Britta Mühlenberg, COO Searchmetrics
Searchmetrics is a SaaS Company that provides Software, Consulting and Solutions in Search, Content and SEO to simplify Digital Commerce for Marketers. Britta has 2 children and lives in Berlin.
„… Try to find female mentors; role models are important; only when you see it you can envision it….”
Britta
Knowing about your very rich professional background, can you share your career steps in a bit more detail?
After finishing my studies in International Business Administration, I started my career as HR Assistant and as part of the pre-opening Team at the Grand Hyatt Hotel in Berlin in 1998. From there I joined a company, at the time, called “Andersen Consulting” – (which later became Accenture) early in the year 2000. Initially, I was deployed to the Consulting firm’s Change Management practice. But during my almost 9 years as a Management Consultant, I mainly worked on HR focused projects as part of the Utilities Industry Group. In 2008, I left Consulting and joined the Berlin-based Furniture Retailer Höffner, a family-owned and managed retail chain with more than 20 large furniture stores all across Germany. At Höffner, I worked as Head of HR („Personalleitung“) and member of the Senior Leadership Team focusing on the Sales divisions and everything connected to this. Again, after another 8+ years, I moved my career back into a more international and technology-driven space. In the fall of 2016 I joined Searchmetrics as VP Human Resources to help build and evolve the company’s culture and HR function with a Global scope. After 2+ years in this role, I joined the Company’s Management Team as COO, with a focus on leading the Product & Engineering functions through a transformational phase.
Thinking back when you started your professional life, what did you originally want to do?
My first goal was to work as an au-pair in the US. And then I absolutely wanted to work in hospitality.
Where did the hotel idea come from?
That was funny actually. I was inspired by the TV Series “Hotel”. I wanted to experience 5-star hospitality, use and learn languages, meet people, go out and see the world. The reason why I did not study hospitality directly, but international business was really only as I wanted to have something broader. My thesis was on hotel and I did hotel internships. At the Quellenhof Hotel in Aachen and at the Double Tree Guest Suites Hotel in Chicago. My dream was to work for Hyatt when I saw the Hyatt Regency Cologne at the time. Through connections and some good fortune, I was able to fulfil that dream.
What are some career milestones that were particularly impactful?
The first one was clearly my decision to leave hospitality. That was really with a heavy heart. But at the time I was very ambitious to progress and could not see a path fast enough or fitting for me. As mentioned, I joined Andersen Consulting/ Accenture next. I loved being on the road and working internationally. I was responsible for project teams. My original plan back then was to become a Partner of the company.
Speaking of teams, how did you develop your leadership skills?
I attended trainings, but also read many books. And due to the change of people I reported to, I was fortunate to have many role models in regard to leadership; and also learned to adapt.
Coming back to the career milestones..
Yes. I also wanted to have a family but could not envision being in a consulting job and have a family; maybe I had no female role models at the time who showed me how that combination is possible. So again, with a heavy heart, I left consulting to go into Retail. I joined a national company, with a very different culture, different customer base. In my role as Head of HR I was looking after app. 3000 employees and made the changes I felt relevant, tried to make an impact, focusing on making this company a better place to work. In the 8 years I worked there I had 2 kids. I took time off for 6 months for each child followed by parttime work. But in reality, I worked full time in less hours to be honest. And I had Nanny support. When I felt I could not impact as much anymore, I left Höffner to join the company I am at now. And finally, my next milestone was getting the COO role. After 20 years of HR I experienced a steep learning curve. The role as such was new and also leading different functions and working with Engineers for the first time.
Did you ever experience and if yes how did you deal with any (career) obstacles?
I had male managing directors, from whom I have learned a lot for sure. And also worked together well with. But I sometimes felt being kept “tight” by them and this influenced my self-esteem. Something I had to learn was to be vocal, share what’s on my mind. As an example: there was an instance during my time as Consultant where I felt I had deserved a better appraisal then I actually was given. I had worked a ton and the performance review was too average, I felt. Thus, I wrote a long and passionate letter to my managers about my past performance. They told me I should have mentioned this before the appraisal process. So again, not an obstacle, but a learning I had to go through.
Can you give us some Insights into mentors; role models; and superiors with special influence?
At Accenture, I had Partners I worked with that really helped me see things I did not see in myself. And most recently, my first CEO at Searchmetrics, a very experienced leader who has run large corporations, and my CFO, who hired me in the first place, both helped me grow out of my HR shoe.
From your perspective, what is the key to successful leadership?
Authenticity is key; being able to inspire and ensuring your team can trust you. You can only build trust on authenticity. Also, don’t change your own style and be clear about what you want to achieve.
What are your thoughts on managing a multigenerational workforce?
I feel the younger colleagues have higher expectations; and other requirements. Thus, you have to evolve your leadership style. An example, many people who are now starting or early on in their careers follow the path that hierarchy does not count; yet back in my time at Accenture hierarchy was everything.
Combining work and family life; what are your thoughts on this?
It’s doable. But is it easy? No. It is extremely exhausting. Important is to accept help; you need to be open to let go and not be perfect. As an example, I don’t know how many times I rushed to the playground in a suit and not fully “ready” for playtime. You have to accept that you will have other people influence your children; for example, a Nanny. And in an ideal world, best is to have a good “partner in crime” by your side.
Thinking back, any regrets?
Sometimes I wonder if my career would have taken off even further without children. But my kids are everything to me, no doubt about that. And I would not want to miss them or miss being a mother. Motherhood has definitely helped me grow in my leadership abilities as well. Do I regret any of my career steps? Not one bit. Being exposed to so many different industries, company sizes and cultures has helped megrow in any respect. And it has taught me how to stay flexible and adaptable to new challenges. I am quite happy with the experience I was able to collect during the last 20+ years.
What are your recommendations/tips for female career starters; and emerging leaders on career in general; and in specific on establishing themselves as managers?
Try to find female mentors; role models are important; only when you see it you can envision it. And secondly, actively invest in networking. Instead of diligently working off my to-do list, I should have invested more in connecting with others.
Any additional insights interesting to share?
In the context of gender parity – I am a supporter of quotas. We are still a male dominated society, and it takes too long to “evolutionize” it; so, a certain force can help. Regarding the argument about being a “quota woman” as opposed to being the best fit for a role – there are also many mediocre males in jobs; so, there is no harm to have a few women alongside them, if that makes a team more diverse. And lastly, diversity should be a value in itself, because it has proven track record of boosting team performance.