March 8, 2024 • 53 mins
In this special feature-length show, we celebrate International Women's Day and Regis-TR's industry-leading roster of women in senior leadership roles with co-hosts Bárbara Ruiz Alonso (Head of Client Services) and Laura Rodriguez (Head of Institutional Relations), plus very special guests Maria Teresa Santos, Berta Ares (Head Program & Innovation Office, Financial Information, SIX), and our new Chief Compliance Officer Dionne Moody.
Together, we discuss our different career paths and experiences, offer advice to women beginning their careers in finance, talk about changing culture, and discuss strategies for leading in organisations that were traditionally considered male domains - or with colleagues who aren't quite sure how to engage with women in senior positions.
Join us for an uplifting hour of positivity, constructive advice and a celebration of the work culture at Regis-TR and SIX.
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Transcript
Episode Transcript
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Speaker 2 (00:10):
Hi, I'm Andrew Keith Walker.
Speaker 3 (00:12):
Hello, I'm Barbara E Hi, I'm Laura Rodriguez.
Speaker 2 (00:15):
Hi, I'm John Curden, hi, I'm Nick Bruce and this is
the number one regulatoryreporting podcast in the EU, the
UK and around the world.
So join us as we go behind thescenes and under the hood to
look at the big issues and newsstories, companies and
personalities who are shapingthe world of Rektech, fintech
and trade repositories.
Welcome to the Registr Roundup.
Speaker 3 (00:38):
And welcome back to a new episode of Registr Roundup.
Our favorite podcast is Friday8th of March and we have a
really special episode today.
You might be thinking whathappened with our master of
ceremony, mr Andrew Walker.
Well, don't worry about him,because he's right here with us.
It's just that he left themicros today to let us, the
(01:00):
women of this podcast, to leadthis episode to an ornorthy,
international women's day.
I'm Laura Rodriguez, head ofinstitutional relations at
Registr, and I will beco-hosting this episode with the
one and only Barbara Ritalonso,head of client services and, as
you are all aware, the nicestand most efficient person of
(01:20):
this organization.
Hi, barbara, thank you forbeing always by my side of this
adventures and firstly, happyInternational Women's Day to you
.
Speaker 1 (01:31):
Thanks a lot, laura.
It is always a pleasure to workwith the pride of Spain.
Happy International Women's Dayto you too.
I have to confess that I'mcurrently feeling a great
responsibility, not only becausethe standards of this podcast
are very, very high, becauseAndrew is a genius, but also
(01:53):
because we have the honor tointerview today three great
women of the industry who Ibelieve are an example to our
community.
Speaker 3 (02:02):
Indeed, but before we meet our guests, I want to take
the opportunity to dedicatethis podcast to all women.
The International Women's Dayis a global day dedicated to
recognizing and celebrating thesocial, economic, cultural and
political achievements of allwomen, and it also serves as a
call to action for acceleratinggender parity around the world.
(02:27):
There is still a lot of work todo and to achieve it, of course
.
Speaker 1 (02:32):
Yeah, that's absolutely right, Laura.
So with no further delays,allow me to introduce Maria
Santos.
She joined BME on the 90s inthe Financial Information
Company of the Biden MadridStock Exchange and she was the
PTCO of Infobalsa before joiningthe post-trading area.
In the post-trading area, Mariawas in charge of the first
(02:56):
initiatives of synergies withother entities, leading the
bilateral links between the CSDsof BME and SIX, and she was
leading later the RegistrierMigration Project to SIX.
At the moment she keepscollaborating with us, with
Registrier as a key advisor forstrategic decisions.
So, Maria, welcome to the show.
(03:17):
It is a pleasure to have youhere.
Speaker 4 (03:19):
It is a pleasure and thank you very much, Barbara and
Laura.
It is a pleasure to be herewith you today, surrounded by
such a competent and brilliantwoman, and I'm also very excited
to collaborate with you all inthe post-trading area and in the
post-trading in the traderepository business so
fascinating.
Thank you so much for having metoday here in this podcast.
Speaker 1 (03:43):
Thank you.
Thank you, maria, and alsojoining the podcast today we
have Dionne Moudi, our new ChiefCompliance Officer in the UK,
who has worked at JP Morgan andDeutsche Bank holding different
roles.
Later she joined CIBC CapitalMarkets and went through various
positions in the compliancearea, growing from senior
(04:04):
associate to executive directorand before joining Registrier at
the beginning of 2024, she alsoworked with our friends of the
TR of ICE.
Dionne, thanks for joining thepodcast.
Speaker 5 (04:17):
Thank you for inviting me.
It's a pleasure to be here,especially on International
Women's Day, so I'm lookingforward to the conversation.
Speaker 1 (04:24):
That's great.
And last but never least, wehave Bertha Addes.
She started her professionalcareer as IT manager and held
different management roles atBME, the Spanish operator, along
the value chain from the frontoffice to the settlement system.
Well, I will clear, as you allknow, in all of these roles she
(04:47):
was very close to technology,digital transformation and
innovation, and she is now thehead of program and innovation
office at Financial Informationat 6.
What a stunning career, bertha.
Welcome to the show.
Speaker 6 (05:02):
Thank you, barbara and Tim, thanks for inviting me.
I love both the topic and yourpodcast, so very happy to be
here today.
Speaker 3 (05:10):
Great.
So why is today so so important?
Well, because we arecelebrating the International
Women's Day, and we want tocelebrate this by recording this
podcast and by raising ourvoice against a world which is
still not gender equal.
There is still a lot of work toget our free of bias,
(05:31):
stereotypes and discrimination.
At Registria, we are proud towork on a company that has
empowered many women along theyears.
Actually, today, 50% of linemanager at Registria are women,
and we always had womenrepresentation on the general
management.
It is curious, though, that wehave always been an example of
(05:55):
relevant or big number of womenrepresentation, when the reality
is that we have the same numberof men and women in management
position.
So the fact that 50% of teamsare lead by women, it gives
still the perception that thenumber of women at management is
higher than men, and this isonly a reflection that this
(06:16):
parity that we have at Registriais still not common in our
industry, but I want to thinkthat we are on the right path to
achieve it.
So now let's listen to ourfemale leaders.
Speaker 1 (06:34):
Okay.
So Dionne, Bertha Maria, let'sstart by knowing a bit more
about yourself.
I wanted to start with Dionnebecause compliance relevance in
the financial market in the lastfew years has increased
significantly, and I wonder ifyou always thought about this
role since the beginning of yourprofessional journey.
(06:55):
How did it evolve?
I guess you did then play arole as a chief compliance
officer when you were 10 yearsold, right, Absolutely not.
Speaker 5 (07:05):
I doubt, actually, that I would have even known
what a chief compliance officerwas at 10 years old.
I think if you'd have asked meback then I would have said that
I wanted to be a dancer becauseI love to dance.
But you're right though.
So you know, the focus oncompliance in regulated markets
it's always increasing.
I think that would always bethe case because, you know, the
regulators are always trying tokeep up to speed with the rate
(07:26):
of change in technology and infinancial markets and everything
else that they have to grapplewith.
So that will always be the case, and actually I personally find
that that's what makescompliance as interesting as it
is.
No two days are ever the same,and we're always trying to get
our head around the next newregulation, I think.
In terms of my career, actually,I'd always planned to be a
(07:48):
barrister, so a lawyer, and froma very, very young age I
decided that that's what Iwanted to do, because I'd seen a
TV program where they were allarguing in court and I thought
it sounded super interesting andexciting.
So that's what I decided to doand write through to university.
So I did an undergraduatedegree in law and then I went on
(08:10):
to do a postgraduate degree inlaw and I finished university
most like most people, with nomoney and I needed to get a job
quickly.
So I went home and lived backat home with my mum and
basically I had to get a joblocally.
So I found a job at JD Morgan.
They have a huge site inBournemouth, which is where I'm
(08:30):
from, on the south coast of thecountry in the UK, and I started
working for six months there intheir personal account dealing
team, within the compliance team.
So at the time actually I wasput in a really dark room just
organizing all of their files.
But I was so happy just to havea job so I did it with a big
smile on my face and at the endof that my manager said to me
(08:51):
hey, would you like to stay Likeyou know?
Do you like JD Morgan, do youlike the culture?
And I thought actually I reallyenjoy it and what I had
realized then was my skillset.
The things that I had learnedin law were actually really
useful in compliance.
And you know, at universitycompliance has never been
offered up as a career, apotential career.
I'd never heard anything aboutit.
(09:11):
So you know, like you do.
Then I spoke to my mum and shesaid well, why not do it for a
year?
You know, take a year out andthen come back to law if you
decide to.
So that's what I did andactually I loved it and never
looked back.
So I then decided that the teamactually that I moved onto at JD
Morgan was then called theLicense and Registration Team,
(09:33):
so again within compliance, butnow they would be responsible
for the senior managers andcertification regime in the UK,
which is an accountabilityregime for the most senior
individuals and client facingroles.
So I did that for a couple ofyears before I decided that I
wanted to move back to Londonand so I began looking for a new
(09:54):
role, which was when I moved toDeutsche Bank and I moved to
their compliance qualityassurance team.
So I was effectively testingthe business and monitoring and
testing on their areas, makingsure their controls were robust,
and at the time I had I was themost junior person on the team,
but I had exposure to mymanager on the team, or actually
(10:14):
sat next to her Well, I saymanager, the big boss on the
team, should I say and she wasbrilliant and she gave me so
many opportunities to getinvolved in different projects,
which I loved because I waslearning at a super fast rate.
And she sadly left to take on amore senior position at CIBC.
And not long after she left,she reached out to me and said
(10:36):
hey, I've got this reallyinteresting role.
I know you've always been inbig organizations like JP Morgan
and Deutsche Bank, but thisrole will really enable you to
get involved in different things.
So I thought about it and youknow it's always really
difficult because people wouldsay, oh, why and people did say
this to me why would you leave?
