Career Growth Advice from Jen Aust, Tech Leader | Career Tips for Women in Tech

2B Bolder Podcast – Episode 32
Featuring Jen Aust

Episode Title: #32 Career Podcast Featuring Jen Aust, a Successful Woman in Tech Who Opens Up and Shares Lessons Learned from Being the Chief of Staff at Intel : Women In Tech

Host: Mary Killelea
Guest: Jen Aust



Mary Killelea (Host): Hi there. My name is Mary Killelea. Welcome to the To Be Bolder podcast, providing career insights for the next generation of women in business and tech. To Be Bolder was created out of my love for technology and marketing, my desire to bring together like-minded women, and my hope to be a great role model and source of inspiration for my two girls and other young women like you. Encouraging you guys to show up and to be bolder and to know that anything you guys dream of, it's totally possible. So, sit back, relax, and enjoy the conversation.

Hi there. Today on the show, I'm delighted to have Jen Aust joining us. She is a woman I have admired over the years from afar. She has worked for various tech companies, including Yahoo, Red Giant, and is currently chief of staff to the VP and GM of high-performance computing at Intel. Jen's passions include women in tech and building diversity and inclusion programs. Jen, thank you so much for joining us today.

Jen Aust (Guest): Thank you, Mary. It's a pleasure to be here.

Mary Killelea: So Jen, tell me a little bit about your role as chief of staff, what exactly chief of staff does, and some of the responsibilities.

Jen Aust: Yeah, sure. So, a chief of staff, really my role is to support my VP. She runs an organization that's about 240 employees. So, helping her with the day-to-day activities and keeping programs moving forward within her organization. One of my key responsibilities is developing her executive communication plan. So, what does her strategy look like in terms of her Twitter handle and her LinkedIn profile, her executive presence both internally and externally, getting her prepared and ready for customer meetings and those customer-facing opportunities, whether it's speakerships at events or it's one-on-one meetings with our partners and our key customers, but making sure that she's prepped and ready for those conversations.

One of the other key roles that I was brought on to do was help develop a strategy for the organization. So what does high-performance computing strategy look like for 2020, 2021, now? And then how do we measure success? So, working with her staff on what are those objectives and goals that they're going to take throughout the year that we can measure and show that we are moving the needle, moving in the right direction for the company.

Mary Killelea: That sounds like such a cool job, really being behind the scenes and getting exposed to a VP level and some of the decision-making and like you said, working on the strategy. Would you say that there's like a specific career path for someone looking to take on a role of chief of staff?

Jen Aust: Yeah, I think going in a chief of staff direction and maybe I should even start with where I was before I became a chief of staff. So, I was the campaign strategist, campaign manager for the global communications group at Intel. So, I was working in a global team focused on 5G and building out what that campaign looked like. It was very one-dimensional in terms of I only saw just one part of that group, which was just my little area in a team of six. So, I did that for a couple of years, but what I really wanted to understand was how is the business run? How does the P&L work within this massive organization? What is the role of a VP and how does she or he, we've got both, but how does my boss in particular deal with customers and deal with problems and roadmaps and all of the things that I wasn't privy to in just this one marketing group? And so that was the direction that I wanted to go. And we have that opportunity to do that within Intel in a TA chief of staff role.

It's typically a two-year opportunity. You come in, you're brought in by the VP who has a very particular need for something. So, I was brought into, because of my marketing background, to do strategy, to do success metrics, to build executive profile, to help with her internal and external communication. There are other chiefs of staff and TAs who are brought in to do other things, maybe something a little more technical or support somebody more on the financial side. So, it really depends on who your VP is and what their goals are and what you are aligned with them to figure out and help. So high performance computing is a very technical area. I am not a very deep technical person, nor do I want to be. That's just not my thing. So, when I interviewed for that role, I very honest about it. I was like, I'm interviewing for this role because these are the things you're looking for, but I don't want to go deep in the weeds with the technical side of things because that's just not exciting for me. And her response to me was, that's fine. We're surrounded by very smart engineers. I'm okay with you not having a deep technical background. I'm like, great, this is imagining heaven.

So it really honestly depends. The chief of staff role is a unique role at Intel. It's like this middle layer that nobody really talks about. You're either VP or you are in a group doing the work. But it's this middle layer that is a support layer and there are not that many of us at Intel. And so, we've got a very unique network. I can reach out to my PA network and ask a question. And I always get a response from this layer of PAs that support their VPs or their GMs or senior VPs. And so, it's this unique opportunity to understand the business, sit in on conversations that are happening that you normally wouldn't get the opportunity to sit in on and just understand a little bit more about the company and about how it works and how to deal with all sorts of different things from conflicts to successes.

