I knew every single customer and contract in KDS. I also worked closely with
Dean through the acquisition process.
When Dean decided to leave, GBT and
KDS [felt] I was the best person to do the transition, as I
knew everything about KDS.
Usually when the company
needs some information, they
come to me. I [often] know it
WHAT ARE YOU WORKING ON
The most important thing
for me now is the success
of Amex GBT’s acquisition
of KDS. It’s where I spend a
lot of time. Then I’m working on keeping our existing
KDS customers and partners satisfied while managing the volume of interest
from Amex GBT customers,
which is huge. We’ve had
no customer attrition and
have renewed some very
important customers and
other TMCs for three years
and over. To stay ahead of
the market, we need to continue our innovation and
of course we need to think
about Amex GBT in our
WHERE DO YOU SEE THE MOST
OPPORTUNITIES FOR KDS?
Certainly we will expand
more in the U.S., but it will
be through Amex GBT. We
also have a lot to do in Europe. We take advantage of
Amex GBT’s scale and footprint to empower KDS to better service the multinational
customers. With this new investment, we’re in a position
to do more development for
new markets. When Amex
GBT shared the news about
the acquisition with their
customers, there was a lot
of traction and a lot of demo
requests. This is a very good
thing for KDS.
WHAT ADVICE DO YOU GIVE TO
WOMEN WHO ASPIRE TO BE IN
If you want to have this
kind of leadership job, you
need to be confident and
trust in yourself and your
capabilities. You need to be
ambitious, which I sometimes notice is
more difficult for women. As a woman
and as a mother, we have two lives, so
you need to be extremely organized.
I say, “Women may face glass ceil-
ings, but remember: A diamond cuts
through glass, and the diamond is just
GDS code: BW
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