Like Deutsche Bank, it's such abig name it's great to have on
(10:57):
your CV.
But for me, I just wanted tolearn.
I wanted to learn everythingthat I could.
And she had basically said tome look, you will be a
regulatory compliance officer.
You'll be dealing directly withthe FCA and that junior in my
career that often didn't happenin the big banks.
You'll also be able to getinvolved in so many different
aspects of compliance.
(11:17):
So I thought, okay, it's agreat opportunity.
Even if it's not great itdoesn't look great on my CV in
comparison to Deutsche Bank it'sgreat for my learning.
So yeah.
So I took the opportunity and Iactually, looking back now, I
would say that was the pivotalturning in my career because she
kept her word.
I got exposed to so manydifferent things.
(11:39):
So shortly after joining I tookon responsibility for the
senior managers andcertification regime because
obviously my experience at JPMorgan meant that I understood
that quite well.
I also had a lot of engagementwith the FCA on that regime and
any other sort of regulatorycompliance aspects.
Additionally, I becameresponsible for personal account
(12:01):
dealing because of my time atJP Morgan GIFs and entertainment
conflicts of interest and I wasalso advising investment
banking and corporate banking onconflicts of interest and the
like.
So that gave me huge exposureto the senior management team
there.
I was often presenting in frontof them nervously and, yeah, I
(12:23):
loved it and quickly thatdeveloped into other things for
me.
So because I'd had a lot ofexposure to the regulator, the
senior management team asked ifI'd like to become the head of
regulatory affairs for Europeand Asia.
So I then broadened myresponsibilities to having more
responsibility for the Bank ofEngland, the PRA and the
(12:43):
Prudential Regulators acrossEurope and Asia.
So it was a huge step up for me.
But they trusted me, theybelieved in me and I had their
support, which was reallyimportant.
And alongside that I took onthe role for data protection
officer for Europe, which was anarea completely new to me, a
huge learning curve, but again Ihad the support of the business
(13:06):
.
So those opportunities weregolden.
And that's sort of how mycareer developed, because for me
I've always been guided by whatfeels right for me.
Now Does this offer anopportunity for me to learn and
develop personally andprofessionally and does it give
me an opportunity to learn moreabout the business and how
different teams work.
(13:27):
So that's what I've always beenguided by.
Shortly after that, because werealized quite quickly that the
roles that I were doing alonewere huge, the data protection
officer role, after about a year, migrated back into the legal
function which we decided to doat a global level, and so I felt
great, I can continue now doingmy regulatory affairs role on
(13:48):
its own, I can focus on it.
But actually that didn't happen.
I got asked if I would alsotake on enterprise risk
management for Europe and Asia.
So again I was a bit like, ohmy goodness, this is another new
area, but it was something Icould learn about, get my teeth
into.
So I took that on as well and Idid that for a few years and I
think I always knew that Iwanted to go back into the
(14:11):
central compliance functioneventually because, having had
experience in banks, my dreamwas to become a chief compliance
officer.
So I took some time out andstarted looking for a more
suitable role in that area andthat was when I was approached
by ICE to become the CCO oftheir trade repository.
(14:31):
It's an ICE trade vote, europelimited, and that I did for a
year on a maternity cover upuntil January of this year.
It's a very recent.
The ICE team obviously areexceptional and I had a
fantastic time there.
I learned so much about traderepository and because of the
network that I had at ICE.
Then I also met people here atRegistria and different events
(14:55):
that opened the doors to this.
So yeah, I feel like I've beenincredibly lucky in my career
and fortunate to build networksand meet people, and I sort of
always been guided by my God.
Speaker 1 (15:07):
I'm sure many young women that might be listening to
the podcast could feel familiarand inspired by your stories.
Thanks, thank you, Maria.
I'd like to get back to you toalso learn a bit more about how
you started your career.
How did you get where you aretoday and maybe, if you could
(15:33):
share some highlights, somethingfrom your background that
contributed to become what youare today?
Speaker 4 (15:40):
Thank you.
Thank you so much for thequestion and thank you, diana.
I was not wrong when I wassaying that I was surrounded by
brilliant women today.
So thank you very much forsharing your experience as well.
Well, I just started.
I mean my first series job wasat BME.
(16:02):
I mean I started in myTrilistock exchange many, many,
many, many years ago.
If I tell you the number ofyears, you could see my, you
could you know figure out my age, and we're not here to talk
about it, but I started a lot ofyears ago, as many of you.
During my career I'm aBaccalaureate in Business
(16:22):
Administration I worked duringthe summers in different kind of
things.
So on one summer I went toconsultancy, on another summer I
went to auditing.
There was something, you know,that the university prepared for
you, for you to understand whatyou wanted to do once your
career was finished.
And then I went to a bank whereI was working I mean for two
(16:46):
months, in portfolio management.
So, you know, I thought thatportfolio management would be a
good option for me.
But I had this interview at BMEthinking I mean thinking that
the exchange was going to bringme this portfolio management
thing, which was not the case,obviously.
But then I had this interestinginterview about a new company
(17:09):
that was being created inTrilistock exchange at that time
, which was the financialinformation company, and I was
offered, I was proposed that joband I said well, that's good
for me.
It's something that has tostart from scratch.
It's quite interesting.
I didn't know anything about it.
It was my first job.
I was very young.
(17:29):
You never know what you want todo.
I said, okay, let's do it.
So I joined the company whenthe financial information
company was being created, thefinancial information services
were being built and they werebeing built according to the
needs and suggestions andopinions and ideas of the
customers.
So it was a very fascinatingprocess to create a service from
(17:53):
scratch, just understanding thecustomer.
And from that very moment Ireally knew I wanted to be a
commercial and that I wanted totreat people outside and inside
the organization customers,providers, etc.
I love that negotiation.
I love to understand theothers' needs, I love to
(18:14):
understand what the customerrequires, what the customer
wants, and I also love tounderstand what the employees
want.
So this satisfaction of thecustomer is very rewarding, as
it is the satisfaction of theemployee when you, when they see
, you understand them and youunderstand their needs and their
emotions.
(18:34):
So for me it was a very happytime in my professional life
because we had to buildeverything from scratch.
Even the exchange that wasgoing through the first big
reform was being fullytransformed.
So it was very interesting andI could learn a lot of things,
(18:55):
because we were only three in acompany that ended up years
later being 80 people.
So everything had to be donefrom the, from the various
scratch.
So I studied in that company for10 years.
We expanded the businesssupport to get Germany, latin
America.
We were part of a joint venturewith Deutsche Börse for more
(19:16):
than 15 years as well, so we hadthis international experience.
And then I moved to thepost-training area where I had
the opportunity to contribute tothe synergies initiatives of
the central securitiesdepositories.
When the acquisition of BME bysix and, as you mentioned before
, barbara, my last project was amigration of Registria into the
(19:39):
six group that gave me theopportunity to to come back to
my very beginning, which is tounderstand and to see a company
from a holistic point of view.
So I could see the wholecompany and this is very
enriching and very important forany.
It's an incredible professionalexperience.
It's been a very enrichingproject, not only because of the
(20:02):
knowledge acquired, but alsobecause of the interesting
people from business units,corporate areas specifically
from Registria that have beenable to meet, and I believe that
my customer orientation is whathas allowed me to get this part
.
Understanding the needs of thecustomer, whether external or
(20:23):
internal, is what make itpossible to to respond to the
needs and to the expectationsanytime.
Speaker 1 (20:31):
I think it is great to think that some small
decisions in our life actuallydrive our final career or you
know where we finally are at theend.
But at that moment when youmake those decisions, you don't
realize if it is just a fewyears later or many years later
(20:51):
that you you see how thosedecisions are to be where you
are In the middle of all that.
Speaker 4 (20:57):
When I was, when I was like 40, I studied an MBA of
portfolio management because,for some reason, you know, I
thought, well, I have to go toperformance and I even studied
that sixty hundred I don't knowhow many hours, you know and it
was like a pending issue on mylife.
But you know, now I know I'm onthe place I had to be and I
(21:18):
wanted to be.
Speaker 1 (21:20):
That's great.
Thank you.
So, bertha, we already saidthat you have always been
related to technology andinnovation.
However, I think the actualrate of rate of women on these
two areas are still pretty low,isn't it like?
How do you see theparticipation of women on these
(21:41):
two topics?
Do you find difficulties tohire women professionals on
these two roles?
Speaker 6 (21:47):
Yes, actually, yes, I do.
I come from from technicalbackground, as an engineer At
least, not that it was my dream,as, as Dion said, I wanted to.
I always wanted to be a wordjournalist, but this is a
different story.
I think it's.
I'm an engineer.
I saw the an MBA later, but thetechnology was always been
(22:09):
central to my career.
The reason is because I thinktechnology is a key driver of
change, value creation and andprogress, and especially in our
sector.
And and then, yes, innovation.
It comes in innovation because,because it's a need for staying
competitive and bring impact.
(22:30):
We need this constantexploration and and pushing
boundaries.
So so for me, innovation wasnot really a choice.
A choice, it was like somethingthat I needed in my roles just
to achieve my goals.
So, but, but at the same time,it's a really challenging and
fascinating field to work in and, as, as Maria mentioned before,
(22:53):
I had the chance just to startsomething from scratch, test
some crazy things.
So it's really a fascinatingfield.
And, as you say, yes, it's true.
I think it's undeniable thatthere is significant gender gap
in these two fields intechnology and innovation and in
in my opinion, it is crucial toaddress this disparity.
(23:15):
We cannot afford to leave womenout of this picture, especially
in areas that are shaping thefuture.
So so I think women must beactive participant in this, in
this revolution that ishappening and will you have any
advice?
Speaker 1 (23:32):
or will you encourage young women, students that are
listening, will you tell themsomething?
Speaker 6 (23:38):
I will say just go for it, because technology opens
the door to many opportunities.
You don't have to be a computercrazy fanatic, you don't need
to be a freak.