Mary Killelea: That's fantastic. And I'm sure this is going to open up doors that you might not have even ever imagined prior to this role internally and externally what this position has done for your career.

Jen Aust: Yeah, I've had the opportunity to meet a lot of people. So building out my network is one of the things that I've really enjoyed. And as the chief of staff, I'm usually the first person that people call and say, hey, I need access to your person. And I'm the one that says, no, or OK. So, it put me in that position of somewhat of an authority figure in that those are my decisions that get to be made. And so it has. I think what I want to do after this is really up to me. There is no path for a chief of staff. Here's the next step. This is what you do. So over the last year and a half that I've been in this role, it's really been, what do I want to do after this? How do I want to take these skills that I've learned and the knowledge that I've learned and how do I apply that to something else? Whether it's at Intel or whether it's somewhere else, hopefully it'll be at Intel.

And then also, do I want to go back to marketing? I haven't really done marketing for the last year and a half, besides marketing for my VP. But is that something that I want to go into? Or because of my experiences in the chief of staff role, do I want to go more on the management leadership track? And so there's a lot of things that are kind of floating around in my head right now about which direction do I really want to take.

One of the other things that this role has allowed me to do is really dive deeper into the people side of things. So through this role, I have been able to be the program manager for the data platforms group. There's a senior women onboarding opportunity. So when people come into Intel at a senior level, how do we get them spun up on our group? And what do they do? How do they access information? Who can they talk to? How do they build out their network? Whether they're coming from an internal different, a different internal group into our group or an external hire. Anytime you come into a new group, it's this whole new learning about all the Intel acronyms, in our rewards tools, where do you find information about, you name it, right? Financials, when are all those due dates of all of the things? And then how do I even build out my network as a new person? I don't even know who the first person to talk to is. And so, I've been able to help program manage that for DPG, for the data platforms group. And that's been a great opportunity because I've been able to meet a lot of senior women and build up my network that way as well.

Also, I've been, I am the diversity inclusion lead for our group. And that has also given me just a great opportunity to understand where the gaps are within the organization and where we really need to put our efforts in building out just a better place that people want to come to work and can bring their full selves to work. So, I've had lots of opportunities to be able to do that. And this role has given me, given me those opportunities or else I wouldn't have been able to really have the time or the support to be able to go do those things.

Mary Killelea: What are you most proud of in your career up to this point?

Jen Aust: Oh, wow.

Mary Killelea: I know that's a big, big, big question.

Jen Aust: Yeah, that's a big question. There's a lot of things. I think what I'm probably most proud of is the fact that I do just continue to learn and grow. And the things that I've, and also to be able to show my girls, that, you know, I can be successful and it takes a lot of hard work. I think another, like work success that I would say would be success. And one that gave me the most stress at the same time was working on the 2018 Olympics. So that was a big project, which started, you know, a year plus before the, before the games. So, as the 5G campaign manager, I was also the 5G strategy lead for the Pyeongchang Winter Games in 2018. And that was our first, that was Intel's first foray into the Olympics. 5G was still in demo mode. It wasn't real yet. So I had a team of people. I had a demo team. I had, you know, a technology team. I had a PR. I had marketing. I had creative, social and legal and HR, right? Like we had this small team that came together and built out a strategy, built out, you know, success metrics, worked with the overarching Intel Olympic team on branding and asset development. And then also having to get all of that cleared through the International Olympic Committee, the IOC, which was very challenging. It was like working on a project that always, somebody always tells you no, no, no, no, no. And you've got to just fight, just fight for it. And you're limited with who you can work with too, because you only can work with Olympic partners. And so some of the projects and demos that we were doing, we've never done with these partners before. And so we had to make these things work. And it was a lot of travel to South Korea in the middle of winter. South Korea is beautiful, but I don't recommend going in the middle of winter. It's very cold. But it was a success. It was a lot of fun pulling something that large off and having it be successful. And yeah, that was probably the biggest Intel success that I've had so far.

Mary Killelea: That's fantastic. Because I followed you over the years on social media. And so I've seen some of your travels and I'm like, oh my God, she's there. She's here. She's there. So yeah, it looks like you've had some exciting and the responsibility around the Olympics, I know can be quite intense. So this is kind of along the same lines. Would you say that was your aha moment when you felt like, okay, I'm kind of here. I've worked hard to feel, I don't want to say substantial, but like, everyone kind of has a substantial place in their mind where they could take a deep breath and go, okay, I've been doing good. Is there one time, or was that it for you? Was the success when you wrapped up the Olympics and said, yeah, I can be really proud of that?

