Modern digital transformation demands more than robust IT infrastructure and sophisticated cloud architecture; it requires highly diverse, multidisciplinary human capital capable of navigating complex enterprise environments. Faces of Tech: Diversity behind Digital Transform is a series of interview that evaluates how cognitive diversity and inclusive leadership optimise agile delivery methodologies, mitigate systemic operational risks, and enhance cross-functional collaboration across the global information and communications technology (ICT) sector.

In this first installment, we interview Fien Reunes to analyse structured risk mitigation frameworks, modular problem-solving strategies, data-driven decision-making under information asymmetry, and the deployment of sustainable, client-centric IT growth strategies.

What moment or experience significantly changed how you approach your work today?

 As a woman in IT, I used to feel (and sometimes still feel) the pressure to prove myself. One significant experience in my career was a difficult customer meeting. I had prepared everything into detail (worked out every potential scenario, researched the company/processes, etc.). It allowed me to confidently enter the room, have a complex customer conversation, and turn a negative situation into a positive outcome. As from that moment on, preparation is key for me (as much as possible, within the given time). I realized that being the most prepared person in the room matters more than trying to be the loudest and does wonders for your confidence.

What is one project, initiative, or problem you worked on that you consider meaningful and why?

In general, I find projects most meaningful when customers are looking for guidance and advice, rather than just a product or technology. It’s rewarding to help a customer with clarifying priorities, providing honest advice, translating/mapping their business needs with technical possibilities, and, of course, make it all come together in the end.

When facing complexity, how do you move forward?

When faced with complexity, I first of all take a big breath :) I noticed I need a couple of minutes first to calm my nervous system, so I can think more clearly. After that, it’s a matter of simplifying, and breaking down the complexity into smaller manageable pieces. I like to compare it to solving a big puzzle.

First, you define/build the edges of the puzzle. That’s really framing the problem and setting the boundaries. Second, you sort the pieces by color, which is structuring the data or tasks. After that, it’s laying the puzzle piece by piece, and that also means ‘trial and error’. Not every piece (task) will immediately be the right fit. It’s important to be flexible enough and rotate pieces and reframe.

Lastly, I learned that the question sometimes is not ‘how to solve a complex problem’. The better question is ‘who can help me solve it or solve the problem for me’.

In general, complexity for me becomes more manageable when it’s structured and shared.

Can you describe a situation where you had to make an important decision with limited information? What guided you?

Especially the (sales) role I’m in, most of the decisions are made based on limited information.

I follow as much as possible the principle to go ahead with a decision when I have 80% of the info. The 3 things I rely on to make decisions are:

1/ the data I have gathered (from customers, partners, colleagues or people in my network or community);
2/ previous experiences;
3/ my intuition (last but definitely not least). In my opinion, as a woman, that gut feeling, intuition or gift to read between the lines is a big advantage.

What do your teams rely on you for?

My colleagues rely on me to be ‘the bridge’ between our customers and our internal teams. It’s about connecting the dots, between the expectations of the customers, our own internal capabilities/availabilities, and what next steps should be taken. They rely on me for clarity and structure.

For me it’s important to keep commitments realistic both on the customer and internal side, so everyone is aligned.

What is one principle or belief that consistently guides how you deliver your work?

Trust and reliability are my guiding principles. ‘Say what you do and do what you say’. It’s about realistic commitments and being consistent. And that’s not necessarily always what the others want to hear, yet it’s always the best way forward in the long run. Because I strongly believe more in long‑term, honest relationships over short‑term wins.

An extract of this interview was featured in W. Magazine by The Dots as part of its special edition “Women of Impact: Stories of Innovation, Management & Leadership.” This edition highlights the women shaping today’s technology landscape through innovation, leadership, expertise, and transformation, showcasing the diverse journeys and achievements of professionals who are driving meaningful impact across the industry.