In my experience, sometimeswomen feel overwhelmed, thinking
they have to be a technologyexpert to enter this field, but
(24:02):
that's not the case.
Technologies diverse, offers awide range of roles and provides
many options.
So please, girls, just go forit and Bert.
Speaker 3 (24:19):
You have some specific example.
Can you say what was a specificturning point in your career?
Speaker 6 (24:30):
Well, I think it's hard just to pinpoint just one
turning point in my career, butif I have to, I'd probably say
that it was when I made my firstrole change.
It's not that this change wasthis specific new role was like
a bit different, but it set anemotional series of changes for
(24:53):
me.
It somehow marked the beginningof a journey where I learned to
embrace new challenges andfollow my curiosity, and I think
since then each step has led meto new opportunities and growth
.
So this will be my turningpoint.
Speaker 3 (25:13):
Okay, I would like to come back to you, dionne,
because, as you know, complianceoften has the responsibility of
being this force driving thechange, because of the many
times these things has to beimplemented in the middle of the
day activities.
So what values and principleguides your decision making
(25:36):
process when taking these dailydecisions, so different along
the day?
Speaker 5 (25:43):
It's the tough one.
Well, first, I would probablysay collaboration with the team
is key.
I mean, yes, I'm the complianceofficer and it's my
responsibility to ensure thatthe entity complies with its
regulatory responsibilities inline with regulatory timelines,
but we achieve that ultimatelyas a team.
So, very often, and actually99.9% of the time, any changes
(26:08):
that we make across the businessinvolves multiple teams,
multiple subject matter experts,and so I essentially have to be
guided by them.
So collaboration is absolutelykey, because they will tell me
what's achievable within therealms of our technology, within
the realms of resources, areknow how, and so I'm really the
middleman that goes between thebusiness and the regulators to
(26:31):
work out what we can do, how wedo it.
You know whether we need extrainformation from the regulators.
So I would say collaborationand communication always have to
come first.
For me personally, integrity anddoing the right thing are
really, really important.
I think I've always been, youknow, driven and ambitious, and
I want to achieve things, butultimately I want to do that in
(26:52):
the right way, and you know Ipersonally I just want to leave
things better than I found them.
So doing the right thing andbeing guided by my gut sometimes
is really, really important.
And finally, I would say Iwould say kindness is really
important too, because you know,I think we can all recall
(27:13):
experiences where we've had todeal with egos or politics or
environments that are notcollaborative, and I just always
find it so unnecessary, itmakes people feel uncomfortable
and I don't think there's anyneed for any level.
So, for me, I always try totreat people how I want to be
treated, but that doesn't meanthat you can't be direct and you
(27:36):
can't ask for what you need.
You just do it in the right way.
So, yeah, I would say thosethings.
Speaker 3 (27:43):
That's a really great , great point, and I think all
of us here will support that forsure.
Another difficult question,this one for Maria.
I would like to ask you whatchallenges has you faced as a
woman in leadership?
How did you overcome them whenthis happened?
(28:06):
Your career.
Speaker 4 (28:07):
That's not an easy question, but yeah Well,
fortunately, to find women inleadership roles is becoming
more and more usual.
But it's also true that someyears ago and on days not too
distant, it was hard for a womanto be taken seriously as a
leader.
It's maybe because we wereperceived too emotional or more
(28:32):
intuitive and rational.
And I also come back to Spainin the early 80s and 90s.
It was a very traditionalcountry and women were perceived
as too dedicated to familyresponsibilities, and that was a
(28:53):
situation I was facing when Istarted my professional life.
There was a time where thedecisions seemed to be between a
professional career or thecaregiving role of the family,
with no possibility to have anybalance.
That was the perception at thattime.
(29:15):
In my particular case, I havealways used the same formula,
and it comes from my customerfocused mind.
I have always tried tounderstand the other's needs and
I have always tried to bringpeople together for collective
actions.
I'm a strong believer oncollaborating teams and I also
(29:36):
think that delegating in yourteams makes you stronger, as
people take ownership andacquires confidence and the team
grows in all aspects.
So this has been my.
This is the way I overcame anypotential challenge I faced in
my professional life.
Speaker 1 (29:58):
This is a great point , maria, that actually I would
like to stop a little bit on theimpact that a good leader could
actually mean, becausehistorically leaders were
stereotyped as tough men, verystrict, someone that did not
seek for collaboration or forgetting different opinions or
(30:20):
perspectives within a team.
But I think that is actuallychanging in the last years and
soft skills are more valued andpeople actually do want to work
where they are listened, wheretheir opinions matter, and I
think actually we are movinginto this collaborative
(30:41):
environment that you werementioning, maria.
So in this context, maybe toyou, bertha, how would you
define the effective leadership?
Also, I think Dion mentionedsomething about this, but how do
you think we can summarize,because I know it's a tough one?
Speaker 6 (31:01):
Yes, I think, in contrast with your previous
description of what is thetraditional leadership, how the
traditional leadership lookslike, for me, effective
leadership is more aboutinspiring and guiding and
motivating teams to achievecommon goals.
(31:23):
It is like being mentor andcoach and cheerleader all role
into one.
I think it's about connectingwith people and understanding
their strengths and aspirationsand then empowering them to
reach their full potential, andit has a lot of listening and
(31:49):
supporting and I think it'simportant also the fostering the
culture of trust andcollaboration and, at the end,
it's about creating a sense ofshared purpose, which is a lot
right.
It's not easy.
Speaker 1 (32:04):
I was actually thinking it's not easy.
It's not easy to find all thosequalities within someone, many
of those things that you'resaying.
In my opinion, some people theyjust don't get burned, they
weren't born with thosequalities and it's difficult
sometimes to actually trainthose qualities, which is where
(32:27):
I think at schools or now thenew parenting model that's
trying to work on.
But it's not easy, so let'skeep working on that.
I guess have you ever lived agender bias?
Knowing that you work on, youknow where more men are normally
(32:48):
working more on technology, oninnovation that we already
mentioned, that it's still a gapbetween genders.
How did you combat any genderbias that you've worked?
Did you use any specificstrategy for this?
Speaker 6 (33:08):
Well, first of all, yes, I have, and somehow I think
we all have some encounterinstances of gender bias in our
careers because, as you said Ithink Laura said in the
introduction we still don't havegender equality.
So this is happening in thesociety, I mean in the works
(33:28):
play, in our sector too, so it'shappening everywhere.
So I think we all have.
And about the strategy, well, Idon't have a specific strategy,
but I firmly believe inaddressing bias openly and
constructively.
So my way, my recommendation,will be to confront bias by
(33:54):
sharing the concerns or sharingthe discomfort directly with the
individuals involved, or maybewith just supportive colleagues.
So in my experience, thisconversation often leads to
positive outcomes and many timesit helps foster understanding
(34:16):
and can even lead to chainingbehavior.
So I'm optimistic, right, and Iam really optimistic about the
progress we are making inaddressing gender bias.
I don't think it's now a matterof opinion.
I think data is showing us thatdiverse teams are more
productive.
So this understanding andtraction and more people are
(34:40):
actively working to bridge thegap.
So let's share it, let's speakabout it.
Speaker 1 (34:47):
That's great, I fully agree.
I have to say and actually thisdrives me to another question
that I'd like to ask Maria,because what is what Bertai is
saying?
It's actually very important tospeak about issues openly and
directly instead of, you know,many times going on the back or
(35:08):
something like that, because howdo you balance assertiveness
with empathy in leadership?
I think this is again adelicate balance right?
Speaker 4 (35:19):
Yeah, it is, and leadership is a matter of
balancing correctly both of them, although I have to admit that
I tend more to the empathy.
Maybe it can be because of mycommercial background, I don't
know.
I believe as I think thatBertai already mentioned that
(35:40):
that leadership is to connectwith people and connect the
people with a purpose ofcollaboration, and the way to
connect is through the empathy.
So people cannot be separatedof their emotions.
So the ability to understandtheir emotions is at the heart
of any successful professionaland personal relationship.
(36:04):
This is my understanding.
So only when you establish openrelationship, the people feel
free to express their views,their opinions, their concerns,
which is something very crucialfor any kind of project, no
matter if it's professional or apersonal project.
(36:24):
So only when this connection isdone, you understand what you
can expect from the others andalso there's an important and
interesting lesson and you areable to understand what the
others expect from you as well.
And then, once you know thismerge is done, you will be able
(36:44):
to lead your team into theaction and courage when needed
and stand in after them whenrequired.
Speaker 1 (36:54):
That's great, and will you be able to share an
experience where you turn maybea failure into a valuable
learning opportunity?
Maria.
Speaker 4 (37:07):
Well, it's not exactly a failure, but the
experience may answer to yourquestion and it relates
precisely to a change of roleand on position that happened to
me four years ago when I movedto Australia in 30 years in the
financial information sector.
So, needless to say that I knewby heart my past job and I was
(37:31):
confident enough to face anychallenge because I knew
everything by heart.
But then I moved to a differentcompletely area with a new team
that was running a businessthat I had no idea about and
where I felt I had to start fromscratch again.
And what a challenge.
I mean it was a huge challenge.
(37:52):
But very soon I found myselfapplying everything I had
learned in during myprofessional years to this new
business and I learned that lifeteaches you to face experiences
that you believe you are notprepared to, but suddenly you
(38:12):
are.
And I realized that at acertain moment that I was.
At the time I was learning thebusiness from my colleagues.
I was also teaching them how tosee the business from another
perspective, and that was animportant lesson, because you
think, well, I don't knowanything about that, I cannot
(38:33):
bring anything useful to thesepeople, but then you bring a new
point of view and new kind ofrelationship how to manage this,
how to manage that from anotherperspective, and that was a
huge lesson for me.
You have to think that you areprepared because you have your
background and this is very youknow.
This is something you have tohave in your mind.
(38:55):
You are prepared, you can do it.