Jen Aust: That was probably it. I mean, that was the biggest thing that I've worked on. You know, that was the biggest thing that I've worked on. We had a massive, I wouldn't say massive budget, but we had a large budget to be able to do what we needed to do. And it took so much out of me. And I think that's when I just kind of felt like, okay, I totally know that I gave everything that I have to this project. And I walked away from that feeling like that I did the best that I could. I left nothing on the table. And just in terms of just me physically even. And that probably was it. Like there probably have been some smaller things here and there. But that one, I'm very, very proud of. And I feel like if I can do that, I can do anything. If I can work with the IOC, I can do anything. And that's just how I feel now even, right? Like still, that project gave me a little PTSD. But overall, it was such an amazing experience. And I would do it all over again.

Mary Killelea MK: So what was your method of self care after that? When you've like exhausted yourself to the depth that you did, because you were giving it your all. I mean, it's important to rebound. And what was your process for self care? Was it taking some time off? Was it scaling it back?

Jen Aust: It was more around, okay, yeah, it was about scaling back. And not necessarily scaling back. But what I've done this now, what else do I want to learn? Where do I want to go from here? What more do I want to learn? And actually, that's where I pivoted and ended up in my Chief of Staff role, because I had done this massive project. But now I was on to where do I go from here? And how do I continue to learn and develop now that I've got that done? And I feel really good about that. I want to go and learn more about other things within the company and just more leadership type activities. And so that's where in my mind, I just made the pivot and was like, okay, it's time to time to hang up the shoes on that one, and go focus on something else. But I also am one for change. I love change. I thrive on change. And I think most people are not that way. Most people don't like change. But I do. And so I was like, okay, I conquered that. What's my next challenge? I'm diving into something that I know nothing about. Let's go.

Mary Killelea: I am so like you on that regard. I absolutely love change. So speaking of that, for women who are looking to make a change in their own careers, are feeling insecure, or maybe apprehensive about going for it, what advice do you have for them?

Jen Aust: You just have to get out of your comfort zone. I think that's the biggest thing. Embrace the change. I think that's one of my top mantras in my own head is just embrace the change. Sometimes that choice gets made for you. Whether it's being downsized, or your job's eliminated, or you are ready to just move on and do something different. So then it's your choice. But either one of those, I think you just have to go with it and just like, okay, I'm ready for this. I'm embracing this. And for me, the only way to grow is to get uncomfortable. And I think when you are uncomfortable about something, you're nervous about something, that's when you're going to grow in the direction that you want to go. And I think that's kind of how I look at it. It's kind of like when you go to the gym and you're working out and the instructor's like, you got to feel that burn or like when you push yourself to that limit where you know your body is like shaking. And that's where the change is going to happen, right? That's where the muscle is starting to build. And I'm like, that's what I think about when I'm trying to think, do I go in this direction? I'm really nervous about this. Is this the right thing? But I'm really excited about it, but I'm really nervous about it. Yes, that's where I need to go.

Mary Killelea: Yeah. As women, I think we get new opportunities and sometimes we jump at them before we really evaluate them to make sure it meets our needs. What are some of like the must haves? Do you have like a checklist when you take on a new role as far as like requirements from leadership, to pay to values within that org or group?

Jen Aust: Yeah, I think there's a couple things. Company culture is a huge one for me. Is leadership supportive of their employees? Are there programs in place where I can continue to grow and develop? Because if there aren't, then I'm less inclined to go in that direction with that company or with that organization. So, I think there are a few things. I also look at how many women are on the team. I look at is there a diverse employee base? I think those things are very important. I think women and underrepresented minorities need a seat at the table. So those are things that I would look at.

Mary Killelea: I'd love your opinion on this. So I don't know if I equate it to COVID and kind of where we all been through or Brene Brown and her impact, but I feel the world has become more accepting of us showing vulnerability.

Jen Aust: Yeah, I think for women and trying to move up the ladder and be accepted in terms of, you know, our place doesn't have to be at home. Our place is also working and working side by side with men. And I think my opinion on vulnerability is that we have not done a good job of being vulnerable. We tend to not talk about the things that are causing anxiety or struggles in our lives because we don't want that to be the issue that somebody has with not hiring us or not giving us a raise. And we just we have to suck it up and play in the same room as the men really. And, you know, I do, I need to play on a fantasy football team because everybody else in the room is playing on fantasy football team. No, I hate fantasy football. I'm not doing it. Right? So I think that that's where we need to get better at saying, no, I'm not okay with this or I feel a certain way. And that's just how I feel. It doesn't affect my job, or it doesn't affect this, but you should know this about me. Or something had happened in the past and this is the reason why I managed people this way. Or this is whatever, right? Whatever it is, I think we need to get better about talking about it and being accepting of other people's vulnerabilities.

