Interview by Aliya Boranbayeva with Women in Big Data Berlin Chapter

Rosanna Sibora is a digital leader, changemaker, and intrapreneur who blends strategy with empathy to drive transformation. She cultivates a low-hierarchy, people-centered culture built on psychological safety, constructive nonconformity, and DEIB principles. Passionate about empowerment and co-creation, she helps teams unlock their full potential.

With deep expertise in IT transformation, she specializes in shifting organizations from project-based to product-oriented structures. She builds interdisciplinary teams and communities of practice to foster innovation.

Rosanna recently took on the role of CIO at Germany’s National Digital Health Agency, gematik. In this conversation, she shares her leadership journey and insights into creating inclusive, high-performing teams in tech.

– What was a turning point in your career that led you to a C-level position?

– There was no single turning point that led to a C-level position. First, let’s define what this type of position actually is. Many people see C-level roles as a status symbol, but to me, they represent both a privilege and an immense responsibility. I am grateful to those who entrust me with leadership. A title does not make a leader. It is not formal authority that defines leadership, but rather a distinct set of values, skills, and behaviors. Without these, one is merely a manager with a prestigious title, not a true leader.

I am a curious, lifelong learner, constantly developing my leadership skills through training, reading, sharing knowledge, gathering feedback, and reflecting on it. I have learned a great deal from the people who have allowed me to lead them.

From the very beginning of my career, I have proactively taken on responsibility and led without formal authority. I have always sought to help people solve problems and seize opportunities. This has allowed me to put theory into practice. However, I never apply any methodology strictly by the book. Instead, I treat my toolbox as a source of inspiration. I shape solutions based on the challenges at hand, as well as the organization’s maturity and dynamics. With this approach, I design bespoke solutions using a range of methods.

Remember, progress is not linear. It is an up-and-down journey that requires dedication and resilience. There is no single, magical step that makes someone a leader. It takes continuous effort and learning.

– Did you have any mentors or role models who helped shape your career?

– I’m very fortunate to have wonderful friends around me who, over the years, have become my professional ‘board of directors’. I can always turn to them for advice and gain their perspective on the topics that occupy my mind. Having such a strong support network is incredibly valuable, and I am deeply grateful to them.

– How do you approach leadership and decision-making at your level?

 – I’m a human-centered leader, leading with my mind and heart, addressing both rational and emotional side of human beings. In today’s fast-paced world, our careers are an ongoing emotional journey of change. As a leader, I aim to support people through this journey, much like a Sherpa assists mountaineers climbing in the Everest region. Only leaders who have the empathy to recognise people’s fears and emotions can lead effectively. Empathy, combined with a human-centred culture, excellent communication, and a strong vision, ensures success. It may sound simple, but achieving an effective combination of these elements is the greatest challenge. Remember, as Simon Sinek said:

“100% of employees are people. 100% of customers are people. 100% of vendors, of all stakeholders… are people. If you don’t understand people, you don’t understand business.”

I place great emphasis on team culture. As a leader, you shape the culture through every behavior and every communication. I always strive to foster a culture grounded in psychological safety, constructive nonconformity, and DEIB (diversity, equity, inclusion, and belonging). I want people to feel safe to speak up and challenge the status quo from diverse perspectives. To me, this kind of culture is the foundation of an innovative and healthy environment.

I have witnessed the power of co-creation in decision-making processes. When designed effectively, these processes can unlock the creative potential of hundreds of employees. Involving people directly in decision-making enhances ownership of initiatives and is a highly effective way to kick-start change management from day one. When seeking feedback from my colleagues, the most common word used to describe my leadership style is “inspirational”. I would encourage everyone not to shy away from ambitious, groundbreaking visions. They may seem daunting, but if you truly believe in them, pursue them and build a movement to turn that vision into reality. If you have been waiting for a sign, this is your sign. 🙂 Go for it!

As Steve Jobs once said: “The people who are crazy enough to think they can change the world are the ones who do.”

– What skills or qualities do you think are essential for women who want to advance in tech?

– Regardless of your gender, I would emphasize communication. To me, this encompasses both sending and receiving information. It is essential to listen actively with the intention of understanding and to communicate your messages in a clear and structured manner. Remember, you cannot not communicate, and you cannot overcommunicate. People around you need to understand the vision, the why and the purpose. As a leader you have to seed the idea in their head as an inspiration. To make this seed grow into a beautiful plant, to make it bloom and finally to harvest the fruits you need to nurture it on a regular basis. You cannot over communicate, if you want to harvest the fruits of your vision.

 How do you balance work and personal life, especially in a demanding leadership role?

– I co-lead our family alongside my incredibly supportive partner, who considers himself a feminist. His attitude and mindset are invaluable when it comes to balancing career and family on a daily basis. I am deeply grateful for the way he supports me, both mentally and practically.

There is no magic involved here either. Finding balance can be challenging at times.

I try to minimize the number of tasks in progress, aiming not to have too many open topics simultaneously. Go slower to go faster.

– What industry trends or innovations are you most excited about right now?

– For me, this question is entirely industry-independent. The term ‘trend’ immediately reminds me of many hypes of recent years. Don’t begin with technology, and certainly not with a hype; start with people. I begin with the biggest problem my users face, not a specific technology. Make your customers’ problems your next hot topic. That said, it doesn’t mean you shouldn’t monitor market shifts and technological developments. I firmly believe in the power of lifelong learning and learning organizations. Create an environment where teams can experiment, learn, and grow.

– Have you ever faced bias or discrimination in your career? How did you handle it?

– We all have biases. They are our brain’s way of managing complexity. It’s important to understand the types of biases we possess, how they limit us, and the risks they may pose. Whenever I encounter or observe obstacles, I try to channel my energy in a positive, constructive manner to make a meaningful impact. This might involve offering guidance, mentoring or coaching to disadvantaged groups, or sharing my message on inclusive leadership during public speaking opportunities. Be the change you want to see.

– How do you support and mentor other women in tech?

– Gender equality is an incredibly important topic, but DEIB extends beyond gender alone. I strive to create inclusive environments for my teams.

I design processes and working cultures that support the compatibility of family and career for both women and men. By enabling men to balance care work with their professional responsibilities, I indirectly support women and contribute to a more equitable distribution of care duties within families.

Since you’re specifically asking about women in tech, whenever I organize meetups or conferences, I make a conscious effort to ensure diverse representation among speakers. While it may take more time to achieve adequate representation of women in tech on stage, I see this time as an investment in the visibility and growth of other women. I also offer pro bono coaching process for women from time to time.

– If you could change one thing about the tech industry, what would it be?

– I would love to see more organizations investing in free and open-source initiatives that contribute to our digital sovereignty.

– What’s one book, podcast, or resource that has influenced you the most in your career?

– Naming a single one would be extremely challenging to me. Let’s start with my top 10 leadership books.

“The fearless organization” by Amy Edmondson

“Humanocracy” by Michele Zanini and Gary Hamel

“Empowered” by Marty Cagan

“The Heart of Business“ by Hubert Joly

“Rebel Talent” by Francesca Gino

“Essentialism: The Disciplined Pursuit of Less“ by Greg McKeown

“The subtle art of not giving a fuck” by Mark Manson

“Radical Candor“ by Kim Scott

“Dare to Lead“ by Brené Brown

“Managing Oneself“ by Peter Drucker

Afterwards… follow the loop cycle: learn – apply – gather feedback – reflect – learn – apply and so on the whole life long…