Cindra Ford ─ Driving synchronized transformational partner strategies across the globe…
November 9, 2021 • 3 Minute Read
Cindra Ford
Director of Strategy, Planning & Operations
Cisco
Are you looking for a partner leader to drive synchronized transformational strategy across a global organization? We know the person—Cindra Ford!
Cindra Ford is a leader in Cisco’s Global Partner Organization and her team is responsible for Partner Program’s Strategy, Planning, and Operations. In her diverse role, she captures comprehensive metrics of today and evolving business to fuel partner engagement, readiness, governance, compliance, and profitability. She is also responsible for aligning investments to reinvent and evolve programs across the partner ecosystem. Cindra is grateful for the opportunity to work in many key roles during her Cisco tenure with top talent in the IT industry including partners and customers. When Cindra is not engaged in driving transformation with her colleagues, she loves to spend time with her family (two daughters) and dogs in the Lake Tahoe area.
Please meet this IT Wondrous Woman™, Cindra Ford!
Our 10 Questions for this IT Wondrous Woman.
Fun Facts
1. What’s the one thing about you that your business colleagues don’t know about you?
I’m adventurous as in thrill seeking. I have sky dived, zip lined, bungee jumped, go on all the scary rides, raced cars, flown a plane, enjoy ropes courses… the list goes on.
2. Before the pandemic, how many air miles/KMs did you flying annually?
I was traveling less than 5,000 miles annually which was a welcome respite from my early career days of roughly 100K miles a year.
3. What is the most adventurous food you have eaten and what city/location did you eat it?
The first unusual food was when my Columbian friend encouraged me to try ants. Other unusual foods were frog legs in France, sweetbread in Montreal, unknown street food in Thailand, alligator in New Orleans. As long as I don’t have to prepare it, I am willing to give most things a taste.
Your Career
4. What are the top two experiences, achievements or failures that shaped your journey as a successful leader?
I’d qualify this as both a success and failure. On a very large acquisition integration, I underestimated the work effort and didn’t staff adequately. Our team was over loaded and exhausted for months. On a person level, the stress and lack of sleep resulted in me being constantly sick. While the integration was a success within 9 months’ time, I also learned that thorough work scope at the start of a project is critically important to both execute the work and more importantly to demonstrate to the team that their time is valued and appreciated.
5. Did you have a mentor in the early part of your career and, if so, what is the biggest lesson you learned from your mentor or influencer?
I’ve had many formal and informal mentors. Early in my career, I thought that I was going to be promoted in this meeting and instead I was introduced to my new manager. I was disappointed and angry. My mentor encouraged me to open my mind and learn from the new manager. My mentor helped me change my perspective.
Walking In Your Shoes
6. What is one piece of business or career advice you would give to your younger self?
There is a difference between being mentored and being sponsored. Many will mentor but few will sponsor and sing your praises. Find your sponsors and develop these critical relationships.
7. As a leader, how do you remain a resource for people early in their careers?
I am always surprised by how much I learn from those who are early in career. Their questions and improvement suggestions are enlightening. Their enthusiasm is energizing! I believe I’m approachable to anyone in the organization for impromptu conversations and that happens a few times a month. I also have a couple early in careers that I actively mentor and meet with regularly.
Today’s Business Environment
8. What is the most interesting project you have worked on in the last few years?
Cisco has been in the midst of transitioning our business to more software and recurring revenue streams. This has led to significant changes in internal and external business metrics, how we compensate our sales teams and incent our partners, how we plan, model and operationalize our business.
9. What skills are you currently developing or refining (in yourself) that will make you a more successful leader in the digital economy?
The last few months I’ve been focused on being a better listener and more empathetic, being more open and inclusive and asking engaging others for complex problems.
10. What is your greatest business challenge today?
Balancing the work initiatives optimally to complete all that must be done for today’s business along with all that needs to be done for tomorrow’s business.
