May 17, 2020

Year in review: Helen Knight

Digital Transformation
Inclusion & Diversity
Harry Menear
8 min
As 2019 draws to a close, we're taking a look back at some of the most interesting features from the past twelve months. In March - and then again in Oc...

As 2019 draws to a close, we're taking a look back at some of the most interesting features from the past twelve months. In March - and then again in October - I was lucky enough to speak with Helen Knight, then Director of IT at the Calgary Drop-In Centre and CIO of Helen Knight Consulting, about effecting digital transformation and how technology can be used to lift up the most vulnerable people in society. Helen also featured in my later article on why promoting women in technology is both an ethical and economic necessity. I've combined some of the best bits from both those interviews to help round out the year. Enjoy. 

Last year, tech job platform Honeypot conducted a study of 41 EU and OECD nations focused around gender parity in the technology space. In addition to revealing that Bulgaria leads the world as an employer of women in tech jobs (with a 30.28% female workforce), the study placed the United States and Canada firmly in the middle of the pack. The US tech workforce employs just over 6mn people and Canada slightly more than 900,000, with both countries paying women in technology jobs about 18% less than their male counterparts. “Gender parity in the workplace is not just an ethical or moral issue, but also an economic one: McKinsey found that $12trn could be added to global GDP by 2025 by advancing women’s equality,” explains Emma Tracey, Co-Founder of Honeypot. “With the proportion of female tech workers remaining under 30% across the board, we hope that this study will enrich the conversation concerning equality in this industry and inspire more women to seek out opportunities in tech.”

Today, the gender gap is slowly but surely beginning to close, as cities like Washington DC and Baltimore become havens for vibrant, increasingly gender-diverse startup scenes, and are seeing an increasing number of female executives higher up the pay ladder - although major tech hubs like Silicon Valley, San Francisco and Seattle are conspicuously absent from the list. In Canada, Vancouver is starting to emerge as a hub for women in tech. 

However, the factors that push women away from jobs in technology still remain in our cultural and educational institutions. “In North America, the influences that work against women becoming interested in technical fields start very young. It’s like there is an unspoken belief that, if you're pretty enough, you don't need to learn math. That is a uniquely Western perspective that I don’t see happening in Asian countries. It's ridiculously wasteful and it happens to girls at a very young age,” says Helen Wetherley Knight, Canadian CIO of the Year Finalist 2018 and 2019, and Director of Information Technology at the Calgary Drop-In Centre.

Knight has always been excited by computers. “My parents met through computer dating,” she mentions, “so I'm the product of that technology from the early 70's. I started programming when I was nine and I was very interested in technology, however, in high school, I learned that ‘tech was for boys’, so I backed away for a few years. Now, I am a pretty loud advocate for keeping women engaged in technology.” Knight has worked in IT for over 20 years, spending 12 of those years at Suncor Energy while also running her own consulting business, Helen Knight Consulting Inc, of which she is now the CIO and Principal. 

We sat down with Knight to hear her insight into the current state of women in technology, how a gender diversified approach can lead to better decision making, and her ongoing work with the Women in Technology (WIT) Network promotes women and girls to pursue careers in technology. 

“My grandmother was a mathematician in Australia in the 1940s. When she got married, she could only find work as a math teacher, and once she had children, she could no longer practice her love of mathematics. My mother was a scientist in Australia in the 1960s and was accepted to study dingoes in the outback. However, once they discovered she was a woman they sent her a letter that said: ‘We rescind our offer as we have a male applicant’. Although this was devastating for my mother, she returned to school and studied to become a science teacher, heeding the advice from her mother that the only way she could work in the field she loved was as an instructor,” recalls Knight. 

“It worked out for me though, because at the University of Sydney, Australia, another student was working on a bold thesis that the schools new Super Computer could be used to survey people on their interests, encode the data onto punch cards and find love matches, creating the world’s first computer dating system. I was lucky that both my mother and father volunteered to participate in the experiment, as that is how they became matched, fell in love and eventually had me, a product of artificial intelligence.” 


Knight became interested in computers at a very young age, learning to program when she was nine and falling in love with the world of technology and its potential applications. “In high school, I was startled to be told that computers were for boys. None of my new classmates were interested in computers, so I spent my high school years learning how to dumb down my intellect in an attempt to be datable." She didn’t rekindle her love for computers until she was 26, enrolling in technical school and quickly accruing certifications and making up for a decade of missed opportunities to learn. After receiving her MBA from Athabasca University, Knight proceeded to hold increasingly senior jobs in the tech space, founding her own IT consulting company in 2008. Alongside her current role as Director of IT at the Calgary Drop In, Knight still speaks professionally on IT transformation and diversity in technology at universities and conferences across North America. “When I go to CIO conferences, I'm often the only woman in the room who's not in marketing,” she says. “For the last year, I've been talking to men about women in IT and how, in financial terms and uptime, their teams will be better and more effective if they’re genuinely diverse.” 

Pointing to a Credit Suisse survey that tracked the performance of 3,000 companies over a 10-year period, Knight highlights the fact that companies with women in executive roles were more profitable, resilient to market down-turn, innovative, collaborative, and better decision makers. “I’m not theorising that an all-female board would do better than an all-male one, but diversity has been proven to improve boards in other industries. We’re just struggling with it in technology, where women are so often marginalized,” she explains. 

