Meet the Next Gen Builder: Adriana Gil Miner, CMO Iterable

Trigger warning: The episode and this post references a mass shooting/casualty event.

Ever wonder how top leaders handle those make-or-break moments? In the latest episode of Next Gen Builders, Francois Ajenstat delves into crisis management with Adriana Gil Miner, the Chief Marketing and Strategy Officer at Iterable, the AI-powered customer communications platform.

Francois and Adri worked together at Tableau, and one thing he has always admired about his former colleague? Her ability to remain calm through the highs and lows.

"It doesn't matter what kind of pressure you're under, whether it's your own, your team's, or your business's, it just seems like you're able to deal with it in a very calm and logical way," he says to Adri.

Adri has navigated corporate challenges big and small in her roles at leading major US tech companies like Artefact, Iterable, Qumulo, and Tableau. Francois sat down with her to explore her stories and gain insights into why some leaders excel in crisis situations, how she navigates her teams through turbulent times, and get her advice on the best way to move forward afterward.

Listen to the episode and subscribe on Apple Podcasts, Spotify, and YouTube.

The Las Vegas conference crisis

In October 2017, there was a horrific mass shooting in Las Vegas in the exact location where Tableau, Adri's company at the time, was hosting a 20,000-person conference the week prior—58 people were killed, and almost 500 others were injured.

Her team and vendors were already on-site preparing when she was alerted of an active shooter: “The first thing we needed to check was that people were OK,” she recalls.

They activated a call tree to verify the well-being of all employees and vendors on site. Once safety was confirmed, the next step was deciding whether to proceed with the event.

"We consulted with our community," Adriana explains. Discussions with the MGM staff and direct communication with their customer base were key. The feedback shaped the decision to move forward with the event.

A pivotal idea emerged: to use the event as a platform for fundraising for the victims' families. "The idea to raise money for the families came from our community," Adriana shares. This initiative transformed the event into a beacon of solidarity and support.

To honor this commitment, they restructured the conference to emphasize unity and community strength.

"I'm proud of how we responded," Adriana reflects. The unity and community spirit that emerged showcased the strength of the Tableau brand and its deep connection with its customers.

"The feeling of togetherness was a significant takeaway," Adriana notes. This experience strengthened the team bond and solidified her company’s reputation as a brand that genuinely cares about its community and stands by its values.

Is effective crisis management trainable?

It’s no secret that all leaders have to manage crises, but this isn't a muscle they’re necessarily born with. However, Adri was born into circumstances that helped her start flexing this muscle early. She grew up in Venezuela to Argentine immigrant parents, where she lived through her first coup and political unrest as a young teen.

It taught her to plan and act "as it comes.”

"The cultural background of having a lot of flexibility [has really helped me]," she says. "When things are really unstable, you have to be prepared for whatever comes. But, as long as you're really clear on where you want to get and what the outcome is—the "how" you sort of figure out."

To Adri, growing up in a country with economic and political instability made her comfortable with self-reliance and concentrating on only what she had power over.

Lessons from her experience

According to Adriana, while there's no magic formula for getting through a crisis, there are some tried-and-true strategies that can make a big difference:

1. Clarity and focus: Adriana emphasizes the importance of diagnosing problems accurately and swiftly. She advises separating facts from opinions and emotions. “When a crisis hits, the problem becomes extremely clear. Nothing else is important,” she notes. This sharp focus ensures the team addresses the real issue, directing resources and efforts toward a targeted resolution.
2. Emotional intelligence: Understanding and managing the human aspect of crises is key. Adriana highlights the importance of recognizing the emotional toll on individuals and teams. “Having a high EQ is important in a crisis. It's not just about doing the right thing, but how you do it and with whom,” she explains. Creating space for emotional processing and ensuring actions align with company values help maintain trust and cohesion during turbulent times.
3. Clear leadership: In moments of high stress, Adriana suggests shifting to a more directive leadership style to provide clear objectives and make quick decisions. “You need someone in charge who can move fast and make decisions,” she explains. Setting up a clear chain of command ensures everyone knows who the decision-makers are, which helps reduce deliberation time and ensures prompt actions. Adriana also highlights the importance of connecting actions to the company's values and being transparent about what's going on. This approach not only provides the necessary structure and authority but also maintains trust and alignment within the team during a crisis.
4. Over-communication: Adriana underscores the necessity of over-communicating during a crisis to ensure transparency and maintain team confidence. “Speed, veracity, and clarity in communication are vital,” she adds. Frequent updates prevent misinformation and align everyone with the current status and next steps. Over-communication also involves listening to feedback and addressing concerns, fostering a two-way dialogue that strengthens team cohesion and trust.
5. Prioritizing recovery: Adriana highlights the importance of taking time to recover and process after challenging events. She emphasizes creating space for emotional processing, both during and after a crisis, as essential for long-term resilience. “You need to give space for the emotions, whether they're happening at the time or after,” she says. This approach helps teams recharge and get ready for whatever comes next. By recognizing when you're in an emotional zone and making room for grief and recovery, teams can effectively move forward without staying stuck in crisis mode. As Adriana puts it, “We process, we analyze, we make space for the emotions, and then we replenish our energy to deal with whatever the next thing is.”
6. Conducting a retrospective: Analyzing what happened, identifying areas for improvement, and recognizing what went well is essential. “Every crisis is a chance to learn and bond as a team,” Adriana asserts. This process helps reinforce effective practices and pinpoint mistakes, ensuring both immediate resolution and long-term resilience. Implementing changes based on lessons learned is a key aspect of Adriana's approach to crisis management. “Crises reveal areas where we need to improve, whether it's in our processes, communication, or overall strategy,” she explains. By viewing crises in this way, organizations can build stronger, more resilient systems and teams.

The great cupcake caper: Finding humor in crisis management

Sometimes, the best way to handle a crisis is to embrace it with humor—or cupcakes, or maybe both!

When Salesforce acquires a company, it celebrates by sending cupcakes to all its new employees. During Salesforce’s acquisition of Tableau, Adriana was responsible for coordinating the cupcake delivery for Tableau employees. The first batch was scheduled for the Australia office, which operates ahead in time zones.

However, just hours before the office was set to open and the cupcakes were to be delivered, the UK government put the deal on hold. This sudden change required swift action. Adriana had to quickly meet with lawyers, track down the delivery driver using a phone number provided by the bakery, and work with two employees on-site to intercept the delivery. Imagine having multiple calls with lawyers about cupcakes! "It was ridiculous," she recalls with a laugh.

When the deal finally closed a few months later, Tableau's general counsel humorously commemorated the event by gifting Adriana and her team cupcakes. This light-hearted moment underscores the importance of humor and camaraderie in navigating crises.

When humor and cupcakes aren’t enough, Adriana finds other ways to unwind and recharge. Living in the Pacific Northwest, she enjoys hiking in the natural landscapes and has recently taken up sea kayaking, relishing the peace and adventure it offers. Dancing to her "Stress Dance" playlist, filled with salsa and merengue, also helps her release tension and maintain a healthy balance.

Tune in to Adriana’s Story

Listen to our latest Next Gen Builders episode to learn more about Adriana Gil Miner’s approach to crisis management, her personal coping strategies, and the invaluable lessons she has gleaned over her career.