ST Women in Technology - 73

Innovation management and improving process efficiency
are two very different endeavors. Here are some lessons
learned on getting the most from a team in both situations.

I

was born and bred here in Perth and started
my career as an electrical and electronics
engineer at the big mining sites out here in
Western Australia. At the height of the mining
boom, I designed and built transportable
switch rooms, flying in and out of very distant
operations.
I got a bit sick of that lifestyle, so 11 years ago
I joined Western Power, Western Australia's
electric power utility. We transmit and distribute
electricity to a community of 1.1 million people
over an area of 158,400 square miles. Half of
our overhead distribution network supplies less
than 3% of customers, and the sparseness of the
network poses unique challenges as we replace
aging infrastructure with new technology.
My first position at Western Power was as a

customer account manager, and my job was to
help our large customers connect their power
generation plants to the electricity network. One
of the many things I learned at this job was that I
didn't like things that didn't work efficiently.

I TRY TO HOLD MY TEAM IN THE
"DISCOMFORT ZONE" TO MAKE
SURE WE'RE GETTING THE BEST
ANSWER TO THE BEST QUESTION.

I wanted to get in there and fix them, to make life
easier not just for myself or the team, but also
for our customers. And that's when I began my
journey in process improvement. I'd do my day
73



ST Women in Technology

Table of Contents for the Digital Edition of ST Women in Technology

Contents
ST Women in Technology - Cover1
ST Women in Technology - Cover2
ST Women in Technology - 1
ST Women in Technology - Contents
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ST Women in Technology - Cover4
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ST Women in Technology - Poster 1
ST Women in Technology - Poster 2
ST Women in Technology - Poster 3
ST Women in Technology - Poster 4
ST Women in Technology - Poster 5
ST Women in Technology - Poster 6
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