eWEEK EXECUTIVE Q&A: In this interview by Charles King, Rola Dagher of Dell explains the details of her life and career, her vision and plans for Dell’s Global Channel organization, and her commitment to problems and organizations – both within and also outside of the workplace.
It’s hard to imagine a senior executive with broader and deeper work experience than Rola Dagher, Dell Technologies Global Channel Chief. Dagher and her young daughter immigrated to Canada from Lebanon in 1989 and joined other family members in Toronto. Looking for work and a better life, she first worked as a telemarketer for Bell Canada, which led to jobs in sales and management. Dagher then took on senior and managerial positions at Dell and Cisco System Canada before returning to Dell in September 2020.
In this interview with Executive Q&A / Pund-IT Spotlight, Rola Dagher explains the details of her life and career, her vision and plans for Dell’s global channel organization, and her commitment to problems and organizations – both within and within outside of the workplace.
Pund-IT: Hello, Rola. It is good to get to know you. Thank you for participating in this discussion.
Rola Dagher: Hello Charles. Nice to meet you too.
Pund-IT: First, can you share some details about your early life and background with the readers?
Dagher: I grew up in a small village in Lebanon and my parents and five sisters emigrated to Canada to escape the Lebanese civil war. When I was 16, I followed suit. Since then, I’ve found my home and built my career in Toronto. This is why I describe myself as a « proud Lebanese and grateful Canadian ». The opportunities presented to me have been incredible and I am fortunate enough to share them with my family who all live nearby. We are a close bunch.
Pund-IT: How did you hear about technology? What was it about the industry that fascinated you?
Dagher: I’ll be the first to admit that I’ve fallen into the tech industry! After arriving in Canada, I wanted to build a career so I took a job at Bell Canada as a telemarketer for tech sales and just fell in love with him. It has been very rewarding to be able to solve people’s problems and help them do great things with technology. I was hooked from then on.
Pund-IT: How has your career at Bell Canada developed? Are there any special events or memories from your time there that you can share?
Dagher: After some time in telemarketing, I switched to sales and never looked back. One of the best memories of my time at Bell Canada was winning the President’s Club Award five years in a row. At one of the awards ceremonies, I was on the podium a few times to accept awards before the President said, « I’m not calling you on stage anymore! » It was a great laughing moment for everyone, but I was so proud of everything I had achieved and how I was recognized for it. I knew I was in the right area.
Pund-IT: After 15 years at Bell Canada, you joined Dell in 2011. What made you take this step? What factors made you think Dell is a good and interesting place to work?
Dagher: I think a lot of leaders would agree that some of the opportunities we are taking are the ones we never thought we would consider. I was happy at Bell Canada and didn’t want to leave but you are missing out on 100% of the shots that you don’t get. When I was offered the position, I decided to take a risk and try something new and it paid off!
Pund-IT: Your first roles at Dell were in sales. What were your market / industry focuses?
Dagher: My first role at Dell was selling infrastructure and solutions. I loved the position because I was able to make a real impact on our customers and their communities.
Pund-IT: In 2015 you moved to management positions and then to management positions to oversee Dell’s enterprise and infrastructure solutions. How did that happen? Did the role change require special preparation or training?
Dagher: This was my first leadership position and I absolutely loved it. I had no idea then that I could be the leader I am today, but I knew that if I could shape people’s paths positively, that’s what I wanted to do.
Pund-IT: How do you achieve such a goal?
Dagher: I’ve always striven for the idea of servant leadership – being someone who listens to understand, not just to talk. And to be someone who challenges my colleagues to both learn and unlearn. People should keep unlearning certain things – just because it worked in the past doesn’t mean it will in the future, and that’s where innovation comes from.
Pund-IT: You became President of Cisco Systems Canada in June 2017. How did this opportunity come about? What factors led you to accept the position? In retrospect, was it a good move?
Dagher: I never thought I’d leave Dell. I loved what I did and I wasn’t looking for new opportunities. When Cisco called I actually thought they had the wrong number. Years ago, when I was at Bell, I tried to take on a sales role at the company! When Cisco offered me the position, I really had to think about it. Comfort and growth don’t co-exist, and in the end it was such an amazing opportunity that I couldn’t miss it.
Pund-IT: In August 2020, you were named Dell Global Channel Chief, replacing Joyce Mullen. How did that happen? Why did you choose to return to Dell?
