Interview with Ivonne Ulbrich on leadership, courage, and the future of IT
The future of IT is not determined by technology alone. It is the people who take responsibility.
On International Women's Day, we at NAVAX Software talk to women about their path into IT, about leadership, and about the future of our industry. We started with Ivonne Ulbrich, Manager of Software Development.
What does it mean today to work in IT as a woman and take on a leadership role? What changes does the industry need, and what can we ourselves contribute?
On International Women's Day, we talk to women at NAVAX Software about their personal journeys, their experiences, and their vision for the future.
Ivonne Ulbrich, Software Development Manager, kicks things off. In our conversation, she explains why she consciously traded security for growth, why leadership means trust above all else to her, and why AI is set to fundamentally change the world of work. At the same time, she speaks openly about what has already improved for women in IT and where there is still room for improvement.
A conversation about courage, mindset, and the power of diversity.
The path to IT, between logic and passion
Dear Ivonne, you joined NAVAX as Manager of Software Development in February 2022. What originally fascinated you about IT and what keeps you in the industry today?
My path to IT actually began with a love of logic puzzles. Even in computer science classes, I was fascinated by how mathematics and logical thinking could be used to solve complex problems. After graduating from high school, studying was therefore the logical next step.
What still excites me today is the dynamic nature of the field—there's never a dull moment. Every day, new possibilities arise that were unthinkable yesterday. It's incredibly exciting to work in a field whose developments have a lasting impact on our everyday lives and social interactions.
Bold decisions and defining turning points
When you look back on your career path, was there a step that was particularly courageous or decisive?
Looking back, there were two decisive moments: one required courage, the other set the direction.
After 16 years in a secure management position, taking the plunge to join NAVAX was often described by outsiders as courageous. In fact, it was a conscious decision to trade security for new growth.
However, the introduction of agile working methods almost 15 years ago was a turning point for me much earlier on. It fundamentally changed my understanding of leadership: away from rigid hierarchies and toward a people-centered view of teams. This mindset shift continues to shape my work to this day.
Changing work culture
How would you describe the work culture at NAVAX Software?
Our work culture is undergoing a positive change toward a stronger employee focus. It's no longer just about bare figures, but also about the people behind them. This development creates space for responsibility, trust, and genuine collaboration.
Was there a moment in your career that you are particularly proud of?
My proudest moment was when I left my old company: seeing how many colleagues and companions wanted to say goodbye in person and receiving special gifts from my colleagues was a great affirmation of my work. The fact that many of these contacts still exist today shows me that I did a lot of things right.
Leadership means trust
What was the most important learning curve for you on your way to a leadership role?
The most important learning curve for me was realizing that leadership is not a standard recipe. Every person is unique and needs to be addressed individually. This requires a high degree of self-reflection. I had to learn to constantly question my own actions and adapt. However, this process is not complete for me. I still see myself as a learner today and take new inspiration from working with the team every day.
What does leadership mean to you?
My understanding of leadership is based on two pillars: trust and individual development. I invest as much time as possible in really getting to know my team so that I can lead according to the situation.
My nature is more harmony-oriented, which helps me to moderate conflicts at an early stage and promote positive team dynamics. In the IT industry, I have found that it is precisely this human component that is often the key to mastering complex technical challenges together.
How do you know that you are doing a good job as a manager?
The growth of my team. When potential turns into real performance and employees take on positions they wouldn't have thought themselves capable of at the beginning. And also when I gradually make myself 'superfluous' because my employees become more competent and confident.
Professional excellence or team culture—which is more important to you?
I see it as a combination of both: professional excellence ensures the quality of our work, while team culture ensures speed and resilience. Without knowledge, the result suffers; without culture, motivation and communication suffer.
Women in IT: Progress and challenges
How do you perceive the role of women in IT today?
A lot has changed since I started my career 20 years ago. Back then, I was one of only four women in my degree program and had to put up with comments that women were less suited to the field. This way of thinking has largely disappeared today.
Nevertheless, I feel that women in IT often still have to work for a "visibility bonus." Since we are still greatly outnumbered, there is often a feeling that we have to work twice as hard to earn the same respect as our male colleagues.
Have there been situations where you have particularly noticed that the IT industry is still male-dominated?
