Join Insentra CEO Ronnie Altit and Susan Searle, ARN’s President and Publisher on The Download as they discuss the importance of bringing your real self to work, advice for emerging female leaders in IT and ARN’s plans for 2018.
TIMELINE / KEY POINTS:
2.36 – How ARN helps build the IT community
7.12 – What is the Hall of Fame all about and the vision for this group of industry leaders?
15.14 – Susan’s tips for emerging female leaders in tech
17.24 – Why Susan is passionate about collaboration
27.07 – Susan reveals her top three favorite fiction books
READ THE TRANSCRIPT
Ronnie: Welcome to The Download. Today, I’m joined by Susan Searle, President and Publisher of ARN. Susan has been in the industry for a number of years, I think it’s over 30 years now. She’s been involved with over 60 different publications, websites, events. Incredibly, incredibly influential in our industry. Susan, thanks for joining us today.
Susan: Absolute pleasure.
Ronnie: Tell us, Susan, what’s a day in the life of the President and Publisher of ARN?
Susan: I have a personality where I hate routine. The reason this job suits me so fabulously well is no two days are the same. Obviously, I start each day, and I start really early, I’m a five o’clock waker, and look at my calendar. I’ve probably planned for a little bit the night before, but there’s a skeleton of my day. In the world of media, in the world of events, no two days are the same. Everything goes absolutely haywire, and there’s always the joy of not knowing what’s happening next.
Ronnie: Isn’t that wonderful to have a job that you can just do something different every day. That’s fantastic.
Susan: It’s very fabulous. I guess, though, if there was a structure, I love to do breakfast. I used to be a lunch girl back in the ’90s, but that’s actually turned into being a breakfast girl in the 2017.
Ronnie: Meetings in breakfast?
Susan: Yes, do breakfast meetings. I’ve got a couple of cafés that I like to use. One in North Sydney, one in Neutral Bay. I meet with clients and meet with customers. That’s a very good start to the day always because we’re fresh, we’ve got ideas, we can bounce them, and it’s compressed in time. It’s absolutely done and dusted. In fact, I think, you and I have had a breakfast, Ronnie.
Ronnie: We have indeed.
Susan: That’s when I start, and then it goes into a couple more meetings during the day. I like to spend time in the office. I have tried to work from home but, actually, I’m a very social person. I like to be in the office.
Ronnie: That’s probably a perfect segue into the next question I wanted to ask you, which is ARN has a very strong sense of community. It does a really wonderful job of building the IT community. Tell us about that, and tell us about your thoughts around that and what it takes to build such a community.
Susan: ARN is first and foremost a media brand. I think that that was our history, that’s our foundation. That actually gives us a big single advantage in building a community. If we do what we do, which is to provide high value editorial and content to our audience or our community every day, then there’s going to be an ongoing engagement with them. Which is rare and such an incredible opportunity for any brand to know that people will come to your brand every day and touch it, and experience it, and engage with it because that’s where they go to get their information and their content.
It’s a very rare position for a brand to have to be able to build a community. That’s the organic part of our community building. We value that very, very highly because that’s the way we engage on a passive way every day with our community. Now, over the last two decades, we’ve actually developed a very strong events portfolio which gives the opportunity for structured community. Predominantly, the basis and the foundation is the quality of editorial and content we provide our readers every day.
Ronnie: The editorial and content, I look forward to receiving those mails regularly. You can see what’s going on in the industry, see some of the movers and shakers, and the changers, but the events have always been fantastic. I love the ARN events. Firstly, with Edge, which is something that you started only three years ago.
Obviously, the ARN industry awards, which is great, the Hall of Fame, the women in IT. These are all issues that come out of a media source which is not necessarily a traditional place that those things would happen. It’s usually an industry body that would be bringing those things together. You’re so well-placed, and so much about building this community, that that’s something you’ve done. Tell us, what does it bring back to Australian Reseller News as an organization as you build this community?
Susan: I’ll just come back a little bit. I think what you said is very real. When we established ARN, the channel was a very loose community. It’s 25 years ago. ARN was launched as very sleepy brand in 1991. My son’s 26. In fact, I know it was 26 years ago. I can tell you that those first five years were extremely tricky because there was no value attached to the channel.
Now, the channel was actually mobile by then. It had started, they were great pioneers of the channel who we’re setting up. We still got some of those people today. Gary Jackson, who’s one of the names that springs to mind. There some great channel players happening in the early ’90s. Lionel Singer was one of the great fathers of the channel. All of those things were happening, but there was no industry association.
