Supply Chain- Ask an Expert with Dana von der Heide

Although the topics of diversity and gender equality are important every day of the year, International Women’s Day is a time to celebrate women’s achievements and to encourage female empowerment.

I am delighted to have had the opportunity to interview Dana von der Heide, Co-Founder and Chief Commercial Officer of Parcel Perform. Dana previously worked in global and regional strategic roles at DHL and then moved away from corporate life by founding Parcel Perform in 2016.

Grace Whitfield (GW): Do you think that the industry has recognized the potential of women in logistics, or is this still a blind spot even while facing a skilled labor shortage?

Dana von der Heide (DvdH): The logistics industry is gradually recognizing the contributions of women, and we have seen some gender-equality initiatives spring up to promote gender equality in their workplaces. Still, there is a lot of room to grow in these efforts.

Thanks to the global boom in e-commerce, more young people, especially women, are considering careers in logistics and technology. However, the industry has yet to realize the full impact of this – gender-balanced environments are not a “nice to have” but are an essential consideration when younger talents evaluate a job offer, second to compensation and benefits.

The industry itself is evolving, and we see job creation in business development, customer service, marketing, and R&D. To keep up, we will need more innovative thinkers and role models regardless of gender to help drive progress. Universities and businesses must adapt to the changing landscape; leaders must do more to elevate and groom the next generation of female leaders alongside their male counterparts.

GW: How would you describe the development of diversity at Parcel Perform, and how have you managed to ‘Break the bias’?

DvdH: At Parcel Perform, we have implemented a series of measures designed to ‘break the bias’. I’m proud to share that we have an almost 50%-50% ratio of male and female colleagues across our global offices. We do our utmost best to balance our gender equality and diversity needs while ensuring that our shortlisted candidates possess the right mix of talent, work experience, and personality fit.

I believe that hiring for diversity brings out the best in us by bringing broader ideas and new perspectives to the table and enabling better collaboration, creativity, and productivity.

In addition, we have created a great company culture to support the development of diversity. For example, we implemented a series of in-person and remote internal events such as cultural workshops, festive celebrations, and networking sessions across our global offices.

GW: You held several strategy roles at DHL before founding Parcel Perform. Do you see a general difference between corporate culture and start-up culture regarding women? (And if so: Would you advise women interested in this sector to join a corporation or a start-up?)

 DvdH: There are plenty of differences when you compare the startup and corporate culture per se, such as the corporate preference for hierarchy and structure when compared to the fluid and fast-paced nature of startups.

One interesting trend that I keep observing is the element of education in recruitment. Many hire based on credentials, good education, and background in corporate settings. Whereas startups tend to be more open to individuals seeking career changes and where the desire for personal growth and learning takes higher precedence over talent.

At Parcel Perform, we have many team members who might not ‘officially’ be the right fit for their roles on paper, but their desire to learn and passion for our business has made them very successful. This is especially true for women who have less linear careers than their male counterparts.

For women interested in logistics, joining a startup can offer unlimited growth opportunities, flexible work options, and an opportunity to help create and shape your company’s culture, leading you into the career for your dreams.

GW: Have you ever been restricted as a female leader by cultural differences in the countries your company operates in?

 DvdH: I envision cultural differences as an opportunity for every business to learn and understand the nature of the market that one has to operate in. Being a female European founder based in Singapore for the first time was a humbling and eye-opening experience. Every day, there was just a myriad of learning and inspirational moments to behold; I had the privilege of meeting so many different people from all walks of life in the few years I was there.

Living in Singapore has also definitely broadened my horizons and given both my Co-Founder, Arne Jerochewski, and myself the inspiration to take the business to international heights. Singapore has such a wide array of cultures and ethnic diversities from all over the world, a trait that we appreciate and have successfully replicated at Parcel Perform.

GW: Going forward, how can more women be attracted to work in a male-dominated industry?

Having a commitment to gender diversity means making it a key priority in a company’s hiring strategy. If it does not materialize, make it a key performance indicator (KPI) for the recruitment team. I would encourage leaders to hire consciously with gender equality in mind. A woman is more likely to accept a role if she finds a female counterpart on the hiring side. She creates the representation that showcases diversity, not just on gender but all other diversity angles like countries, languages, and significant backgrounds.

GW: So, how influential can role models be?

We are less likely to be successful if we observe a lack of similar role models to emulate at the workplace. Therefore, women in leadership positions, mentorship, and the opportunity to network with them are incredibly vital to help motivate women to advance in their careers. Also, gender-equal leadership fosters collaboration and diversity internally and boosts employees’ productivity, growth, and retention levels.

GW: Which roles do men play in this context?

Both women and men have an equal part in achieving gender equality, but it’s the responsibility of male leaders to exercise their majority and stand behind their promises for diversity and equality and act on them with intent and purpose to level the playing field. They should also identify and actively hire females they can groom to be the next generation of female leadership.

GW: What can leaders do to successfully manage gender-related differences?

If you want to build a culture that supports both men and women on equal footing, you might want to embrace a very conscious leadership style and figure out the differences between the genders. For example, women tend to be quieter, introspective, and less outspoken – they prefer to let their work speak for itself. In contrast, men prefer leading from the front and create more visibility for their outputs, leading to potential productivity biases. Therefore, I would encourage leaders to develop forums for engagement and define clear, standardized key performance indicators to attain real-time and fair visibility on performance.

Flexible working hours are a key to thriving in the new normal; many women (and men) have kids at home and are caregivers; they may require work arrangements that offer flexibility. The 9-5 routine does not work anymore, and we should be flexible about how work gets done while ensuring people get a good work-life balance. After all, it’s a marathon, not a sprint; we have to ensure that everyone gets across the finishing line together.

GW: If you remind yourself of the time when you were still a child – would you have ever thought to work in the logistics sector? And if not – could this be a problem which should be tackled early, in school perhaps?

DvdH: Indeed, never in my life would I have imagined that I would have started my own business thousands of kilometers away from and from where I grew up, less in a male-dominated sector such as logistics tech. I grew up in the more rural parts of northeast Germany and really did not have as much exposure to the opportunities in careers paths that some others might have had. Those were very different times and very unique circumstances. I honestly didn’t even fully understand the quality differences in universities when I started my undergraduate education.

I believe schools in the early stages have a tremendous opportunity to open everyone’s imaginations to more ambitious or even less mainstream career opportunities such as technology and logistics. I also encourage every school girl out there right now to do as many internships across different industries as possible – and find a role model as soon as they can. They will help you forge a positive path towards your career goals. And in turn, be that same role model to that deserving someone when the time comes, always pay it forward. Every role model earned is a step in the right direction for women out there.

GW: What’s the one piece of advice you would have given the young Dana von der Heide?

DvdH: To my younger self, I encourage you to find passion and meaning in whatever you do, let nothing and no one stop you from achieving your goals. My granddad at a very young age always encouraged me to never stop learning, and always stay curious. Your humble beginnings do not define you, and you have every opportunity to shape your future as long as you remember that with hustle and heart, everything is possible.

We are always looking for experts to take part in our Supply Chain – Ask an Expert series. If you want to take part, feel free to contact us at contact@allthingssupplychain.com