Dagher: When I left Dell in 2017, Michael Dell said to me, « Think of it as a training assignment. » Cisco Canada was a tremendous experience and role, and I learned an incredible amount. When the opportunity arose to take on the position of Global Channel Chief, I felt ready to give that experience back to Dell.
Pund-IT: You must have had a strong sense of déjà vu.
Dagher: When I started in September, Michael said, “Welcome back! You have completed your training task! « It felt like an important moment in my career.
Pund-IT: How did you work with sales partners for the first time? What do you like best about it?
Dagher: I grew up in the canal. At both Bell Canada and Cisco, most of my work has been partner-based. The channel is the foundation of any vendor’s success, and I love the challenge of helping our partners expand and grow.
Pund-IT: Which points / problems with partners and the channel that you wish were better understood?
Dagher: From the beginning I could see their value in terms of growing a market. Partners are a vital addition to a vendor’s sales team, providing the reach and speed to market a vendor needs to meet demand, drive growth, and help customers.
Pund-IT: That’s right, but the dynamics work in both directions.
Dagher: We are stronger when we work together. I always tell our partners, your success is my success. There is no room for competition! In order for partners to be successful, they need a provider who invests in them.
Pund-IT: Can you offer an example?
Dagher: One of the critical investments a vendor should make is the end-to-end experience. We need to create an environment in which we provide our partners with the resources they need. Dell does this well, but we can always improve.
Pund-IT: Did you experience unexpected challenges while working with the channel and partners? How did you approach or overcome these issues?
Dagher: The biggest, unexpected challenge for me was the complexity of doing business. When you work for a large organization there can be a lot of red tape and things may not move as fast as we’d like. To be successful, workflows and tasks need to be optimized while providing partners with what they need in terms of activation, resources and tools.
Pund-IT: Are there any new technologies or market opportunities that you think are particularly important for the broadcaster?
Dagher: One of the most important options is digital transformation. Companies had to spin so fast last year and the extent of the transformation we saw was just amazing. We will continue to support our partners and customers on their digital transformation journeys, which include so many key technologies like cloud, AI, edge, cybersecurity and data management – all with modern consumption models. Partners continue to move towards more managed offerings and those that feel more lively. The partner experience and personalization are also great opportunities for the partner community. Partners have such different needs, which is why we continue to focus on providing them with optimized and personalized experiences.
Pund-IT: Will new Dell offerings allow partners to take full advantage of these areas?
Dagher: As-a-Service is incredibly important and we are working closely with our partners to prepare them for the launch of the Dell Technologies Project APEX later this year. APEX is the future of delivering our technology and services. Our vision is to enable partners for all offerings from Dell Technologies Cloud and aaS. We look forward to investing in partners who are ready for the as-a-service market.
Pund-IT: Dell’s fiscal year and the new year of the partner program begin at the beginning of February. What do you think your partners should focus on in 2021?
Dagher: The past year has been a time of great change and we know that it is best for our partners to focus on consistency. It is clear that our strategy is working and we remain on track to provide our partners with the best possible support while investing in key focus areas to enable their success.
Since I took on the role of Global Channel Chief in September, I’ve made a commitment to empowering our partners by accelerating their growth opportunities, accelerating their profit potential, and providing them with an optimized end-to-end experience.
Pund-IT: What should partners look forward to the most?
Dagher: In this year’s program, we announced great opportunities for cross-sell, storage and consumption as a stepping stone for APEX later this year. And of course, our partners can expect further improvements in their end-to-end experience with us.
Beyond the details of this year’s program launch, we want our partners to remove the fact that we’re in it together. We can have a huge impact on our customers and communities when we team up.
Pund-IT: Immigration and the value and insight of emigrants are clearly important in the tech industry. Can you share your thoughts on this, including the impact of your own experiences on your work and professional contributions?
Dagher: When I started my career, the system wasn’t set up for different candidates – women and immigrants like me. I’ve spent a lot of time working within the system and in some cases struggling against it to get to where I am today.
The technology industry has come a long way over the past decade, but I see companies with different organizations as the ones who will lead the way. These companies recognize that for true innovation and advancement they must consider the variety of thoughts and ideas emanating from a workforce of diverse backgrounds. I’ve always focused on building diverse teams and cultivating an inclusive culture that allows talent to change the status quo if necessary.