Of course, the imbalance becomes particularly clear when you are the only woman at the table. However, I see this more as a structural issue in the industry and less as a personal obstacle. I deal with it quite naturally—there are occasional differences in approach between the sexes, but on a professional level, I have always found working together to be excellent.
What has helped you personally to develop professionally and career-wise?
My driving force is my personal ambition to always find the best solution. But the people around me have also been crucial to my career path—colleagues and supervisors who challenged and encouraged me and believed in me.
In your opinion, what strengths do women particularly often bring to IT teams?
I am convinced that diversity in general is a key success factor for teams. Women often bring strong communication skills and a high level of empathy to the table, which improves collaboration. In addition, women often excel at structured working methods and holistic problem-solving skills.
When different perspectives come together, there are fewer blind spots in software development. This increases the quality of the products and helps to break down entrenched patterns of thinking with new perspectives.
Do you feel that diversity changes the way teams solve problems?
Yes, definitely.
What else needs to change in the industry to get more women into IT and keep them there?
We need to tackle the problem at its root. IT shares the fate of all STEM professions in this regard: the foundation is laid in education and at school. If we want women to go into IT, we need to spark interest in girls, remove their reservations, and guarantee unbiased support from the education system. In my experience, staying in the field is then no longer a problem.
Between technology and responsibility
How do you create an environment in your team where people can take responsibility and develop themselves further?
By not just demanding responsibility, but enabling it through trust. I support my team with positive encouragement and give them the patience and security they need to surpass themselves.
What challenges does combining technical and organizational responsibility entail?
People who are technically savvy tend to want to solve problems themselves (especially when there's a crisis). The challenge is accepting that the team will make technical decisions that you might have solved differently yourself. If you intervene too often, you become a micromanager and slow down the team's development. If you stay out of it too much, you lose the technical overview.
What advice would you give to women who aspire to leadership roles in IT?
Firstly, build your self-confidence and take the plunge.
Second, take the initiative. Leadership positions in IT are rarely offered to you; you have to actively pursue them. My advice is therefore to openly articulate your desire for responsibility and actively take the space for your own career.
AI and the working world of tomorrow
What changes in the IT world do you find particularly exciting at the moment?
For me, the most exciting topic is the symbiosis of AI and the future of everyday working life, but also society in general. We are approaching the end of 'hard work'. AI is taking over the background noise, allowing us humans to focus again on strategic thinking, empathy, and complex problem solving.
In your opinion, which skills will become increasingly important for IT teams in the future?
Skills in the field of AI, because AI will not replace skilled workers, but skilled workers who master AI will replace those who do not.
In addition, synergy within the team will be crucial, especially an open culture of collaboration and an environment that actively encourages creativity.
The world of work in five to ten years: what should definitely have improved by then?
If you think about current trends consistently, there are three areas:
Radical flexibility with regard to compulsory attendance and individual life stages,
Symbiosis between humans and AI,
Mental health and meaning.
Personal inspiration
Was there a person who particularly supported or inspired you on your journey?
I have been fortunate to have people by my side who believed in me at every stage of my life. This has been a recurring theme throughout my life. Every day, I learn from people who approach things differently than I do.
Was there any advice you received early in your career that has stayed with you to this day?
The most valuable advice I received in my career was: Respond to conflicts with closeness. In other words, when conflicts arise, take a step toward the person instead of away from them. This strategy transforms confrontation into cooperation.
What motivates you on difficult workdays?
It's the people around me. A quick word of encouragement or a chat with colleagues helps me, as does the positive dynamic within the team.
How do you know after a day at work that "today was a good day"?
For me, it's a success when I leave the office with a smile on my face. That feeling of floating home shows me that the teamwork was harmonious and the results were just right.
What advice would you give your younger self at the beginning of your career?
Leadership always starts with yourself. In the euphoria of starting your career, you often forget that your own resilience and clarity are the foundation for the team. I would invest in self-reflection and systematic self-coaching earlier on. Only when I know my own drivers and limits and am mentally and physically well can I be the compass that others need.
What does International Women's Day mean to you personally?
I gladly accept the congratulations, but actually my wish is different—that women worldwide receive the same appreciation every day. A single day on the calendar is nice, but it doesn't replace the respect in everyday life that really matters.
Dear Ivonne, thank you very much for this interview.