I think you chose really wise words there, to actually develop that opportunity of their being a lobbying group. By us establishing in 1991 a brand, ARN, which was for the channel, there suddenly was a voice. That voice was able to be built into a community, there was the lobbying positions. The vendors, therefore, weren’t able to dismiss the channel, dismiss their distributors, dismiss their resellers.
Suddenly, we’re a force. We were able to be more powerful, we were able to prove our worth. We were able to stand up to companies that had a direct sales model and say, “Hey, look at us.” I think that the value of the community as an industry association has been absolutely eextraordinaryaordinary. Not only to my brand, but if I dare say, to the channel.
Ronnie: Absolutely. I know from talking to a number of my colleagues in the industry that things like the ARN industry awards, that’s a night that everyone looks forward to once a year on their calendar. It’s always a fantastic night. There’s an interesting question I have for you, and that is the hall of fame.
Susan: You would be very interested in that, Ronnie. Congratulations.
Ronnie: I am very interested in that, thank you. We haven’t had an opportunity to talk since I was inducted because of my travels, et cetera. I’m going to ask you, and I’m going to ask for the audience because I think there’s a number of people who maybe would aspire to be in the hall of famer, wonder what the hall of famer is about. Can you maybe tell us a little bit what it’s about and what your vision is with it?
Susan: Okay. The hall of fame was founded because there was a need for recognition of people who had had a longevity in developing the success of the channel in Australia. These were people who’ve been committed, either over a long period of time. Some of them over less time, but in a very compressed way, to the success of the channel. They were true channel players and they were always giving back to the channel.
We started that 11 years ago. We’ve been inducting, pretty much, always three people into that hall of fame, three members into the hall of fame each year. They then come together, either formally, once a year at a lunch. Where there’s great discussion and great understanding of the strategies for the channel, going forward, and a little bit of fun. They’re also utilized in a lot of different ways.
One of the most exciting ways was that several years ago now, I think four, we established the emerging leaders program. Which is associated with the awards and funded by the awards. That is to actually bring new talent within our industry forward. The hall of fame are very involved in that in a mentoring way. They come to day which is committed to networking, to presentations, and to mentoring. They give their time for an entire afternoon, where they talk to people who come to that program. A lot of them have ongoing relationships whom they’ve met during that time.
Ronnie: That’s fantastic. It’s not just an acknowledgment, but it’s also an opportunity for some of those people to give back and help other people come through. Which as you know, I’m passionate about, doing mentoring and helping. I think that’s really a wonderful thing. Just to talk about the vendors for a little bit.
We speak a lot about the channel, but ARN’s not just about the channel. It’s about uniting the channel, the distributors, the resellers, everybody together with the vendor. What do you think still prevents vendors from truly embracing what Insentra call a partner obsessed model?
Susan: I will actually initially challenge what you’re calling the channel because we don’t leave vendors out of the channel. We actually say the channel is the vendor, the distributor and the partner. When we refer to the channel, we always include them because it’s very important to. That’s part of the whole process that we talked about of making sure we have their attention, and making sure that they see the value of the partner and of the distributor.
Coming back to that, this is a question we consider all the time. I’ve had reason to consider it a lot recently because I’ve just been to Oracle OpenWorld. If you think about vendors who’ve got a very strong model, even though I know there’s some strong partnerships around Oracle, then you would consider them. Let me talk about it, and then I’ll come back to Oracle because I think there’s some interesting things going on there.
I think it’s a legacy issue. Any logical strategy around selling the most stuff you can sell would include a channel. It’s just logic. If you have more people out there who are experts in their field, who are able to build applications and solutions around your products, then you’re going to sell more stuff. Why isn’t everybody embracing that 100%? I think it’s legacy. I think that the blue suits we used to hear about from IBM. I’m not blaming IBM. IBM’s been very successful in making moves forward to progress their channel engagement.
If you think about that blue suit brigade, they’re very protective. The personalities within that are very protective of their turf. Why would they want to include a partner whom they think will, in fact, compromise their margin when they can go direct and have that relationship? I think, actually, [unintelligible 00:11:19] as a generation, leaves us within the channel, including at the vendor level.
I think there’s a lot of logic that will start to happen, that the channel is what should be embraced. The value of the channel will become more overt. Getting back to that really interesting Oracle model. It was wonderful to be at OpenWorld and to see the exciting things going on not just with technology, but to see the way that they were embracing their channel.
