Changing Hiring for the Better
We leverage our AI & Analytics based technology and platform to offset bias in screening so women have more avenues to better opportunities. Meytier helps companies strengthen their diversity efforts and hire more qualified women.

We help women represent themselves effectively and find opportunities at organizations that are committed to their success.
Job Search
Our Head of Talent's Top Tips for a Great Interview
Meenal Baid is Meytier’s Head of Talent, Recruiting and Operations. She’s passionate about helping people find their dream careers and has been a leader in human resources in technology and financial services for over a decade. Meenal is a passionate world traveler and global citizen. Job searching is hard. There’s no denying it. So when you finally land an interview somewhere, you want to make sure you’re as prepared as possible to put your best foot forward and get the job. Here are my top tips for preparing for an interview, nailing it, and following up after. Do your research The best thing you can do for yourself is to show up to your interview as prepared as possible. Start by researching the company. Go beyond just reading their “about us” page. Look through their social media, especially their LinkedIn. Take a look at company updates as well as what people who work at the company are posting about and sharing. Read any recent press that the company has gotten, and if they have a blog or podcast it’s worth investing some time to see what they’re sharing. All of this will allow you to really get a feel for the company, it’s culture, values, and priorities. It’ll help you feel prepared for the interview and like you’re in a good place to have thoughtful conversations about the business. If you know who you’re interviewing with, do some research on them. Learn how long your interviewer(s) have been at the company and if/how their roles have evolved. Take a look at their LinkedIn, read any articles or updates they’ve shared. Look for a common thread with the interviewers, maybe you’ve recently read a book they posted about LinkedIn, maybe you’re from the same city, or attended a school they went to. Building personal connections and coming off as prepared and well-versed on the company will make a lasting impression on whomever you interview with. Have your elevator pitch ready You’ll likely be asked to tell the interviewer a bit about yourself, so make sure you have your elevator pitch ready. Consider the role you’re interviewing for, and what kind of experiences you have had in your career that would make you a strong candidate for this role. You don’t need to give the interviewer a year by year overview of your professional career. Try to go beyond your resume in your elevator pitch, rather than sharing which roles you’ve worked and where (information your interviewer likely has access to), come prepared with two or three success stories. Tell your interviewer about a project you took the lead on, an idea you saw to fruition, or a challenge you were able to overcome. Make a plan beforehand and practice it a few times so you don’t miss anything. Ask questions At the end of an interview when your interviewer asks if you have any questions for them, try not to look like a deer in the headlights. Come prepared with three or four thoughtful questions about the company and the role, you don’t need to ask them all. A thoughtful question is a great way to stand out in your interview and make an impression. Here are just a few of our favorites: What are your company’s goals for the next year? How will this role contribute? How has COVID-19 shaped your company and industry? Do you think this change will be long-lasting? What kind of person succeeds at this company? Is there anything that you wanted to know that I haven’t covered in our conversation? So your interview went well, what do you do now? Job seekers spend a lot of time perfecting their answers for interviews, but it’s often what you do after the interview that really sways whether or not you get the job. We can’t preach this enough, you need to send a thank you note. I cannot begin to tell you how many times I see that this has been the compelling differentiator when it comes to receiving an offer. After the interview, send a thoughtful thank you to those you interviewed with. Thank them for their time and for answering your questions. If you’re really interested in the role, make sure you tell them that. They likely have several very similar candidates to you and an email from you expressing your interest in the company and the role will go a long way in helping them make a decision. One candidate who recently found a job through Meytier was given an offer because the interviewers were so impressed by her thoughtful follow ups after she sent a thank you note, as well as a link to an article that was relevant to a conversation they had during the interview. Lastly, remember that the job search process is a marathon, not a sprint. You might nail the interview, ask all the right questions, send your “thank yous” and still not get the job. It happens. It takes time to find the perfect role, so don’t get discouraged. Showing up prepared, relaxed, and informed can help you put your best foot forward and set you up for success. If not for this interview, then for the next one.