Speaker 3 (38:59):
Yes, I totally agree that third experience are key in
different teams to growthtogether.
It's totally the way.
Yes, and talking also aboutexperience, now I would like to
dedicate some time to thinkabout the future, which is also
right here, and I would like tocome to you on this one, dionne
(39:23):
you might have some future womenleaders listening and men
leaders listening, and I'm surethat they would like to get some
inspiration from you.
As you said also, at thebeginning you were pursuing your
career as chief complianceofficer.
You are now in this positionand that's really a great way to
(39:45):
see that, with dedication, wecan have all those achievements
that we pursue.
So what advice would you giveto aspiring women and men
leaders?
Speaker 5 (40:00):
Yeah, that's a good question.
I think I think and memory hastouched on this as well I think
if I could go back and givemyself some advice, as I was,
you know, progressing through mycareer, first and foremost it
would have been to speak up.
I feel like in the very earlystages of my career, definitely,
I often felt quite intimidatedwhen I was around people that
(40:23):
were more senior than me or moreexperienced than me, because
you just feel like you don'tknow as much of them.
So, you know, quite often Iwould be in meetings and I'd
have a point of view or I'd havea suggestion, but I just
wouldn't say it because I wasalmost so scared of looking
silly in that environment.
And so, you know Maria justsaid this you know your
(40:44):
experience, your background canbring something so new to the
table.
So don't be afraid to speak up.
You know, in a healthyprofessional environment, people
welcome that.
They want to hear your point ofview.
It helps teams come together.
So that would definitely be myfirst advice to anybody really.
(41:05):
Secondly, career progression isnot easy.
You know it's tough.
You make sacrifices.
It takes time, it takescommitment.
You, I think, be prepared tomake sacrifices, but know what
sacrifices you're prepared tomake, because we all want
different things in life.
And that brings me onto myfinal point.
I would say be authentic andknow yourself, because quite
(41:31):
often you can look at somebodyand say I want to do what
they've done, but you don'tunderstand the path to get there
.
So I think, work out what it isthat you want to achieve, who
you want to be, what your worklife balance will look like,
what makes you happy, and thenplan your steps according to
that.
Don't feel like you have tofollow somebody else's path.
So I think that would be myadvice to people looking to
(41:54):
progress in whatever field thatthey're in.
Speaker 6 (41:58):
I mean it's funny that all of us the three of us
have talked about change and howall these changes have
strengthened our confidence andour self-assurance in our
careers.
I mean, we come from differentplaces, but I think this was in
(42:19):
the three of us.
I don't know if you feel thesame, but I got this.
Speaker 5 (42:24):
Yeah, absolutely, I agree.
I think that's the thing withchange, isn't it?
At the time it can feel hardand difficult, but in hindsight
you look back and you go.
Actually, I learned so muchfrom that experience, sometimes
more than when things have gonewell.
Speaker 4 (42:40):
You look back and you say I did it.
Speaker 6 (42:43):
I was afraid.
Speaker 4 (42:47):
I was not going to be able, but I did it.
Yeah, absolutely.
Speaker 3 (42:51):
That's a great example.
Now I have a question that Ithink we all should ask
ourselves regularly to make surethe answer is what we want,
because it's very easy to say itand we never get it right.
Here it goes Bertha, how do youmaintain work-life balance
(43:17):
while pursuing ambitious goals?
I mean, is it possible to go tothe gym daily or actually
dedicate some time to yoursocial life, while having lunch
with your friends or spendingmore time with family, and
without looking at the screenand getting into all those
(43:39):
responsibilities that we havefrom work?
Speaker 6 (43:42):
This is a really tough one, but I have to say,
first of all, I've got anamazing team that really makes
all the difference in what weaccomplish.
I think they are the real MVPs.
But now, when it comes toshutting the laptop and finding
that perfect work balance, well,let's just say that I'm still
(44:06):
figuring it out.
It's like my eternal New Year'sresolution.
But hey, I'm not giving upright.
I'm determined that this yearis going to be the one that I
finally crack the code and findthis sweet spot.
It's not an easy one.
We have to keep fighting for it, not easy.
Speaker 5 (44:35):
I think the other thing that I would add into that
is, like Bertha said, work-lifebalance is difficult and it
changes.
It changes on a weekly, monthlybasis according to what's going
on in your world.
But the one thing that I havealways done because I know it
has the most impact to my mentalwell-being and just how I feel
(44:55):
on a daily basis is I carve outan hour of every day to exercise
.
So that means for me I'm up at5 AM every morning, but that
works for me.
I've always been an early bird,but I'm in the gym at 6 AM and
I finish at 7.
And for me that feels like I'vedone something for myself.
So, no matter how my day pansout by the end of it, I know
(45:16):
I've already done that.
So I think that's one sort ofwellness principle that I call
it.
Or when I'm in the office inLondon, because we're quite
fortunate here to be able towork from home.
Sometimes I will do that atlunchtime because I spend a lot
of time travelling from the verysouth of the country.
But yeah, I think it'simportant to carve something out
(45:37):
of your day for you, even ifit's 15 minutes, just to have a
breather or go for a walkoutside the office to get some
fresh air.
But I find that when you juststay at your desk all day, you
don't get the best out ofyourself, and actually you don't
get the best to other peopleeither.
Speaker 3 (45:52):
I will take note also and take it as a resolution,
even if we are immersed.
But that's where it does it,it's never too late.
And now I also would like toask a question to Maria to close
the list of questions whatlegacy do you hope to leave to
(46:17):
future generations of women?
I know it's still a very, verytough question, as all the rest,
but I'm sure you can give ussome tips or some ideas and we
will take them and see how wecan put it in our board and look
at it every day to keep thembeing motivated.
Speaker 4 (46:41):
Well, yes, it's not easy.
I prefer the one of thework-life balance.
To be honest, this one is quitedifficult, but well, I mean.
For me, the word is confidence.
I just want any woman to haveconfidence in her possibilities
and not to be afraid of takingany decision in their personal
(47:04):
and private lives.
Is their decision, their life.
Young generations are growingnow when they're used to more
equal work and gender bias arebecoming less frequent, although
there is still a long way to goand this work-life balance is
(47:27):
still an upending topic, as wediscussed before, although the
homework in May helped.
But in general, women need tobelieve that they can reach
their goals by taking action,visualizing the success and keep
learning.
Never stop learning.
This is the lesson I have triedto do.
(47:51):
This is something I havelearned during my professional
life.
I mean, these are the things Iwould do now if I started.
This is what I can tell aftermy experience.
Speaker 1 (48:02):
Thanks a lot, maria.
I can't believe we are comingto the end of the podcast.
We actually don't have time formore.
So, berta Maria, beyond, it hasbeen a great pleasure to have
you in the podcast, to listen toyou, to your experience, but I
actually would like to ask youone last question.
Are you actually celebratingtoday in a different way,
(48:28):
anything that you will be doingdifferent being the
International Women's Day?
Maybe, dion, you want to gofirst?
Speaker 5 (48:34):
No, I don't have anything planned.
I'm ashamed to say, but I wouldjust like to say thank you so
much for this conversation.
I mean, I've learned so muchfrom Maria and Berta and
yourselves, yeah, and it's justsuch a pleasure to have had this
conversation today, of all days.
Speaker 6 (48:51):
Thank you.
I mean, in my case, I like thisday.
I like it and I like tocongratulate all the women I
have around.
So actually, happyInternational Women's Day for
you two and for me.
This conversation was a greatcelebration.
Speaker 4 (49:09):
So this was great, but let's make it, we can find
something else to do yeah, forme the same I mean for me the
celebration has been to be herewith you today.
I had a very good time, it wasvery interesting, and I always
love to listen to others.
So thank you so much forinviting me to this podcast, and
happy International Women sothanks and goodbye, Dion Mude,
(49:33):
our New York Chief ComplianceOfficer in the UK.
Speaker 1 (49:35):
Thank you very much for joining us today.
Speaker 5 (49:38):
Thank you so much for having me.
Honestly, this has been such agreat experience, especially on
International Women's Day.
I've learned so much fromeverybody today, on the show too
, so thank you.
Speaker 3 (49:50):
And thanks a lot also , bertha Arez, our Head of
Programming Innovation Office atFinancial Information at 6.
It was great to have you heretoday and learn a little bit
more about you.
I hope you enjoy it.
Speaker 6 (50:03):
Oh, I did.
Thank you very much forinviting me and happy
International Women's Day foryou all Okay, and also thanks to
Maria.
Speaker 1 (50:13):
I'm really looking forward to keep collaborating
with you at RAGE-DR in thecoming weeks, months and years.
Thanks a lot for joining thepodcast.
Speaker 4 (50:23):
Thank you so much for inviting me and Waterplace and
Water Company to celebrateInternational Women's Day.
Congratulations to all.
Thank you so much.
Speaker 3 (50:34):
So, before we go, I would like once again to
encourage all listeners tocelebrate and support women in
their own lives at work, at home, directly or indirectly.
And especially, we would liketo encourage people that are in
a position to support women intheir work environments by
giving them same opportunitiesand same recognitions as to men
(50:57):
to push their professionalcareers when they saw they have
the right potential.
It seems obvious, right when wesay it.
But well, if so, the glassceiling will not exist, but we
can tell that it is right there.
So that's it, and overall, thisday is not only a celebration
but also a reminder of theongoing fight for women's right
(51:21):
around the globe and the need tocreate a more equitable world
for all.
Speaker 1 (51:27):
Actually about what you said about the glass ceiling
.
According to the World EconomicForum's Global Gender Gap
Report last year on 2023, itwill take and listen to this
another 131 years to reachgender parity.
So well, let's just try tochart in this period by
(51:47):
contributing where and how wecan.
So for me, goodbye, thank you.
Thank you for this greatleaders we had today.
Thanks to you, lara.
It wasn't easy to be onAndrew's shoes, but we did it.
Speaker 3 (52:03):
Yes, we did it and for a good reason.