I interviewed 19, I think, Australian partners who are Oracle partners. The work they’re doing is eextraordinaryaordinary. They’re all experts in their field, they all have incredible value to add, and they are going forward. In fact, while we were at Oracle, they talked about one of the new ISVs, who is SAP. We made an announcement. There was an announcement right around that. I thought that was eextraordinaryaordinary.
Talk about embracing a channel. You take two people who traditionally have been viewed as head to head competitors, and then suddenly, they were cooperating and working, one as an ISV for the other. That, to me, is a great step forward.
Ronnie: That is a great step forward. We’ve seen that with Microsoft and AWS as well.
Susan: Absolutely, with sales force in AWS.
Ronnie: Sales force in AWS too. It’s a wonderful thing to see how the vendors are now recognizing that, really, what they’re their to do is to provide something for the end user, for the consumer, for us in the business. I think [unintelligible 00:12:52] puts that perfectly the way he talks about his vision.
Susan: Absolutely. I think it’s the recognition that a channel having a channel partner is no longer just a dealer or a VA, that the channel now is such a broad definition. Startups and ISVs, and developers, and applications software people, all of these eextraordinaryaordinary companies that are building businesses all around the vendor ecosystem are adding such extraordinary value to GSIs.
All of these people are now part of the channel. The spiderweb is a very beautiful picture about this. The channel is no longer that linear model. When I was talking before about vendor, distributor, and partners, I was using that very generic term of partner to describe all of the people who are actually touching the customer.
Ronnie: That’s what we spoke about at Edge in the panel conference that James Henderson had, that that was a part of what James was indeed that partner of the future. The partner of the future is very different to the partner that you would have seen 25 years ago, who was struggling to get the IBMs of the world to recognize their value and to go to market.
How are you doing with this by the way? We’ve got you sitting on that side of the fence. Normally, it’s you that’s interviewing me, and it’s your team that’s interviewing me. How do you go with me doing the interview in here, Susan?
Susan: For anyone who knows me, this is just such an odd situation. I’m a great listener. I value that within my personal characteristics very highly, is that I love to listen. I’m very curious about people. I really want to know as much as I can. For me to be sitting here and answering questions is very foreign, but it’s quite nice to have a voice.
Ronnie: I think you’re doing really well too, and you do have a voice. Actually, it’s something I wanted to talk about with you. If we look at the IT industry, and we look at successful women in the industry, you would have to be up there as one of the most successful women in our industry. You’ve had a lot of experience in doing so. It’s not to take away from other women that have been successful. There have been some really, really successful women.
If you had a few pieces of advice for some of the women who are coming through our industry now– and it’s not easy. It’s largely male dominated, we know it is. What are some of the pearls of wisdom that you’d be able to share with someone who’s just coming through and going, “How can I really break through and be successful?”
Susan: People talk a lot about authenticity right now. It’s one of the buzzwords, particularly, within women in ICT. It’s a word that’s used a lot. Some of the greatest speakers we’ve had at WIICTA, our women in ICT awards, and within our WIICTA alumnae meetings that we have is authenticity. I cannot speak highly enough about that value of bringing your real self to work.
I was elevated before I was ready in the late ’80s. Somebody said to me, “Do you want to be publisher of Computerworld?” My boss, actually. I said, “No, this isn’t what I do for a career. This is just fun.” Anyway, despite my protestations, I actually became the publisher of Computerworld. I was absolutely at a loss. Here I was with this very important title, of this very important brand, and I thought, “Who do I have to be?”
I thought I had to be what I considered very male. I thought I needed to be harsh, and strong, and stern. I started wearing suits with big shoulders. Not understanding that, in fact, that was really not important. In fact, it was making me two different people. I go home, I’ll be with my friends and be kind, and bubbly, and friendly. And then I go to work and be very ferocious.
What a poor mistake that was. I think, had I had the value of a mentor at that time, I would have actually been able to understand that was the totally wrong way to go. I would have got myself into a position where I could be myself. I think it became a little hurdle for me because if you don’t like who you are at work, then that’s a problem. You actually have to like who you are.
I think that leads me into another thing that I think’s incredibly important, is passion. You have to have passion for what you do. I’m eextraordinaryemely passionate about the industry, eextraordinaryemely. I love the industry, I love my brand. I love the fact that we can all work together for success. I’m passionate about that. If I were to think of another thing to tell women, I think I’ve said the things I would say.