The crux of the distinction is neurobiological, Knight argues. Referencing Dr. Louann Brizendine, author of The Female Brain, she notes that “the female prefrontal cortex is larger, which is what actually governs aggressive impulses, so it aligns with the fact that we do things less impulsively and have more patience. Women have a larger insula, which gives us an increased ability to read nonverbal cues like facial expressions. Also, we have a larger Anterior Cingulate Cortex, which improves the ability to weigh options during decision making, and a larger and more active Hippocampus, which allows us to store emotional memory in greater detail.” The upshot is that, while the male brain is built to generate clear and distinct drives towards singular solutions, the female brain excels at brainstorming activities, weighing options and thinking in terms of large, integrated systems. Knight maintains that either method of thinking in isolation has its own drawbacks and inefficiencies, but if the tech space became more diverse, “We would have better tools, better teamwork, less territorialism and better training material, because women still remember the emotional pain of learning, whereas men's brains flush that out a lot faster.”

Knight believes that one key to championing diversity in the tech sector is to increase the ability for the minority of women working in it to connect with and support one another. To that end, she does guest lecturers, mentors’ groups of female students and is a member of the Alberta chapter of the WIT Network, with the aim of bringing together women and girls in the province who are interested, or already working in technology. The WIT Network has over 80 chapters worldwide, in more than 30 countries, offering programs, mentorship and inspiration for all ages and stages in a women’s career in tech. “The WIT Network offers us the ability to support, not only our female employees, but also our entire management team who are focused on diversity and inclusion. Every current and new female employee will receive a welcome package which includes their WIT Network membership benefits,” comments Vicki Thomson, Chief People Officer at New Signature, a cloud-first, full-service, Microsoft partnered technology solutions company. 

Knight plans to continue campaigning for a brighter future for women in technology. As with all people who work to build a better future, a large part of her motivation comes from the desire to improve the lot of future generations. “I hope I am a part of the solution,” she says. “I’m also very eager to see the next generation grow. When my daughter was two, I saw her trying to stretch an image in a book to make it bigger. She’s grown up with tech all around her, today’s children have so much access to easy to use devices. The fact that there’s no gender bias there - no one is telling little girls today that iPhones are for boys - is something that makes me really excited about the future.” 

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Jun 16, 2021

SAS: Improving the British Army’s decision making with data

British Army
3 min
Roderick Crawford, VP and Country GM, explains the important role that SAS is playing in the British Army’s digital transformation

SAS’ long-standing relationship with the British Army is built on mutual respect and grounded by a reciprocal understanding of each others’ capabilities, strengths, and weaknesses. Roderick Crawford, VP and Country GM for SAS UKI, states that the company’s thorough grasp of the defence sector makes it an ideal partner for the Army as it undergoes its own digital transformation. 

“Major General Jon Cole told us that he wanted to enable better, faster decision-making in order to improve operational efficiency,” he explains. Therefore, SAS’ task was to help the British Army realise the “significant potential” of data through the use of artificial intelligence (AI) to automate tasks and conduct complex analysis.

In 2020, the Army invested in the SAS ‘Viya platform’ as an overture to embarking on its new digital roadmap. The goal was to deliver a new way of working that enabled agility, flexibility, faster deployment, and reduced risk and cost: “SAS put a commercial framework in place to free the Army of limits in terms of their access to our tech capabilities.”

Doing so was important not just in terms of facilitating faster innovation but also, in Crawford’s words, to “connect the unconnected.” This means structuring data in a simultaneously secure and accessible manner for all skill levels, from analysts to data engineers and military commanders. The result is that analytics and decision-making that drives innovation and increases collaboration.

Crawford also highlights the importance of the SAS platform’s open nature, “General Cole was very clear that the Army wanted a way to work with other data and analytics tools such as Python. We allow them to do that, but with improved governance and faster delivery capabilities.”

SAS realises that collaboration is at the heart of a strong partnership and has been closely developing a long-term roadmap with the Army. “Although we're separate organisations, we come together to work effectively as one,” says Crawford. “Companies usually find it very easy to partner with SAS because we're a very open, honest, and people-based business by nature.”

With digital technology itself changing with great regularity, it’s safe to imagine that SAS’ own relationship with the Army will become even closer and more diverse. As SAS assists it in enhancing its operational readiness and providing its commanders with a secure view of key data points, Crawford is certain that the company will have a continually valuable role to play.

“As warfare moves into what we might call ‘the grey-zone’, the need to understand, decide, and act on complex information streams and diverse sources has never been more important. AI, computer vision and natural language processing are technologies that we hope to exploit over the next three to five years in conjunction with the Army.”

Fundamentally, data analytics is a tool for gaining valuable insights and expediting the delivery of outcomes. The goal of the two parties’ partnership, concludes Crawford, will be to reach the point where both access to data and decision-making can be performed qualitatively and in real-time.

“SAS is absolutely delighted to have this relationship with the British Army, and across the MOD. It’s a great privilege to be part of the armed forces covenant.”


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