Ginny Cartwright Ziegler ─ Marketing and communications leader brings to life disruptive strategies to drive change.
June 16, 2021 • 3 Minute Read
Ginny Cartwright Ziegler
Chief Marketing & Communications Officer, North America
Accenture
Behind the marketing programs of one of the largest technology brands in North America is an opera singer, creative storyteller and innovative strategist.
Ginny Cartwright Ziegler, chief marketing officer for Accenture North America, shifted her team’s focus from traditional marketing approaches to bringing to life disruptive strategies that drive ROI. Her team of talented professionals is personalizing and humanizing people’s experiences to help fuel the company’s growth in the United States and Canada, while also fostering a culture of inclusion and diversity.
Please meet this IT Wondrous Women™, Ginny Ziegler!
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 studied voice in my twenties and landed a job as a soprano in Barcelona. Now I’m a fierce advocate for music education and serve on the board of San Francisco Opera Guild.
2. Before the pandemic, how many air miles/KMs did you flying annually?
Frequent trips to the UK and Switzerland to keep my two boys connected with my family plus vacations and some business travel got me to 1M miles.
3. What is the most adventurous food you have eaten and what city/location did you eat it?
While at Compaq in the 90s, I traveled to China and attended a banquet hosted by the Mayor of Beijing. I tried everything, including jellyfish and sea urchins.
Your Career
4. What are the top two experiences, achievements or failures that shaped your journey as a successful leader?
I was eight months pregnant with my first son, now 13, and the startup I worked for was going out of business. My friend, a marketing leader at Accenture, convinced me to interview for a full-time job. Accenture offered me that job, raced to get my healthcare activated and paid maternity leave. It’s one of many reasons I think Accenture is so great. Fast forward to the last year: the recession, social injustice, political unrest and keeping our people safe and healthy, physically and mentally. I’m in awe of how people at Accenture supported each other with incredible compassion and resilience.
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?
A mentor taught me to “lead with love and love will follow.” My grandmother influenced me with her litany of witty quotes, such as: “Be yourself; everyone else is already taken” (Oscar Wilde).
Walking In Your Shoes
6. What is one piece of business or career advice you would give to your younger self?
Take the time to appreciate that every experience you have today will shape who you will become.
7. As a leader, how do you remain a resource for people early in their careers?
I try to reach out and check in regularly with people. I make time to really listen, to create a space where people can speak openly and do my best to remove hurdles. Being sincere and as open as possible goes a very long way to building trust while helping people feel more grounded.
Today’s Business Environment
8. What is the most interesting project you have worked on in the last few years?
Making the pivot to an entirely virtual workplace overnight. We reimagined how we did business. Launched a new operating model, strategy and brand, entirely virtually. Sustained client intimacy through hyper-personalized, immersive experiences. Engaged our people through shared, user-generated experiences.
9. What skills are you currently developing or refining (in yourself) that will make you a more successful leader in the digital economy?
Keeping up with technologies like voice channels, metaverse, AR/VR is a must. I have to stay well informed in order to help our customers understand the benefits of emerging technologies.
10. What is your greatest business challenge today?
Helping people embrace change, instead of bracing against it. That means we can’t let overwhelm or old-school practices cloud our vision. We also must keep finding new ways for businesses and governments to collaborate so that we can make profound differences across all industries and within our communities.
