Member Spotlight: Jennifer Gibbs
Jennifer is an accomplished Data, Analytics and Technology executive with over 23 years of experience leading globally distributed teams to deliver value to customers. In her current role as VP, Enterprise Data Governance Office, TD Bank Group, Jennifer and her team are responsible for advancing TD's data strategy, while mitigating data risks and maintaining customer trust. Jennifer has been recognized in Forbes' Women Defining The 21st Century AI Movement and Corinium's Top 50 Data & Analytics Professionals – USA & Canada. Jennifer is a strong advocate for equity and inclusion and the founder and co-sponsor of TD's Women in Data & Analytics Community.
Interview Questions
Can you describe your current role?
In my current role as VP, Enterprise Data Governance Office, TD Bank Group, me and my team are responsible for advancing TD’s data strategy, while mitigating data risks and maintaining customer trust.
How long have you been in your current role?
3 years.
What do you like best about your job?
I love working in a space that is constantly evolving and is increasingly critical to our business and our customers—data! I have a new set of challenges and opportunities to tackle every year, all requiring me to maintain strong partnerships with a highly diverse group of incredible colleagues and with impressive external peers and data experts.
What is the most challenging project you've worked on in your career so far? Can you describe it?
I was leading a global technical support organization several years back. One of our clients was unable to run their factories due to a data problem on their end. Their employees weren’t able to work and trucks were lined up unable to make deliveries. I led a world-wide team of top-notch software engineers on shifts night and day to determine the root cause and come up with a workaround that would allow the client to operate once again. It was intense. While it was one of the most challenging problems I’ve had to lead, it was also incredible to experience the strength and commitment of that team effort.
What advice can you give to someone who is dealing with a difficult manager?
I believe that we learn the most about ourselves when we are interacting with someone whom we find "difficult". I suggest starting with these questions: What is this person here to teach me? How can I grow as a leader while working for this person? Sometimes I think we also forget that our bosses are just as human as we are. When I assume people are generally well-intended, it helps me to show up to them with curiosity rather than fear or anxiety. This curiosity can often create connection—even with the most seemingly "difficult" people.
How do you balance work and life responsibilities?
I don’t focus on balance. I see each day as an opportunity to create and contribute. I believe I can make intentional choices about how I want to spend my time. This leaves me feeling empowered, rather than a slave to my calendar or to-do list. Whatever I’m doing, I look to choose to do it because I "want" to, not because I "have to" or because I "should".
What is the best advice you’ve received?
Stop focusing on what you need to DO. Focus first on how you want to THINK. Your mindset drives your emotions and these emotions fuel your actions. Fuel your actions with emotions that keep you strong, resilient, and open to anything that may come your way. Life is an adventure.
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