Be authentic, make sure you’ve got someone to guide you. Look for mentors. They can be casual, they can be formal. Look for all models within that. The final thing is passion. The other thing is that striving to get into leadership positions is one thing, but having been a leader for some time, I see myself as a learning leader. I’m not a leader who knows exactly who I am, I’m a leader who is fallible, who is flawed.
I’m constantly questioning myself, and questioning my team, to see if what I’m doing is right for them. Is it impactful? Am I doing the right thing? I don’t have the confidence to actually believe that what I’m doing is right every day. Maybe men are better at doing that, but if you’re a woman and you don’t have that as a natural instinct, then just consider yourself as a work in progress and be better every day.
Ronnie: I don’t think I can give you a masculine view on that. I think that that’s normal for just about everybody. There’s a lot of fake it till you make it out there. There is no doubt about that. There’s a lot of things that happen day to day that you just go, “I don’t know. Am I doing a great job,” et cetera. I think it’s important to question that in yourself. If you don’t question it, then how do you grow?
If you think you’re doing everything great, then, I think, you’ve already lost. It’s my view. I’d actually say to you, Susan, that’s something that everybody should be doing on a regular basis. I was just thinking about that.
Susan: Do you think that? Do you think that you’re a learning leader?
Ronnie: Absolutely, yes, absolutely. I often say to people, “Can you please tell me what I’m doing wrong? Can you please tell me what I can do better?” I don’t want the pats on the back. I actually want to know what I can do to be different, what I can do to be better. How I can add more value, how I can have a more profound impact is what I’m doing. Working, is it not working?
I think as well when you’re an entrepreneur and you’re starting your own business, you have to be thinking that way. I spent a lot of my time thinking about where I can take our business. I’ve spent a lot of my time thinking about what’s going to stop my business getting there. What’s going to go wrong? What weaknesses or what things inside of me do I need to develop, or do I need to hire around me, to make sure it happens? I think like that a lot.
Susan: I think it was you who said, and I think it’s one of the best things that I’ve heard in 2017. It might be one of my key takeaways, is that we’re all talking about being customer focused and customer centric, and the importance of the customer. That we invest in the customer, we learn about our customer. I think what you said is how important it is to actually have that same level of investment and determination about your employee experience is quintessential.
I took those lines when you were doing your fabulous acceptance speech at the hall of fame. I thought that was really something to learn from. Thank you, Ronnie.
Ronnie: My pleasure. You’re leading into another question there, Susan, which is what are some of the key takeaways from 2017? You’ve seen so much. What are the things that stick in your head? You’ve given one thing. There’s these things that would be sticking out in your mind as well. That was really profound, that was prolific.
Susan: I look back at the predictions that we made in January about what we thought what was going to happen in 2017. I think it’s a very interesting scenario because has it been a high impact year in terms of technology? Has it been a year of extraordinary change? Probably not, but it’s constant change. I think the movements that we’ve seen, and ARN’s been full of it, of people going from company to company. I think that’s actually a sign of a very healthy industry.
It’s an industry that’s really buzzing and growing. We are seeing enormous movement within the vendor level, within the disti level, within the partner level, and then crossing over and people going from disti to vendor, and et cetera. I think that is very, very telling about the excitement. Tech’s fantastic at the moment. I remember as I was starting to work with IDG as a global tech media company. I’d go to cocktail parties and say, “Yes, I work in media.” People would get really excited and say, “What are your brands?”
I’d reel off Computerworld, and they’d go, “That’s computer stuff.” I’d go and hide in the corner. My moment of fame had disappeared. Now, if you talk about being involved with tech, it’s seriously cool and seriously coveted. I think it’s a very fabulous thing for the industry. I think we’re in a time where people are wanting to get into the industry, where people are wanting better jobs in the industry. That’s the movement.
If I were to look at one of the trends in 2017, then I would say that’s the case. It’s the year of the startup. We have just had such an extraordinary time watching all these wonderful tech companies. Whether they’re doing things around apple farming in Tazmania, or if they’re doing something in the mining industry, or wherever they are, these wonderful tech companies is coming up with extraordinary solutions and clever minds.
