Tiffany Austin

Biography

Let’s get a little candid. Tell us something that caught you by surprise or that you least expected after you became a manager.

I was surprised by how intentional I had to be as a manager. I came to realise that everything I did or said had an impact on my team, whether it was positive or negative. I had to be more mindful of how I communicated, delegated, gave feedback and recognised their achievements. I had to be more proactive in setting clear expectations, aligning goals and providing support and resources. Being a manager is not just about getting things done, but also about creating a culture of trust, collaboration, and growth for my team. Even with ‘good employees’ under my supervision, I could not rest on my laurels and assume they would ‘get it’ without clear direction.  It was a challenging but rewarding transition that taught me a lot about myself and others.

Give us a snapshot of your career from when you graduated to now. What career pathway did you choose to pursue and why?

I studied advanced mathematics, analytics and risk management for my college degree. As such, I have always been interested and skilled in creating useful information and tools that improve efficiency and benefit users. While in the GTP, I obtained a solid understanding of how to be an insurance supervisor. Since graduating from the GTP, I have worked on several different teams within the Authority as I saw opportunities to combine my supervisory knowledge with data analytics, technology, cybersecurity, regulatory knowledge of the Bermuda insurance market and crafting meaningful experiences for colleagues and registrants. My career path allows me to be creative and embrace innovation, while adding value to the Authority and the broader financial sector for the long term. I believe I am uniquely positioned to adapt to changes and opportunities as they become available. 

How did the BMA support your professional growth?

The BMA has supported my professional growth by sponsoring the two professional designations I have obtained thus far: Associate in Data Analytics (AIDA) and Certified Cryptocurrency Auditor (CCA). More importantly, the ‘challenge yourself’ motto of the GTP is now engrained in my spirit and the Authority has allowed me to take on new challenges that are beneficial to myself and others. 

What additional learning opportunities or special projects has the BMA offered you, and which one was most memorable?

One initiative I am involved with is the Culture Influencers Team (CIT). Like many other companies, the Authority recognises the work culture's impact on staff and its ability to promote desired values and behaviours. I was invited to join CIT from its inception in 2018 and I continue to be an active member today. I am focused on crafting meaningful experiences for my colleagues that align with the Authority’s values, particularly the ‘We Engage’ statement (i.e., We Engage our colleagues and provide fulfilling workplace experiences so that they can grow and succeed). CIT is a voluntary, cross-functional, diverse working group of the Authority which supports the BMA Management Advisory Committee (MAC) members in its role to adopt and embrace the Authority’s Aspirational Culture. 

What roles have you held at the BMA, and how long did it take to become a manager?

Upon completing the GTP in 2015, I was promoted to Senior Analyst on the Long-Term Team in the Supervision (Insurance) Department (ISD). I then transferred to another team within ISD – Analytics and Infrastructure, the predecessor of Data Science and Artificial Intelligence Department (DSAI), in 2016 and was promoted to the role of Senior Officer in August 2018. My responsibilities on this team included creating training and learning opportunities for the members of ISD and related departments. While I was not a formal manager, I had to perform a needs analysis for the Department, develop opportunities for staff to demonstrate competence and orient staff on elements of the BSCR, insurance supervision and operations at the BMA.  An opportunity to work alongside the Insurance Innovation team presented itself when the insurance regulatory sandbox and innovation hub frameworks came online. I joined the Team officially in January 2020 and was promoted to Principal in April 2023. 

How have you applied what you learned from your manager to how you manage your team today?

One of the things that I value most about working at the BMA is the opportunity to learn from different managers. I have observed how they lead their teams, communicate their vision and handle challenges. I have learned something from every manager I have encountered, even managers who were not directly supervising me because I could see how their teams operate under their leadership. There are four approaches that come to mind when I think about what I have learned from other managers that I apply to my management style:

1. Being intentional: I try to be clear about what I expect from my team members, what the goals and objectives of our projects are and how I will support them along the way. I also try to align their tasks with their interests and strengths, as well as the needs of the organisation
2. Publicly celebrating team members: I think it is important to recognise and appreciate the contributions of each team member, especially when they go above and beyond their duties. I make sure to acknowledge their achievements verbally as well as in writing (so they can refer back if they ever need inspiration), and also share feedback from other stakeholders who appreciate their work
3. Putting my staff’s names forward when opportunities arise: I believe that one of my roles as a manager is to help my team grow and develop their skills and careers. I look for opportunities for them to take on new challenges, learn new things and showcase their talents. I truly appreciate the opportunities that my managers put me forward for, and I seek to ‘pay it forward’ with my own team members.
4. Trusting my staff: I trust that my team members are capable, competent and committed to doing their best. I give them autonomy and flexibility to manage their own work while providing guidance and feedback when needed. I also trust them to come to me with any issues or concerns that they may have, and I try to create a safe and supportive environment for them to do so.

What transferable skills have prepared you to manage your team?

I wish to highlight three skills: communication, problem-solving and leadership. I honed these skills when I was in a junior role and then parlayed them into leading teams, such as when I was Chair of various committees within the BMA including the Entertainment Committee, the Chair of the Senior Analysts Peer Group (ISD), and Chair of the Principal and Senior Officers Peer Group (ISD). Now, as a manager, I am more cognisant of these skills when leading my immediate team members because I have a direct, tangible influence on their experience and career progress.

1. Communication: I have developed strong communication skills through various roles and projects, both as a leader and a team member. I can communicate clearly and effectively with different audiences, using different modes and channels. I can also listen actively and empathetically to understand the needs and perspectives of others. I use these skills to communicate the vision, goals, expectations and feedback to my team, as well as to collaborate and coordinate with other stakeholders.
2. Problem-solving: I have honed my problem-solving skills by tackling complex and diverse challenges in various domains and contexts. I can apply analytical thinking, creativity and innovation to find effective and efficient solutions. While at the Authority, I have facilitated numerous workshops and participated in countless meetings where this skill is critical to success. I can also adapt to changing situations and cope with uncertainty and ambiguity. I use these skills to help my team overcome any obstacles or difficulties that they may encounter, as well as to support them in finding their own solutions.
3. Leadership: I have demonstrated leadership skills by initiating, planning and executing various initiatives and projects, both individually and with others. I can set and align the vision, mission, and goals for my team and motivate and inspire them to achieve them. In my current role, I delegate tasks and responsibilities appropriately and empower my team members to take ownership and initiative. I use these skills to lead my team with confidence and integrity, and to foster a culture of excellence and collaboration.

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