Pund-IT: Diversity in the workplace is an important issue for Dell. Can you tell me how this is affecting the company’s partner / channel ecosystem and how you would like to address the issue?
Dagher: Dell Technologies has long been committed to diversity in the workplace and is also a passion of mine. Not only is it the right thing to do, it’s a business imperative. Different teams are more innovative, more profitable, and customers want to work with companies whose values align with theirs.
Pund-IT: Michael Dell has realized that it is important for a company to reflect on its customers and partners.
Dagher: As you have probably seen, Dell announced its Progress Made Real plan in 2019, which includes the company’s vision for 2030 for our diverse and inclusive workforce. As part of our Moonshot Goals, by 2030 50% of our global workforce and 40% of our global leaders will identify as women and 25% of our US workforce and 15% of our US leaders will identify as Black African American and Hispanic / Latin American minorities.
We’re working with customers and partners to get there and create a more inclusive environment. And I think it’s great that partners find ways to make their own organizations more diverse. We’re making progress, but we need to work together as a partner ecosystem to lead movements on inclusion, diversity, racial justice and environmental impact.
Pund-IT: The past year has been difficult for companies of all types worldwide, but it has been particularly difficult for smaller companies and the companies that deal with and support them. Did you see evidence of this? In what ways do you think you and Dell can help partners with these issues?
Dagher: One of the most important things our partners should know is this: we have their backs and we will fight for their success. At the beginning of 2020 we offered an aid package that supports the partners in a variety of ways. We’re optimistic for 2021 and we’re investing in the tools, resources, and program consistency our partners need to grow and help customers succeed.
Pund-IT: You are a strong mental health advocate. I was moved by the “Blue Monday” comment you contributed to The Globe and Mail in January 2019. For many people, 2020 was a long series of “Blue Mondays”. How did you meet these challenges?
Dagher: I firmly believe that mental health is health. In my own life I have dealt with the challenges of the past year by keeping in touch with friends and family and thanking them for everything I have.
Pund-IT: How do you bring this approach to the workplace?
Dagher: At work, it can be difficult for people to open up or let others know when they are having problems. It is my job as a leader to support them and make sure they know that they can come to me and their managers when they need it. Leadership is not a position, but an action that you take. Helping others in this area is one of the most important things I can do.
Pund-IT: I understand that you are heavily involved in a number of nonprofit and professional organizations. Can you discuss some of your efforts in these groups? Are there any where you are currently concentrating a lot of time, attention, or energy?
Dagher: There are so many reasons that inspire me. I am a strong believer in the idea of “learning to earn it, giving it back” – not just in the workplace, but also from a social perspective.
There have been many events over the past year that have brought racial justice to the fore, and I work closely with the Coalition of Innovators Against Racism (CILAR) and the BlackNorth Initiative, which I co-founded.
From the point of view of diversity and inclusion, I am committed to the 30% Club, which aims to increase the representation of women on boards of directors. Coming back to mental health, I also worked closely with the Center for Addiction & Mental Health (CAMH) to help connect mentally ill patients with doctors faster using technology.
Pund-IT: Do you have any final thoughts to share about your upcoming plans and expectations?
Dagher: My number one message for our partners is reflected in our new promise to our partners: Together we will stop at nothing. My commitment is to empower our partners, accelerate their growth opportunities and profitability, and provide them with an optimized end-to-end experience. As we continue to make incredible changes in the industry, we will stand side by side with our partners as they change too. Together we can achieve an incredible impact for our customers and communities!
Pund-IT: Thank you, Rola. I appreciate that you share your thoughts and insights.
Rola Dagher: You’re welcome, Charles. I enjoyed our discussion.
Charles King is Principal Analyst at PUND-IT and regularly contributes to eWEEK. He is recognized by Apollo Research as one of the top ten IT analysts in the world, who rated 3,960 technology analysts and their individual metrics for press coverage. © 2020 Pund-IT, Inc. All rights reserved.
Disclosure by the advertiser:
Some of the products listed on this website come from companies from which TechnologyAdvice receives compensation. This compensation may affect how and where products appear on this website, including, for example, the order in which they appear. TechnologyAdvice does not include all companies or products of any kind available on the market.
Ref: https://www.eweek.com