Over a year ago, we started looking at startup spotlight within our magazine where we do six or seven startup in every issue. I think today, we’ve done nearly a hundred startups that we’ve profiled in various ways throughout the year. We introduced the startup category at the awards this year. It’s the year of the startup. Again, that harks back to tech is cool, like the television show Silicon Valley. Which I don’t know if you watch, but I find that extraordinary because it’s so exciting.
Ronnie: And it’s real.
Susan: It’s real. Look, some of them are super nerds in there, but some of them are just really interesting casual people who want to get into this industry.
Ronnie: Right now, it’s cool to be the geek.
Susan: Coding, it’s coding. I’ve been talking to people recently who are going back to learn coding, or they’re teaching themselves coding. I think that’s really exciting.
Ronnie: It’s great. For 2018, is there anything that you can share with us that you’ve got planned for 2018 that you’re willing to talk about, or is it going to be more of the same? What does 2018 look like?
Susan: I’m looking straight at the camera here wherever I’m looking. We have some plans for 2018. I have a very exciting team reporting through to me, who are full of ideas and keep me on my toes. As I talked about earlier, I’m only happy when I’m inventing stuff and doing new things. We’ve got some fabulous plans. Let me say to you, more around the startup. Which is, as I said, very exciting territory for us.
In fact, giving the startups a reason to believe they’re part of that community. We had over 20 startups at the awards this year. They just all reported back to us, individually, about how exciting it was to suddenly feel that they were part of something. If we, as ARN, let them know that they’re part of the partners– and I think we had 75 partners at the awards this year plus 20 startups, that’s extraordinary.
This is a very important part of our ecosystem, encouraging the startups to feel part of what we do. We’ve got some initiatives around that. Expansion, I think that’s probably the only word that I’m going to tell you in terms of that, but definite plans for expansion. More brands.
Ronnie: More brands? Alright, so fun, fun, fun ahead.
Susan: That’s all the secrets I’m going to let you know.
Ronnie: Fantastic. You know what? It’s just going to keep people watching, which is wonderful. I imagine you do a lot of reading. You said you were a learning leader, and I think every leader reads. Every leader wants to improve, wants to learn more about themselves, learn about business. Sometimes fiction, sometimes factions, sometimes nonfiction. If you were to think to yourself, “This is the book that I would recommend to people to read,” what book would that be?
Susan: Here, I’m going to be your greatest disappointment. I am a learning leader. I do not learn from reading self-help books, I do not. I have tried a couple of times realizing the capability of those books and how they change people around me. I learn from reading websites, I learn from reading magazines. Where I really learn from most is listening to people and watching people. It’s that osmosis of information that helps me to develop.
Back to reading, I am a great reader. I’m part of a book club. If we’re doing a nonfiction book that month, I go to movie club instead or I wash my hair. I am not a reader of nonfiction. I love fiction. I love the capability of losing myself in a novel. I like lots of types of genres. I actually love to read, but I’m a fiction reader. I can tell you what my favorite fiction books are.
Ronnie: Why not?
Susan: Would you like to know?
Ronnie: Share with me your top three fiction books.
Susan: I will, alright. Top three’s interesting. I will say, Secret History, which you may or may not have read. It’s a fabulous story of university students who get together and commit a crime. It’s the unraveling of that group. It’s an unintentional crime, but it’s the unraveling that group. It’s almost a psycho thriller that one. Book number two. I need to preface it by saying I have a huge passion outside of work, and that is for travel.
One of the countries that I love to go to most is India. India is my heart land. I absolutely love India. I love the movement, the spirituality, the excitement, the color. I love the variety of landscape and people. Have you been to India?
Ronnie: Not yet.
Susan: Go to India, it will change your life. Going to India changes people’s lives, it actually does. It makes you recognize who you are. Not all people have that experience, but it actually changed my life. I went there first when I was 25. I’ve continued to go there over several occasions since. Brings that back to this book which is called the Fine Balance, which was a Booker Prize winner. It’s an extraordinary book about a group of people who live together in a tiny little abode in Bombay. They come from various parts of India and their stories are unraveled.
There’s a lot of tragedy, and there’s a lot of comedy, and there’s a lot of hardship. India is a tragedy. It’s a joy, but it’s also a tragedy. This is a tragic story. The interesting thing about that, and this is what you’ll find in India when you do go, is that against this backdrop of tragedy, of poverty, of abject misery, everybody is so happy and so smiley, and so embracing of life. I find that extraordinary. That book and the beautiful way it was written, actually, just highlighted the value of India to me.