But Andrew will be back in thenext episode together with Nick
and John and with more newsabout the trade repository space
.
In the meantime, stay connectedand keep in touch in our
Registriercom and on linkedincom, slash companies, slash
Registrier, so you can networkwith us.
(52:24):
Thank you a lot also to Lianaand all the support in Virtual
Studio, and thank you everyoneagain to Bertha, diana and Maria
and to you, barbara.
Have a great day.
Bye-bye.
Hi, I'm Andrew Keith Walker.
Speaker 3 (00:12):
Hello, I'm Barbara E Hi, I'm Laura Rodriguez.
Speaker 2 (00:15):
Hi, I'm John Curden, hi, I'm Nick Bruce and this is
the number one regulatoryreporting podcast in the EU, the
UK and around the world.
So join us as we go behind thescenes and under the hood to
look at the big issues and newsstories, companies and
personalities who are shapingthe world of Rektech, fintech
and trade repositories.
Welcome to the Registr Roundup.
Speaker 3 (00:38):
And welcome back to a new episode of Registr Roundup.
Our favorite podcast is Friday8th of March and we have a
really special episode today.
You might be thinking whathappened with our master of
ceremony, mr Andrew Walker.
Well, don't worry about him,because he's right here with us.
It's just that he left themicros today to let us, the
(01:00):
women of this podcast, to leadthis episode to an ornorthy,
international women's day.
I'm Laura Rodriguez, head ofinstitutional relations at
Registr, and I will beco-hosting this episode with the
one and only Barbara Ritalonso,head of client services and, as
you are all aware, the nicestand most efficient person of
(01:20):
this organization.
Hi, barbara, thank you forbeing always by my side of this
adventures and firstly, happyInternational Women's Day to you
.
Speaker 1 (01:31):
Thanks a lot, laura.
It is always a pleasure to workwith the pride of Spain.
Happy International Women's Dayto you too.
I have to confess that I'mcurrently feeling a great
responsibility, not only becausethe standards of this podcast
are very, very high, becauseAndrew is a genius, but also
(01:53):
because we have the honor tointerview today three great
women of the industry who Ibelieve are an example to our
community.
Speaker 3 (02:02):
Indeed, but before we meet our guests, I want to take
the opportunity to dedicatethis podcast to all women.
The International Women's Dayis a global day dedicated to
recognizing and celebrating thesocial, economic, cultural and
political achievements of allwomen, and it also serves as a
call to action for acceleratinggender parity around the world.
(02:27):
There is still a lot of work todo and to achieve it, of course
.
Speaker 1 (02:32):
Yeah, that's absolutely right, Laura.
So with no further delays,allow me to introduce Maria
Santos.
She joined BME on the 90s inthe Financial Information
Company of the Biden MadridStock Exchange and she was the
PTCO of Infobalsa before joiningthe post-trading area.
In the post-trading area, Mariawas in charge of the first
(02:56):
initiatives of synergies withother entities, leading the
bilateral links between the CSDsof BME and SIX, and she was
leading later the RegistrierMigration Project to SIX.
At the moment she keepscollaborating with us, with
Registrier as a key advisor forstrategic decisions.
So, Maria, welcome to the show.
(03:17):
It is a pleasure to have youhere.
Speaker 4 (03:19):
It is a pleasure and thank you very much, Barbara and
Laura.
It is a pleasure to be herewith you today, surrounded by
such a competent and brilliantwoman, and I'm also very excited
to collaborate with you all inthe post-trading area and in the
post-trading in the traderepository business so
fascinating.
Thank you so much for having metoday here in this podcast.
Speaker 1 (03:43):
Thank you.
Thank you, maria, and alsojoining the podcast today we
have Dionne Moudi, our new ChiefCompliance Officer in the UK,
who has worked at JP Morgan andDeutsche Bank holding different
roles.
Later she joined CIBC CapitalMarkets and went through various
positions in the compliancearea, growing from senior
(04:04):
associate to executive directorand before joining Registrier at
the beginning of 2024, she alsoworked with our friends of the
TR of ICE.
Dionne, thanks for joining thepodcast.
Speaker 5 (04:17):
Thank you for inviting me.
It's a pleasure to be here,especially on International
Women's Day, so I'm lookingforward to the conversation.
Speaker 1 (04:24):
That's great.
And last but never least, wehave Bertha Addes.
She started her professionalcareer as IT manager and held
different management roles atBME, the Spanish operator, along
the value chain from the frontoffice to the settlement system.
Well, I will clear, as you allknow, in all of these roles she
(04:47):
was very close to technology,digital transformation and
innovation, and she is now thehead of program and innovation
office at Financial Informationat 6.
What a stunning career, bertha.
Welcome to the show.
Speaker 6 (05:02):
Thank you, barbara and Tim, thanks for inviting me.
I love both the topic and yourpodcast, so very happy to be
here today.
Speaker 3 (05:10):
Great.
So why is today so so important?
Well, because we arecelebrating the International
Women's Day, and we want tocelebrate this by recording this
podcast and by raising ourvoice against a world which is
still not gender equal.
There is still a lot of work toget our free of bias,
(05:31):
stereotypes and discrimination.
At Registria, we are proud towork on a company that has
empowered many women along theyears.
Actually, today, 50% of linemanager at Registria are women,
and we always had womenrepresentation on the general
management.
It is curious, though, that wehave always been an example of
(05:55):
relevant or big number of womenrepresentation, when the reality
is that we have the same numberof men and women in management
position.
So the fact that 50% of teamsare lead by women, it gives
still the perception that thenumber of women at management is
higher than men, and this isonly a reflection that this
(06:16):
parity that we have at Registriais still not common in our
industry, but I want to thinkthat we are on the right path to
achieve it.
So now let's listen to ourfemale leaders.
Speaker 1 (06:34):
Okay.
So Dionne, Bertha Maria, let'sstart by knowing a bit more
about yourself.
I wanted to start with Dionnebecause compliance relevance in
the financial market in the lastfew years has increased
significantly, and I wonder ifyou always thought about this
role since the beginning of yourprofessional journey.
(06:55):
How did it evolve?
I guess you did then play arole as a chief compliance
officer when you were 10 yearsold, right, Absolutely not.
Speaker 5 (07:05):
I doubt, actually, that I would have even known
what a chief compliance officerwas at 10 years old.
I think if you'd have asked meback then I would have said that
I wanted to be a dancer becauseI love to dance.
But you're right though.
So you know, the focus oncompliance in regulated markets
it's always increasing.
I think that would always bethe case because, you know, the
regulators are always trying tokeep up to speed with the rate
(07:26):
of change in technology and infinancial markets and everything
else that they have to grapplewith.
So that will always be the case, and actually I personally find
that that's what makescompliance as interesting as it
is.
No two days are ever the same,and we're always trying to get
our head around the next newregulation, I think.
In terms of my career, actually,I'd always planned to be a
(07:48):
barrister, so a lawyer, and froma very, very young age I
decided that that's what Iwanted to do, because I'd seen a
TV program where they were allarguing in court and I thought
it sounded super interesting andexciting.
So that's what I decided to doand write through to university.
So I did an undergraduatedegree in law and then I went on
(08:10):
to do a postgraduate degree inlaw and I finished university
most like most people, with nomoney and I needed to get a job
quickly.
So I went home and lived backat home with my mum and
basically I had to get a joblocally.
So I found a job at JD Morgan.
They have a huge site inBournemouth, which is where I'm
(08:30):
from, on the south coast of thecountry in the UK, and I started
working for six months there intheir personal account dealing
team, within the compliance team.
So at the time actually I wasput in a really dark room just
organizing all of their files.
But I was so happy just to havea job so I did it with a big
smile on my face and at the endof that my manager said to me
(08:51):
hey, would you like to stay Likeyou know?
Do you like JD Morgan, do youlike the culture?
And I thought actually I reallyenjoy it and what I had
realized then was my skillset.
The things that I had learnedin law were actually really
useful in compliance.
And you know, at universitycompliance has never been
offered up as a career, apotential career.
I'd never heard anything aboutit.
(09:11):
So you know, like you do.
Then I spoke to my mum and shesaid well, why not do it for a
year?
You know, take a year out andthen come back to law if you
decide to.
So that's what I did andactually I loved it and never
looked back.
So I then decided that the teamactually that I moved onto at JD
Morgan was then called theLicense and Registration Team,
(09:33):
so again within compliance, butnow they would be responsible
for the senior managers andcertification regime in the UK,
which is an accountabilityregime for the most senior
individuals and client facingroles.
So I did that for a couple ofyears before I decided that I
wanted to move back to Londonand so I began looking for a new
(09:54):
role, which was when I moved toDeutsche Bank and I moved to
their compliance qualityassurance team.
So I was effectively testingthe business and monitoring and
testing on their areas, makingsure their controls were robust,
and at the time I had I was themost junior person on the team,
but I had exposure to mymanager on the team, or actually
(10:14):
sat next to her Well, I saymanager, the big boss on the
team, should I say and she wasbrilliant and she gave me so
many opportunities to getinvolved in different projects,
which I loved because I waslearning at a super fast rate.
And she sadly left to take on amore senior position at CIBC.
And not long after she left,she reached out to me and said
(10:36):
hey, I've got this reallyinteresting role.
I know you've always been inbig organizations like JP Morgan
and Deutsche Bank, but thisrole will really enable you to
get involved in different things.
So I thought about it and youknow it's always really
difficult because people wouldsay, oh, why and people did say
this to me why would you leave?
Like Deutsche Bank, it's such abig name it's great to have on
(10:57):
your CV.
But for me, I just wanted tolearn.
I wanted to learn everythingthat I could.
And she had basically said tome look, you will be a
regulatory compliance officer.
You'll be dealing directly withthe FCA and that junior in my
career that often didn't happenin the big banks.
You'll also be able to getinvolved in so many different
aspects of compliance.
(11:17):
So I thought, okay, it's agreat opportunity.
