Wiweke Reymert is Head of Security in the Consumer division at Telenor Norway. Which puts her firmly in growth territory. In her in-tray is a world plagued by geopolitical uncertainty and an alarming rise in cybercrime. We wanted to know how she got there.
You were recently identified by the Norwegian financial weekly Kapital as one of the young executives deserving of a place on their “40 below 40” list. Congratulations!
Thanks, it is nice when people take notice of the work you do. Even if some of the language used in these rankings is a bit baffling. I choose to see it as confirmation that what I am involved with makes a difference in people’s lives. There’s motivation in that.
Even though you figure on a list of up-and-coming leaders, the reality is that you have already served in several leadership roles. Tell us about your point of entry to Telenor – and why you are so impatient to lead?
I joined through Telenor’s Trainee Programme – which offered some amazing opportunities for me to understand the impact of connectivity – and the role that Telenor plays in its delivery. The impatience is part of my nature, I think. But it is also a reflection of the fact that the environment that Telenor operates in is a fast-changing one. We need to be ready to pivot if that’s what is required to align with the needs of our customers.
But if you keep changing hats, isn’t it ever frustrating to not see things through to the point where ideas turn into commercially viable products?
Yes and no. You’ve got to remember that a lot of the time this is about working with the same issues – but coming at them from different angles. It can be hugely rewarding to be part of the different processes required to develop a successful service. And the experience you pick up from one workstream is almost always useful for the next one. It is also important to know when you can drop a ball – in the confidence that it will get picked up by very capable hands. I have been fortunate in that respect.
You have said that you are inspired by the social change that this company can bring about. At a time when we’re surrounded by massive brands with seemingly limitless resources, are we at Telenor still able to stay relevant?
Definitely. I happen to think that Telenor is more relevant today than we have ever been. The connectivity we provide is a lifeline for people everywhere we operate. At the same time, the digital world is less secure than what was the case only a few years ago. People and businesses are having to rethink how they navigate online – and they need a trusted partner to help them. I want them to look to Telenor for that.
What makes us better suited to do that than the next guys?
We have a track record and a brand that people trust. And for good reason. We have worked systematically to respond to emerging security threats over many years. We monitor developments closely and we strive to respond to new threats without delay. We want our customers to feel secure that we have their backs. At the same time, we don’t over-promise. We want to be frank about what the risks look like and about the steps our customers need to take themselves.
Is there a specific leadership style that you bring to all this?
Well, you have already pointed out that I appreciate that things move at a certain pace. But I also try to surround myself with people who are different from me – and sometimes more patient. Their inputs are always important. I also want to say that I have learned a lot from the leaders I have had during my years at Telenor. They have given me invaluable experience and important direction in my own development. They have also inspired me to spend a considerable part of my time talking to people, to ensure that frank conversations are key to the way I lead. Every day comes with opportunities to learn from highly skilled people across Telenor. That’s where the real motivation is. Without question.