Susan: It’s gorgeous. This is an interesting one, and I’ll have to choose. My favorite writer is John le Carré. Absolutely, I think, the most underrated writer of the late 20th century. Now, still writing at the age of 90 into the 21st century. I think his problem was that he was typecast as being part of the spy thriller genre. In fact, if you can look beyond that, and many fabulous writers like Ian McEwan have– Ian McEwan says he is the greatest prose writer of our time.
If you look beyond that and look at the way that his prose, his characterization, he does that against the backdrop of spies and espionage, but the development of his characters. My favorite book, and I know it’s subsequently made into a TV series. That might make it more accessible is the Night Manager. That was a series from the BBC last year, which was a very good representation. It’s good.
The character, Jonathan Pine, who was the lead in that, the person who by whatever reason has to become the spy is, in fact, one of the most glorious characters of all time. Because he’s fallible, he’s flawed, because his motivation was never around being a James Bond type person. It’s actually around revenge and wanting to actually hurt the person who hurt the person he loved.
Ronnie: This is a really interesting thing. We talked about business books, and everybody else who I’ve had on the couch or in my Podcasts has been talking about business books. I love the fact that you’ve done some non-business related text. Even within that, you can pick up little things that you’re saying. If you talk about the character from the Night Manager, things that were coming out there relates back to what you were saying about authenticity and being who you are, and being able to be flawed, and turning up at work the way you want to be, et cetera. All that comes out, it doesn’t have to be business books. It could be other books. Clearly, there’s some great messages that have come out of there.
Susan: Thank you.
Ronnie: I’m going to ask you one last question, Susan, which is if you could do anything you wanted, at all, what would it be, at a professional level?
Susan: When I was in high school, I wanted to be a journalist. I thought that was what my profession was going to be. There was some restrictions around that when I actually came to the end of high school and wanted to go to university. At that stage, journalists were not encouraged. In fact, it was really discouraged that you go to university.
Fairfax, who I was offered a cadetship with said, “No university.” I put the journalist into one side and went home to university. I was editor of the college magazine, and I did lots of other things around journalism. I was part of the radio at the university, et cetera. When I finished university, I actually did not pursue the journalism. However, fate’s a fabulous thing and things changed.
After a couple of years, somehow, I answered a tiny little ad in the newspaper which was for IDG Communications. It was in the very early days. I applied for a job and started working with Computerworld. Somehow, I ended up not necessarily doing a lot of journalism, but I ended up in media. I ended up in the place that I had always said that I wanted to be. That career has absorbed me.
If I look back at things that I could have done, should have done, I got into law. Should I have been a lawyer? I’ll come back to that. I got into NIDA, should I have been an actor? Potentially. Should I have been a writer? Should I have done the thing I love to read? Should I, therefore, gone on to rich and fabulous books? I look now at friends of mine who are actors, and it’s a bloody hard life. My aunt was an actor, very hard life.
I look at my daughter who is that far away from the end of her law degree. She’s smart, she’s fabulous and interesting, but she spends hours and hours reading contracts and tiny little small print. She has to read cases and understand every detail. That is so not me. I’m a big picture, broad brush, leave the detail to somebody else person. No, that’s not where I should have been.
I ended up in media. Ronnie, I probably am saying what every other person says, fate gives you a very good chance in life. I’ve ended up in the industry which excites me, which suits my personality because it allows me to invent things. It allows me to create things, it allows me to interact with people very closely, to be the social animal that I am, and to learn about things every day. I landed in the right role.
Ronnie: That’s just fantastic. Susan, thank you so much for joining us today. It’s been actually quite fascinating for me. I had no idea what you did every day as a publisher of ARN.
Susan: Neither do I.
Ronnie: It clearly changes day to day, but your passion, you can see your willingness to change things. In fact, you’re intent to change things, you’re intent to invent, to do things differently, to make a difference, to report and have a team of people around you that can just deliver such fantastic content to the audiences every day. A lot of people would aspire to do what you’re doing, Susan. Thank you so much for joining us.
Susan: Thanks, Ronnie. Cheers.
ABOUT SUSAN SEARLE
Susan holds unparalleled knowledge and expertise in tech media accumulated over her 30 years aligned with the ICT industry.
During her career with leading international tech media giant, IDG Communications, Susan has launched over 60 publications, websites and events.
She is passionate about the tech industry and creating communities to drive success. Her leadership in the industry gained her a place in the Industry Hall of Fame in 2016.