Even if it's not great itdoesn't look great on my CV in
comparison to Deutsche Bank it'sgreat for my learning.
So yeah.
So I took the opportunity and Iactually, looking back now, I
would say that was the pivotalturning in my career because she
kept her word.
I got exposed to so manydifferent things.
(11:39):
So shortly after joining I tookon responsibility for the
senior managers andcertification regime because
obviously my experience at JPMorgan meant that I understood
that quite well.
I also had a lot of engagementwith the FCA on that regime and
any other sort of regulatorycompliance aspects.
Additionally, I becameresponsible for personal account
(12:01):
dealing because of my time atJP Morgan GIFs and entertainment
conflicts of interest and I wasalso advising investment
banking and corporate banking onconflicts of interest and the
like.
So that gave me huge exposureto the senior management team
there.
I was often presenting in frontof them nervously and, yeah, I
(12:23):
loved it and quickly thatdeveloped into other things for
me.
So because I'd had a lot ofexposure to the regulator, the
senior management team asked ifI'd like to become the head of
regulatory affairs for Europeand Asia.
So I then broadened myresponsibilities to having more
responsibility for the Bank ofEngland, the PRA and the
(12:43):
Prudential Regulators acrossEurope and Asia.
So it was a huge step up for me.
But they trusted me, theybelieved in me and I had their
support, which was reallyimportant.
And alongside that I took onthe role for data protection
officer for Europe, which was anarea completely new to me, a
huge learning curve, but again Ihad the support of the business
(13:06):
.
So those opportunities weregolden.
And that's sort of how mycareer developed, because for me
I've always been guided by whatfeels right for me.
Now Does this offer anopportunity for me to learn and
develop personally andprofessionally and does it give
me an opportunity to learn moreabout the business and how
different teams work.
(13:27):
So that's what I've always beenguided by.
Shortly after that, because werealized quite quickly that the
roles that I were doing alonewere huge, the data protection
officer role, after about a year, migrated back into the legal
function which we decided to doat a global level, and so I felt
great, I can continue now doingmy regulatory affairs role on
(13:48):
its own, I can focus on it.
But actually that didn't happen.
I got asked if I would alsotake on enterprise risk
management for Europe and Asia.
So again I was a bit like, ohmy goodness, this is another new
area, but it was something Icould learn about, get my teeth
into.
So I took that on as well and Idid that for a few years and I
think I always knew that Iwanted to go back into the
(14:11):
central compliance functioneventually because, having had
experience in banks, my dreamwas to become a chief compliance
officer.
So I took some time out andstarted looking for a more
suitable role in that area andthat was when I was approached
by ICE to become the CCO oftheir trade repository.
(14:31):
It's an ICE trade vote, europelimited, and that I did for a
year on a maternity cover upuntil January of this year.
It's a very recent.
The ICE team obviously areexceptional and I had a
fantastic time there.
I learned so much about traderepository and because of the
network that I had at ICE.
Then I also met people here atRegistria and different events
(14:55):
that opened the doors to this.
So yeah, I feel like I've beenincredibly lucky in my career
and fortunate to build networksand meet people, and I sort of
always been guided by my God.
Speaker 1 (15:07):
I'm sure many young women that might be listening to
the podcast could feel familiarand inspired by your stories.
Thanks, thank you, Maria.
I'd like to get back to you toalso learn a bit more about how
you started your career.
How did you get where you aretoday and maybe, if you could
(15:33):
share some highlights, somethingfrom your background that
contributed to become what youare today?
Speaker 4 (15:40):
Thank you.
Thank you so much for thequestion and thank you, diana.
I was not wrong when I wassaying that I was surrounded by
brilliant women today.
So thank you very much forsharing your experience as well.
Well, I just started.
I mean my first series job wasat BME.
(16:02):
I mean I started in myTrilistock exchange many, many,
many, many years ago.
If I tell you the number ofyears, you could see my, you
could you know figure out my age, and we're not here to talk
about it, but I started a lot ofyears ago, as many of you.
During my career I'm aBaccalaureate in Business
(16:22):
Administration I worked duringthe summers in different kind of
things.
So on one summer I went toconsultancy, on another summer I
went to auditing.
There was something, you know,that the university prepared for
you, for you to understand whatyou wanted to do once your
career was finished.
And then I went to a bank whereI was working I mean for two
(16:46):
months, in portfolio management.
So, you know, I thought thatportfolio management would be a
good option for me.
But I had this interview at BMEthinking I mean thinking that
the exchange was going to bringme this portfolio management
thing, which was not the case,obviously.
But then I had this interestinginterview about a new company
(17:09):
that was being created inTrilistock exchange at that time
, which was the financialinformation company, and I was
offered, I was proposed that joband I said well, that's good
for me.
It's something that has tostart from scratch.
It's quite interesting.
I didn't know anything about it.
It was my first job.
I was very young.
(17:29):
You never know what you want todo.
I said, okay, let's do it.
So I joined the company whenthe financial information
company was being created, thefinancial information services
were being built and they werebeing built according to the
needs and suggestions andopinions and ideas of the
customers.
So it was a very fascinatingprocess to create a service from
(17:53):
scratch, just understanding thecustomer.
And from that very moment Ireally knew I wanted to be a
commercial and that I wanted totreat people outside and inside
the organization customers,providers, etc.
I love that negotiation.
I love to understand theothers' needs, I love to
(18:14):
understand what the customerrequires, what the customer
wants, and I also love tounderstand what the employees
want.
So this satisfaction of thecustomer is very rewarding, as
it is the satisfaction of theemployee when you, when they see
, you understand them and youunderstand their needs and their
emotions.
(18:34):
So for me it was a very happytime in my professional life
because we had to buildeverything from scratch.
Even the exchange that wasgoing through the first big
reform was being fullytransformed.
So it was very interesting andI could learn a lot of things,
(18:55):
because we were only three in acompany that ended up years
later being 80 people.
So everything had to be donefrom the, from the various
scratch.
So I studied in that company for10 years.
We expanded the businesssupport to get Germany, latin
America.
We were part of a joint venturewith Deutsche Börse for more
(19:16):
than 15 years as well, so we hadthis international experience.
And then I moved to thepost-training area where I had
the opportunity to contribute tothe synergies initiatives of
the central securitiesdepositories.
When the acquisition of BME bysix and, as you mentioned before
, barbara, my last project was amigration of Registria into the
(19:39):
six group that gave me theopportunity to to come back to
my very beginning, which is tounderstand and to see a company
from a holistic point of view.
So I could see the wholecompany and this is very
enriching and very important forany.
It's an incredible professionalexperience.
It's been a very enrichingproject, not only because of the
(20:02):
knowledge acquired, but alsobecause of the interesting
people from business units,corporate areas specifically
from Registria that have beenable to meet, and I believe that
my customer orientation is whathas allowed me to get this part
.
Understanding the needs of thecustomer, whether external or
(20:23):
internal, is what make itpossible to to respond to the
needs and to the expectationsanytime.
Speaker 1 (20:31):
I think it is great to think that some small
decisions in our life actuallydrive our final career or you
know where we finally are at theend.
But at that moment when youmake those decisions, you don't
realize if it is just a fewyears later or many years later
(20:51):
that you you see how thosedecisions are to be where you
are In the middle of all that.
Speaker 4 (20:57):
When I was, when I was like 40, I studied an MBA of
portfolio management because,for some reason, you know, I
thought, well, I have to go toperformance and I even studied
that sixty hundred I don't knowhow many hours, you know and it
was like a pending issue on mylife.
But you know, now I know I'm onthe place I had to be and I
(21:18):
wanted to be.
Speaker 1 (21:20):
That's great.
Thank you.
So, bertha, we already saidthat you have always been
related to technology andinnovation.
However, I think the actualrate of rate of women on these
two areas are still pretty low,isn't it like?
How do you see theparticipation of women on these
(21:41):
two topics?
Do you find difficulties tohire women professionals on
these two roles?
Speaker 6 (21:47):
Yes, actually, yes, I do.
I come from from technicalbackground, as an engineer At
least, not that it was my dream,as, as Dion said, I wanted to.
I always wanted to be a wordjournalist, but this is a
different story.
I think it's.
I'm an engineer.
I saw the an MBA later, but thetechnology was always been
(22:09):
central to my career.
The reason is because I thinktechnology is a key driver of
change, value creation and andprogress, and especially in our
sector.
And and then, yes, innovation.
It comes in innovation because,because it's a need for staying
competitive and bring impact.
(22:30):
We need this constantexploration and and pushing
boundaries.
So so for me, innovation wasnot really a choice.
A choice, it was like somethingthat I needed in my roles just
to achieve my goals.
So, but, but at the same time,it's a really challenging and
fascinating field to work in and, as, as Maria mentioned before,
(22:53):
I had the chance just to startsomething from scratch, test
some crazy things.
So it's really a fascinatingfield.
And, as you say, yes, it's true.
I think it's undeniable thatthere is significant gender gap
in these two fields intechnology and innovation and in
in my opinion, it is crucial toaddress this disparity.
(23:15):
We cannot afford to leave womenout of this picture, especially
in areas that are shaping thefuture.
So so I think women must beactive participant in this, in
this revolution that ishappening and will you have any
advice?
Speaker 1 (23:32):
or will you encourage young women, students that are
listening, will you tell themsomething?
Speaker 6 (23:38):
I will say just go for it, because technology opens
the door to many opportunities.
You don't have to be a computercrazy fanatic, you don't need
to be a freak.
In my experience, sometimeswomen feel overwhelmed, thinking
they have to be a technologyexpert to enter this field, but
(24:02):
that's not the case.
Technologies diverse, offers awide range of roles and provides
many options.
So please, girls, just go forit and Bert.
Speaker 3 (24:19):
You have some specific example.
Can you say what was a specificturning point in your career?
Speaker 6 (24:30):
Well, I think it's hard just to pinpoint just one
turning point in my career, butif I have to, I'd probably say
that it was when I made my firstrole change.