Mary Killelea: I think there is a risk for women to be vulnerable, but at the same time, there's a huge reward. But I do think there's a responsibility of those in the room when vulnerabilities are shared that can either leave a lasting positive impression to those who take that risk who are vulnerable. And then there's unfortunately, some that may not have the training sensitivity or awareness to what they're receiving. And I think that is a big challenge with management training, leadership training, as we progress and as we all come back out of COVID, because there's going to be a lot of people who are going through some tough re-entry, whether it converts into hybrid, whether it's what we're going through now is way deeper than any of us really even know that we're going through.

Jen Aust: And we're fortunate in the fact that, you know, we have jobs. So many women have lost their jobs or have chosen to step away from their jobs because they need to take care of their family at home, whether it's kids or parents. I mean, COVID has done a lot of damage to just women in the workplace. And I think it's going to take us a while to bounce back from that. And I think management and companies need to really look at the programs that they're providing, whether it's re-entry program for women, or it's better support opportunities for those who are just struggling with working and taking care of kids at home. I mean, I know mine are at least old enough to open the computer, get on it by themselves, manage their day to day for school. But that still doesn't mean it comes it's easy for me. It's like, Mom, Mom, I need help with this, I need help with this. When are you off a call? All day long. And so, you know, you go from, you go from work mindset to, you know, school mindset and then back to work mindset. And it's exhausting throughout the day. By the end of the day, I'm tired and it's hard. So yeah, I think, you know, companies need to do a better job of what are those programs that could they could implement that would really support the working parent? Whether it's some additional time off or, you know, shifting meetings and not feeling guilty about doing that. Because I work way more now than I did when I was going to the office. I mean, I am working all day into the evening on the weekends because my office is here. So I'm here, right? So yeah, I think it's definitely taking a toll. I think burnout is going to be a real thing real fast.

Mary Killelea: I agree. What would you tell your 20 year old self if you could tell her anything?

Jen Aust: I would say, embrace the change. Always keep learning. You never stop learning every day. Find something new. Find something you're passionate about and go for it. And, you know, just always keep an open mind as well and understand that. I mean I even wrote this down, which was understanding that our individual differences is what makes us better together. And I think that's so important. One of the things that I learned was my passion for travel and just exploring different cultures and talking to people. So, I'm more of an extrovert. I could talk to anybody in a room. I love to do that. And I also love to go off the beaten path when I'm traveling and just talk to people and see how people are living. And some of my favorite places are like Central America, where it's so just family friendly. And in terms of everybody is so welcoming and they're always wanting to talk. And you just learn so much about their culture and, you know, they want to share with you. And so it's great to be able to do that. And I think that a wealth of knowledge comes from understanding other people and where they come from and what they could bring to the table and travel, always keep learning, embrace the change, change is going to happen no matter what.

Mary Killelea: That is true. We've all learned that. What's been one of the best pieces of advice that you've received from a mentor or someone who's been influential in your career?

Jen Aust: I think it has been actually over this past year, and my boss, just having those conversations about what you really want to do. Like dig deep and understand your core values. And don't settle for something that's outside of your values, like just hold on to those, and that's going to help guide you in the direction that you need to go.

Mary Killelea: I love that. So that brings me to the question, what does to be bolder mean to you?

Jen Aust: What does to be bolder mean to me? It means just that, go out, make it, make something happen, make a change. And it doesn't even have to be something massively, just massive. It could be a small change, but it's something that you've wanted to do and you went and accomplished it. And, you know, I think to be bolder is just take that step, take that first step.

Mary Killelea: I love it. And I love having women like you on this show who answer that question, because everyone has been different, but everyone captures the core of what I envision it to be kind of on that big giant scale of like, that really is like the thing, just be bolder. If we all just did that within ourselves, we would be able to answer so many questions by being bolder.

Jen Aust: Yeah. And if we can just support each other as well as women, I think we're not out to be after each other, right? Like, let's just do this together. We've got an opportunity right now. And let's do it. We can't do it individually. We all have to do it together.

Mary Killelea: It has been such a pleasure having you on the show. Thank you for joining us. How could someone get in touch with you?

Jen Aust: Yeah, they can LinkedIn with me. I am Jen Aust, Jennifer Aust, A-U-S-T. So yeah, happy to meet, happy to support women and looking forward to it. Thank you. And thank you, Mary, for having me on the show. Great conversation.

Mary Killelea: Oh, thank you very much. And it's going to be exciting to see where you go next and what you decide.

Jen Aust: Yeah, I'm interested in that, too.

Mary Killelea: Thanks, Jen.

Jen Aust: Thank you.

Mary Killelea: Thanks for listening to the episode today. It was really fun chatting with my guests. If you liked our show, please like it and share it with your friends. If you want to learn what we're up to, please go check out our website at 2bbolder.com. That's the number to little bbolder.com.