Leader Speak
Leader Speak with Andrew Foster: Diversity and Opportunity in Data
Team Meytier was honored to sit down with Andrew Foster, the Head of Data Governance for the Americas at Deutsche Bank last week. Since our paths crossed nearly a year ago when Andrew was researching Women in Data Groups for the EDM Council, we've been deeply impressed by Andrew's commitment to diversity not just within the organizations he works in but across the Industry. We salute him for his leadership, real change happens when the diversity agenda is led by all leaders, and not just by diverse cohorts. We're sure that you'll be just as inspired by his thoughtful comments and insightful outlook on the future of data. Tell us a little bit about your journey and how you came to be where you are now I grew up in Cape Town, South Africa. When I left high school, my parents felt I was too naive to immediately carry on with further education, and they told me to travel. At seventeen, I went backpacking through Europe and ended up working at a shop called Mr. Thrifties putting prices on tins of beans. My time with colleagues for whom their weekly paycheck was what they had to spend that week, reinforced my desire to pursue higher education. That first exposure to travel made me realize that I didn't want to stay in South Africa, I wanted to see the world. At the time, the easiest path was via London. In London, I got into banking at the entry level. My twelve years in London were marked by change, transformation and increasingly senior roles. I worked for Robert Fleming Asset Management and eventually for Arab Bank. At Arab Bank, I had to learn how to operate in a new culture, a skill that became crucial for a global career. I learned so much in those years working primarily across Europe and the Middle East. Eventually, my wife and I won a green card. It came through when she was three months pregnant so moving for us was a leap of faith. We arrived in New York and had to pay our rent upfront because we had no US credit history, which depleted the savings rapidly with a Manhattan rental. I had a six-month contract and I went into it on the theory that if you’re good enough, you’ll be fine. It was probably a little naive but sometimes you just need to back yourself. At Deutsche Bank, my career has been centered around data transformation. I have taken my existing expertise in transformation execution and then focused on applying that to data. I have continually learned and grown through internal opportunities and industry interaction. My other passion is diversity. In large organizations, there's this disparity between junior and senior employees. You start in a graduate program, with a diverse group of peers, you go on boat trips around Manhattan, you get access to senior leaders. Then when you move beyond it, the safety net is gone. After that first year, your experience falls to how good your management team is. We created a group called Careers360 which is led by these junior, future leaders. It’s a great space for young people to develop their leadership skills. More recently I have looked outside the bank for opportunities to support this mission and through industry connections, I joined the EDM Council Women in Data initiative. My focus is leading Affinity Groups, What kind of work are you doing now? What are the main emerging areas you’re seeing in Data from a Financial Services perspective? I currently participate in the EDM Council’s Cloud Data Management Capability working groups. This is an initiative where large banks and cloud providers collaborate to define best practices for cloud adoption. The big tech pivot is happening. A few years ago everyone was dipping their toes in the water with pilots for cloud whereas now everyone has a fully-fledged strategy. The real opportunity now is how do we not just migrate what we do at the moment, with our existing challenges and infrastructure, our convoluted webs of data, but how do we reimagine what cloud could give us? For example, effective data lineage is a tough challenge. It involves normally analyst-led work, is aided by technology, and is resource-intensive. In recent sessions, I've been asking cloud providers how we could shift this, so that each piece of data, at an atomic level in the cloud, has meta-data tagging wherever it goes. How can we track each piece through its journey? What is fascinating is that cloud providers are taking these dialogues and adapting their offerings to better meet industry needs. The value I get from my external industry engagement is these discussions with experts help me formulate my own thoughts. The other emerging areas aside from cloud are data privacy and security. This last year has accelerated the adoption of Digital and Data technologies tremendously. How has the COVID-19 pandemic changed your field, and do you see this change enduring? In Banking, as in other areas, change can be slow. There are countries around the world where people are still signing paper documents to set up a bank account. The pandemic forced a lot of change that had been resisted or put off. For example, I moved into a new apartment this year and every part of that process was virtual. We found the apartment online, spoke to managing agents over the phone, we did a video tour of the apartment, we said we wanted it, the contract came through and we signed electronically, they did their background and credit checks, and we arranged the move. We never had any physical contact with the building management or the agent. Making those final steps virtual changed the entire industry process. Wide adaptation of electronic signatures during the past year will have a huge impact on Banking, Insurance, and so many other industries. In so many industries there have been these little adjustments that weren't happening before because it wasn't a habit, or maybe there was a legal barrier or a stigma that had to change. These things will stay changed because they're better. I believe the way we work, the way we do business, and other little aspects of life like apartment searching will be forever changed. From panels to social media, you’ve engaged regularly the past few years with conversations around gender diversity in your field, what do you think companies can be doing to ensure more women enter the field of data, data science and reach leadership levels? There is a tendency to give men stretch roles in cases where women who are just as qualified are met with “are they ready?”. As an effective manager, you have to make sure that you’re giving and pushing opportunities for your people. Everyone talks about diversity, and it can become a bit performative. A few weeks ago on International Women’s Day, there was so much buzz around gender diversity, but the important thing is, what do you do every day to deepen your commitment to diversity? Within industry, I find that a lot of diversity initiatives are heavily female-led and female-centered. I think it’s important for companies to award and promote people for this kind of work. Diversity groups provide leadership experience, and committing time and energy to these kinds of initiatives has to be beneficial for employees. I think building diverse and inclusive organizations comes down to what you value day to day and how you reward your employees. What are some opportunities you see growing in the Data field for non-technical individuals? When people like me are successful, and we make data more accessible to the end-user, in a timely, accurate, meaningful way, it expands the group of people who can use and consume that data. So, the piece of the puzzle that never goes away is the interpreter between the tech people and the info that is available to you, and how you understand and support what your business requires.
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