It's not that this change wasthis specific new role was like
a bit different, but it set anemotional series of changes for
(24:53):
me.
It somehow marked the beginningof a journey where I learned to
embrace new challenges andfollow my curiosity, and I think
since then each step has led meto new opportunities and growth
.
So this will be my turningpoint.
Speaker 3 (25:13):
Okay, I would like to come back to you, dionne,
because, as you know, complianceoften has the responsibility of
being this force driving thechange, because of the many
times these things has to beimplemented in the middle of the
day activities.
So what values and principleguides your decision making
(25:36):
process when taking these dailydecisions, so different along
the day?
Speaker 5 (25:43):
It's the tough one.
Well, first, I would probablysay collaboration with the team
is key.
I mean, yes, I'm the complianceofficer and it's my
responsibility to ensure thatthe entity complies with its
regulatory responsibilities inline with regulatory timelines,
but we achieve that ultimatelyas a team.
So, very often, and actually99.9% of the time, any changes
(26:08):
that we make across the businessinvolves multiple teams,
multiple subject matter experts,and so I essentially have to be
guided by them.
So collaboration is absolutelykey, because they will tell me
what's achievable within therealms of our technology, within
the realms of resources, areknow how, and so I'm really the
middleman that goes between thebusiness and the regulators to
(26:31):
work out what we can do, how wedo it.
You know whether we need extrainformation from the regulators.
So I would say collaborationand communication always have to
come first.
For me personally, integrity anddoing the right thing are
really, really important.
I think I've always been, youknow, driven and ambitious, and
I want to achieve things, butultimately I want to do that in
(26:52):
the right way, and you know Ipersonally I just want to leave
things better than I found them.
So doing the right thing andbeing guided by my gut sometimes
is really, really important.
And finally, I would say Iwould say kindness is really
important too, because you know,I think we can all recall
(27:13):
experiences where we've had todeal with egos or politics or
environments that are notcollaborative, and I just always
find it so unnecessary, itmakes people feel uncomfortable
and I don't think there's anyneed for any level.
So, for me, I always try totreat people how I want to be
treated, but that doesn't meanthat you can't be direct and you
(27:36):
can't ask for what you need.
You just do it in the right way.
So, yeah, I would say thosethings.
Speaker 3 (27:43):
That's a really great , great point, and I think all
of us here will support that forsure.
Another difficult question,this one for Maria.
I would like to ask you whatchallenges has you faced as a
woman in leadership?
How did you overcome them whenthis happened?
(28:06):
Your career.
Speaker 4 (28:07):
That's not an easy question, but yeah Well,
fortunately, to find women inleadership roles is becoming
more and more usual.
But it's also true that someyears ago and on days not too
distant, it was hard for a womanto be taken seriously as a
leader.
It's maybe because we wereperceived too emotional or more
(28:32):
intuitive and rational.
And I also come back to Spainin the early 80s and 90s.
It was a very traditionalcountry and women were perceived
as too dedicated to familyresponsibilities, and that was a
(28:53):
situation I was facing when Istarted my professional life.
There was a time where thedecisions seemed to be between a
professional career or thecaregiving role of the family,
with no possibility to have anybalance.
That was the perception at thattime.
(29:15):
In my particular case, I havealways used the same formula,
and it comes from my customerfocused mind.
I have always tried tounderstand the other's needs and
I have always tried to bringpeople together for collective
actions.
I'm a strong believer oncollaborating teams and I also
(29:36):
think that delegating in yourteams makes you stronger, as
people take ownership andacquires confidence and the team
grows in all aspects.
So this has been my.
This is the way I overcame anypotential challenge I faced in
my professional life.
Speaker 1 (29:58):
This is a great point , maria, that actually I would
like to stop a little bit on theimpact that a good leader could
actually mean, becausehistorically leaders were
stereotyped as tough men, verystrict, someone that did not
seek for collaboration or forgetting different opinions or
(30:20):
perspectives within a team.
But I think that is actuallychanging in the last years and
soft skills are more valued andpeople actually do want to work
where they are listened, wheretheir opinions matter, and I
think actually we are movinginto this collaborative
(30:41):
environment that you werementioning, maria.
So in this context, maybe toyou, bertha, how would you
define the effective leadership?
Also, I think Dion mentionedsomething about this, but how do
you think we can summarize,because I know it's a tough one?
Speaker 6 (31:01):
Yes, I think, in contrast with your previous
description of what is thetraditional leadership, how the
traditional leadership lookslike, for me, effective
leadership is more aboutinspiring and guiding and
motivating teams to achievecommon goals.
(31:23):
It is like being mentor andcoach and cheerleader all role
into one.
I think it's about connectingwith people and understanding
their strengths and aspirationsand then empowering them to
reach their full potential, andit has a lot of listening and
(31:49):
supporting and I think it'simportant also the fostering the
culture of trust andcollaboration and, at the end,
it's about creating a sense ofshared purpose, which is a lot
right.
It's not easy.
Speaker 1 (32:04):
I was actually thinking it's not easy.
It's not easy to find all thosequalities within someone, many
of those things that you'resaying.
In my opinion, some people theyjust don't get burned, they
weren't born with thosequalities and it's difficult
sometimes to actually trainthose qualities, which is where
(32:27):
I think at schools or now thenew parenting model that's
trying to work on.
But it's not easy, so let'skeep working on that.
I guess have you ever lived agender bias?
Knowing that you work on, youknow where more men are normally
(32:48):
working more on technology, oninnovation that we already
mentioned, that it's still a gapbetween genders.
How did you combat any genderbias that you've worked?
Did you use any specificstrategy for this?
Speaker 6 (33:08):
Well, first of all, yes, I have, and somehow I think
we all have some encounterinstances of gender bias in our
careers because, as you said Ithink Laura said in the
introduction we still don't havegender equality.
So this is happening in thesociety, I mean in the works
(33:28):
play, in our sector too, so it'shappening everywhere.
So I think we all have.
And about the strategy, well, Idon't have a specific strategy,
but I firmly believe inaddressing bias openly and
constructively.
So my way, my recommendation,will be to confront bias by
(33:54):
sharing the concerns or sharingthe discomfort directly with the
individuals involved, or maybewith just supportive colleagues.
So in my experience, thisconversation often leads to
positive outcomes and many timesit helps foster understanding
(34:16):
and can even lead to chainingbehavior.
So I'm optimistic, right, and Iam really optimistic about the
progress we are making inaddressing gender bias.
I don't think it's now a matterof opinion.
I think data is showing us thatdiverse teams are more
productive.
So this understanding andtraction and more people are
(34:40):
actively working to bridge thegap.
So let's share it, let's speakabout it.
Speaker 1 (34:47):
That's great, I fully agree.
I have to say and actually thisdrives me to another question
that I'd like to ask Maria,because what is what Bertai is
saying?
It's actually very important tospeak about issues openly and
directly instead of, you know,many times going on the back or
(35:08):
something like that, because howdo you balance assertiveness
with empathy in leadership?
I think this is again adelicate balance right?
Speaker 4 (35:19):
Yeah, it is, and leadership is a matter of
balancing correctly both of them, although I have to admit that
I tend more to the empathy.
Maybe it can be because of mycommercial background, I don't
know.
I believe as I think thatBertai already mentioned that
(35:40):
that leadership is to connectwith people and connect the
people with a purpose ofcollaboration, and the way to
connect is through the empathy.
So people cannot be separatedof their emotions.
So the ability to understandtheir emotions is at the heart
of any successful professionaland personal relationship.
(36:04):
This is my understanding.
So only when you establish openrelationship, the people feel
free to express their views,their opinions, their concerns,
which is something very crucialfor any kind of project, no
matter if it's professional or apersonal project.
(36:24):
So only when this connection isdone, you understand what you
can expect from the others andalso there's an important and
interesting lesson and you areable to understand what the
others expect from you as well.
And then, once you know thismerge is done, you will be able
(36:44):
to lead your team into theaction and courage when needed
and stand in after them whenrequired.
Speaker 1 (36:54):
That's great, and will you be able to share an
experience where you turn maybea failure into a valuable
learning opportunity?
Maria.
Speaker 4 (37:07):
Well, it's not exactly a failure, but the
experience may answer to yourquestion and it relates
precisely to a change of roleand on position that happened to
me four years ago when I movedto Australia in 30 years in the
financial information sector.
So, needless to say that I knewby heart my past job and I was
(37:31):
confident enough to face anychallenge because I knew
everything by heart.
But then I moved to a differentcompletely area with a new team
that was running a businessthat I had no idea about and
where I felt I had to start fromscratch again.
And what a challenge.
I mean it was a huge challenge.
(37:52):
But very soon I found myselfapplying everything I had
learned in during myprofessional years to this new
business and I learned that lifeteaches you to face experiences
that you believe you are notprepared to, but suddenly you
(38:12):
are.
And I realized that at acertain moment that I was.
At the time I was learning thebusiness from my colleagues.
I was also teaching them how tosee the business from another
perspective, and that was animportant lesson, because you
think, well, I don't knowanything about that, I cannot
(38:33):
bring anything useful to thesepeople, but then you bring a new
point of view and new kind ofrelationship how to manage this,
how to manage that from anotherperspective, and that was a
huge lesson for me.
You have to think that you areprepared because you have your
background and this is very youknow.
This is something you have tohave in your mind.
(38:55):
You are prepared, you can do it.
Speaker 3 (38:59):
Yes, I totally agree that third experience are key in
different teams to growthtogether.
It's totally the way.
Yes, and talking also aboutexperience, now I would like to
dedicate some time to thinkabout the future, which is also
right here, and I would like tocome to you on this one, dionne
(39:23):
you might have some future womenleaders listening and men
leaders listening, and I'm surethat they would like to get some
inspiration from you.
As you said also, at thebeginning you were pursuing your
career as chief complianceofficer.
