on a personal level, not just a professional one.

What were your main projects and responsibilities when you arrived and over the last few years as head of the Canadian division?

My first year at Segula was devoted to laying the foundations and transforming our approach to recruitment and human resources. My priorities were, first and foremost, to build a strong and effective recruitment team, to improve performance, and to move from a passive approach (“post a vacancy and wait”) to a proactive and strategic approach to talent acquisition. This involved changing behaviours, fostering accountability and developing our recruiters: they are no longer merely ‘sourcers’, but have become true partners to the business in talent acquisition, capable of understanding our clients’ needs and anticipating their talent requirements. Data has also played a key role in this transformation. We have worked on setting up a dashboard, defining key performance indicators (KPIs) and using data to foster transparency and improve decision-making. At the same time, I wanted to lay solid foundations in HR by documenting our policies, processes, templates and tools to ensure consistency and structure.

With the creation of a new unified organisation for North America, what will your main responsibilities and key challenges be going forward?

With this new structure, the biggest challenge will be to build and align all our HR processes with the Group’s common guidelines and practices. The aim is to break down silos, create synergies, identify productivity gains and implement best practices to truly become a “One Team”. My main mission is to build the most effective team at SEGULA and to bring the Group’s values and culture to life amongst our North American teams, so that our recruiters become its foremost ambassadors. One of my major challenges is also developing our employer brand. We are still relatively unknown in North America, and I would like to inject new momentum and promote our brand to make a splash in the market.

Internally, I want to develop a genuine “employee experience”: looking after our staff and fostering a sense of pride and belonging at SEGULA is essential to ensuring they want to build a career with us. For example, we’re currently developing a programme to recognise years of service. This will involve public celebrations to mark career milestones, with plaques, or special moments with our chairman. We really want our talented staff to be recognised and rewarded.

How do you view the overall transformation the group is currently undergoing?

It is a transformation that is absolutely necessary. I fully embrace this ‘One Team’ philosophy. Seeking to create synergies and break down silos is the right direction. The challenge now is to target our initiatives effectively and take the time to execute them properly, with clear priorities, because transformation demands a great deal of energy from teams and they need to be able to keep up. On a personal level, this is exactly the sort of challenge that inspires me. I’ve always enjoyed driving change, rethinking how we do things and developing within a stimulating environment. It’s a very exciting and energising phase to experience from the inside!

What are your interests outside of work?

I grew up in the countryside, so I’m a real outdoorsy sort. To recharge my batteries, I love admiring nature, going for walks in the woods, taking photographs and capturing beauty. I’m passionate about discovering the world and new cultures. I’m always planning my next trip and creating experiences for my children. At the office, one of my leadership principles is authenticity. The Cynthia you might meet at home or whilst travelling is the same as the one at the office. My decisions are based on my values.

A final word on your role as a female leader. Do you have any advice for women working in the very male-dominated world of engineering?

It’s true that there are still very few women in this field and the challenges are real. Here’s the advice I’d give to women:
Be ambitious: Don’t wait until you’ve mastered everything before taking the plunge; if the challenge on offer covers 50 per cent of what you know, go for it!
Be yourself: the higher you climb, the more your role and the organisation you work for must align with your values. Stay true to yourself and don’t change your personality to fit in with the others around the table. In the long run, it becomes a burden to try to be someone you’re not. My tip: win people over one at a time and lead from the heart.
Surround yourself with people who are better than you: Your role as a leader isn’t to be the person who knows everything, but to build a team that becomes stronger because of you.
Look after yourself and build a strong support network: As women, we often instinctively put others or our families first. I had to work hard to make my mark. But over time, I’ve learnt to listen to my inner voice and to express my opinions loud and clear. Today, I make it a point of honour to give a voice to the women on my teams, to ensure that each one finds her place and to recognise their value on projects.