You are now in this positionand that's really a great way to
(39:45):
see that, with dedication, wecan have all those achievements
that we pursue.
So what advice would you giveto aspiring women and men
leaders?
Speaker 5 (40:00):
Yeah, that's a good question.
I think I think and memory hastouched on this as well I think
if I could go back and givemyself some advice, as I was,
you know, progressing through mycareer, first and foremost it
would have been to speak up.
I feel like in the very earlystages of my career, definitely,
I often felt quite intimidatedwhen I was around people that
(40:23):
were more senior than me or moreexperienced than me, because
you just feel like you don'tknow as much of them.
So, you know, quite often Iwould be in meetings and I'd
have a point of view or I'd havea suggestion, but I just
wouldn't say it because I wasalmost so scared of looking
silly in that environment.
And so, you know Maria justsaid this you know your
(40:44):
experience, your background canbring something so new to the
table.
So don't be afraid to speak up.
You know, in a healthyprofessional environment, people
welcome that.
They want to hear your point ofview.
It helps teams come together.
So that would definitely be myfirst advice to anybody really.
(41:05):
Secondly, career progression isnot easy.
You know it's tough.
You make sacrifices.
It takes time, it takescommitment.
You, I think, be prepared tomake sacrifices, but know what
sacrifices you're prepared tomake, because we all want
different things in life.
And that brings me onto myfinal point.
I would say be authentic andknow yourself, because quite
(41:31):
often you can look at somebodyand say I want to do what
they've done, but you don'tunderstand the path to get there
.
So I think, work out what it isthat you want to achieve, who
you want to be, what your worklife balance will look like,
what makes you happy, and thenplan your steps according to
that.
Don't feel like you have tofollow somebody else's path.
So I think that would be myadvice to people looking to
(41:54):
progress in whatever field thatthey're in.
Speaker 6 (41:58):
I mean it's funny that all of us the three of us
have talked about change and howall these changes have
strengthened our confidence andour self-assurance in our
careers.
I mean, we come from differentplaces, but I think this was in
(42:19):
the three of us.
I don't know if you feel thesame, but I got this.
Speaker 5 (42:24):
Yeah, absolutely, I agree.
I think that's the thing withchange, isn't it?
At the time it can feel hardand difficult, but in hindsight
you look back and you go.
Actually, I learned so muchfrom that experience, sometimes
more than when things have gonewell.
Speaker 4 (42:40):
You look back and you say I did it.
Speaker 6 (42:43):
I was afraid.
Speaker 4 (42:47):
I was not going to be able, but I did it.
Yeah, absolutely.
Speaker 3 (42:51):
That's a great example.
Now I have a question that Ithink we all should ask
ourselves regularly to make surethe answer is what we want,
because it's very easy to say itand we never get it right.
Here it goes Bertha, how do youmaintain work-life balance
(43:17):
while pursuing ambitious goals?
I mean, is it possible to go tothe gym daily or actually
dedicate some time to yoursocial life, while having lunch
with your friends or spendingmore time with family, and
without looking at the screenand getting into all those
(43:39):
responsibilities that we havefrom work?
Speaker 6 (43:42):
This is a really tough one, but I have to say,
first of all, I've got anamazing team that really makes
all the difference in what weaccomplish.
I think they are the real MVPs.
But now, when it comes toshutting the laptop and finding
that perfect work balance, well,let's just say that I'm still
(44:06):
figuring it out.
It's like my eternal New Year'sresolution.
But hey, I'm not giving upright.
I'm determined that this yearis going to be the one that I
finally crack the code and findthis sweet spot.
It's not an easy one.
We have to keep fighting for it, not easy.
Speaker 5 (44:35):
I think the other thing that I would add into that
is, like Bertha said, work-lifebalance is difficult and it
changes.
It changes on a weekly, monthlybasis according to what's going
on in your world.
But the one thing that I havealways done because I know it
has the most impact to my mentalwell-being and just how I feel
(44:55):
on a daily basis is I carve outan hour of every day to exercise
.
So that means for me I'm up at5 AM every morning, but that
works for me.
I've always been an early bird,but I'm in the gym at 6 AM and
I finish at 7.
And for me that feels like I'vedone something for myself.
So, no matter how my day pansout by the end of it, I know
(45:16):
I've already done that.
So I think that's one sort ofwellness principle that I call
it.
Or when I'm in the office inLondon, because we're quite
fortunate here to be able towork from home.
Sometimes I will do that atlunchtime because I spend a lot
of time travelling from the verysouth of the country.
But yeah, I think it'simportant to carve something out
(45:37):
of your day for you, even ifit's 15 minutes, just to have a
breather or go for a walkoutside the office to get some
fresh air.
But I find that when you juststay at your desk all day, you
don't get the best out ofyourself, and actually you don't
get the best to other peopleeither.
Speaker 3 (45:52):
I will take note also and take it as a resolution,
even if we are immersed.
But that's where it does it,it's never too late.
And now I also would like toask a question to Maria to close
the list of questions whatlegacy do you hope to leave to
(46:17):
future generations of women?
I know it's still a very, verytough question, as all the rest,
but I'm sure you can give ussome tips or some ideas and we
will take them and see how wecan put it in our board and look
at it every day to keep thembeing motivated.
Speaker 4 (46:41):
Well, yes, it's not easy.
I prefer the one of thework-life balance.
To be honest, this one is quitedifficult, but well, I mean.
For me, the word is confidence.
I just want any woman to haveconfidence in her possibilities
and not to be afraid of takingany decision in their personal
(47:04):
and private lives.
Is their decision, their life.
Young generations are growingnow when they're used to more
equal work and gender bias arebecoming less frequent, although
there is still a long way to goand this work-life balance is
(47:27):
still an upending topic, as wediscussed before, although the
homework in May helped.
But in general, women need tobelieve that they can reach
their goals by taking action,visualizing the success and keep
learning.
Never stop learning.
This is the lesson I have triedto do.
(47:51):
This is something I havelearned during my professional
life.
I mean, these are the things Iwould do now if I started.
This is what I can tell aftermy experience.
Speaker 1 (48:02):
Thanks a lot, maria.
I can't believe we are comingto the end of the podcast.
We actually don't have time formore.
So, berta Maria, beyond, it hasbeen a great pleasure to have
you in the podcast, to listen toyou, to your experience, but I
actually would like to ask youone last question.
Are you actually celebratingtoday in a different way,
(48:28):
anything that you will be doingdifferent being the
International Women's Day?
Maybe, dion, you want to gofirst?
Speaker 5 (48:34):
No, I don't have anything planned.
I'm ashamed to say, but I wouldjust like to say thank you so
much for this conversation.
I mean, I've learned so muchfrom Maria and Berta and
yourselves, yeah, and it's justsuch a pleasure to have had this
conversation today, of all days.
Speaker 6 (48:51):
Thank you.
I mean, in my case, I like thisday.
I like it and I like tocongratulate all the women I
have around.
So actually, happyInternational Women's Day for
you two and for me.
This conversation was a greatcelebration.
Speaker 4 (49:09):
So this was great, but let's make it, we can find
something else to do yeah, forme the same I mean for me the
celebration has been to be herewith you today.
I had a very good time, it wasvery interesting, and I always
love to listen to others.
So thank you so much forinviting me to this podcast, and
happy International Women sothanks and goodbye, Dion Mude,
(49:33):
our New York Chief ComplianceOfficer in the UK.
Speaker 1 (49:35):
Thank you very much for joining us today.
Speaker 5 (49:38):
Thank you so much for having me.
Honestly, this has been such agreat experience, especially on
International Women's Day.
I've learned so much fromeverybody today, on the show too
, so thank you.
Speaker 3 (49:50):
And thanks a lot also , bertha Arez, our Head of
Programming Innovation Office atFinancial Information at 6.
It was great to have you heretoday and learn a little bit
more about you.
I hope you enjoy it.
Speaker 6 (50:03):
Oh, I did.
Thank you very much forinviting me and happy
International Women's Day foryou all Okay, and also thanks to
Maria.
Speaker 1 (50:13):
I'm really looking forward to keep collaborating
with you at RAGE-DR in thecoming weeks, months and years.
Thanks a lot for joining thepodcast.
Speaker 4 (50:23):
Thank you so much for inviting me and Waterplace and
Water Company to celebrateInternational Women's Day.
Congratulations to all.
Thank you so much.
Speaker 3 (50:34):
So, before we go, I would like once again to
encourage all listeners tocelebrate and support women in
their own lives at work, at home, directly or indirectly.
And especially, we would liketo encourage people that are in
a position to support women intheir work environments by
giving them same opportunitiesand same recognitions as to men
(50:57):
to push their professionalcareers when they saw they have
the right potential.
It seems obvious, right when wesay it.
But well, if so, the glassceiling will not exist, but we
can tell that it is right there.
So that's it, and overall, thisday is not only a celebration
but also a reminder of theongoing fight for women's right
(51:21):
around the globe and the need tocreate a more equitable world
for all.
Speaker 1 (51:27):
Actually about what you said about the glass ceiling
.
According to the World EconomicForum's Global Gender Gap
Report last year on 2023, itwill take and listen to this
another 131 years to reachgender parity.
So well, let's just try tochart in this period by
(51:47):
contributing where and how wecan.
So for me, goodbye, thank you.
Thank you for this greatleaders we had today.
Thanks to you, lara.
It wasn't easy to be onAndrew's shoes, but we did it.
Speaker 3 (52:03):
Yes, we did it and for a good reason.
But Andrew will be back in thenext episode together with Nick
and John and with more newsabout the trade repository space
.
In the meantime, stay connectedand keep in touch in our
Registriercom and on linkedincom, slash companies, slash
Registrier, so you can networkwith us.
(52:24):
Thank you a lot also to Lianaand all the support in Virtual
Studio, and thank you everyoneagain to Bertha, diana and Maria
and to you, barbara.
Have a great day.
Bye-bye.
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