In the economically diverse regions of the Caribbean and Central America, Jenny Ramautarsing has distinguished herself as a leading force in community development and economic sustainability. Equipped with a sharp intellect and commitment, her career trajectory has significantly influenced these regions.
In her early professional years, Jenny operated in some of the world’s most economically challenged areas. Amidst daily adversities and the stark realities faced by disadvantaged communities, her acute observational skills came to the fore.
She swiftly identified a critical issue: despite substantial investments in community development projects aimed at sustaining livelihoods, these initiatives often underperformed due to inadequate management. The potential for impactful change was substantial, but the absence of effective oversight impeded success.
The 2008 financial crisis was a pivotal moment that further ignited Jenny’s resolve to develop sustainable solutions for the vulnerable regions of the Caribbean and Central America. SMEs in these areas were notably affected, and Jenny observed the immense struggles faced by these smaller economies in a disrupted labor market. Her response to this crisis showcased her ability to tackle major challenges head-on.
As Jenny’s career advanced and she joined Grow Develop Mesaure (GDM) Management Consulting, she assumed the role of Principal Consultant for North America, South America, and the Caribbean. In this capacity, she began to realize her vision for regional economic resilience. One of her most notable initiatives involved introducing a sustainable lifestyle concept to the Caribbean, where the focus was on preventive health by introducing a balanced lifestyle that embraced mental health, nutrition and physical well-being.
While this was not a new concept globally, it was groundbreaking for this region. As this opened the region up to awareness to mental health more by tackling mobisity and contributed to groundbreaking policy changes, association of health initiatives and vocational education in preventive health. This pioneering initiative underscored her ability to localize global solutions, demonstrating how innovative thinking and adaptability could transform markets and bolster economic resilience.
Jenny has established herself as a prime example of how strategic leadership can drive substantial improvement. Her evolution from identifying management gaps to implementing economic resilience strategies has positioned her as a respected figure in community development. Her leadership continues to inspire and influence, demonstrating that with intelligence, dedication, and innovative thinking, enduring positive change is both achievable and inevitable.
Let us explore her journey:
The Journey of Jenny
Jenny was born and raised in Suriname, a Caribbean country, where her journey into the mining sector began at a very young age. At the age of 19 or 20, she entered the mining industry, armed with her studies in mining technology. Her early years were marked by a significant milestone when, at 21, she became the first female expat for her company, taking on an assignment in Chile during a turbulent period in the mining industry. At that time, concepts like sustainable development and community development were scarcely discussed.
In South America, Jenny’s employer faced severe community issues, prompting them to seek volunteers among young engineers to help address these challenges. This opportunity marked Jenny’s foray into sustainable development. Working in some of the most economically challenging regions around the world, she quickly noticed that many community development projects, despite substantial investments, were poorly managed. This mismanagement led to lower success rates in sustaining these projects, which deeply concerned her.
Recognizing the need for better financial management in sustainable development, Jenny decided to further her education and specialize in finance. This decision was pivotal in shaping her 25-year career, during which she continuously advocated for more effective and sustainable approaches to community development.
Jenny’s journey in the male-dominated mining industry was far from easy. Starting at a young age, she faced numerous challenges and had to find her place in an environment that was not always welcoming. Despite initially lacking life skills, she had a strong voice and firm opinions about what was right for the communities she worked in. She believed that these communities needed a voice and deserved more than superficial community development projects aimed at good publicity.
Sitting across male-dominated boards, Jenny often had to justify budgets and investments for sustaining livelihoods in the communities. This required immense emotional balance and the ability to present her case convincingly, often facing rejection. As a young woman in the industry, she had to learn to separate her emotions and focus on the job, developing resilience and the ability to handle rejection.
Jenny’s time in the field was equally challenging. Working alongside predominantly male co-workers, she faced bullying and harassment, including instances where her equipment was tampered with, and her company vehicle was vandalized. Despite these adversities, Jenny’s experiences built her resilience and thickened her skin, helping her become a stronger professional and a determined advocate for sustainable development.
Transforming a Legacy
Mines Services Suriname N.V. had been around for about 20 years, starting as a one-man operation focusing on manufacturing and lifting equipment and materials. The company’s niche product line helped it carve out a unique space in the market. However, like many small and medium-sized enterprises (SMEs), it struggled significantly after the 2008 financial crisis. The economic downturn hit smaller economies, particularly in the Caribbean and Central America, hard. Many SMEs found it challenging to regain their footing and reset for growth in the aftermath of the crisis.
About five years ago, the CEO approached Jenny with a daunting request. The company was financially struggling, and despite its niche in the market, it was on the brink of collapse. Personal assets were heavily invested to keep the company afloat. Jenny, already established as a consultant in the Caribbean, Central America, and Australia with her firm GDM Management Consulting, was tasked with transforming the company and steering it out of its financial troubles.
The initial goal was to get the company out of default. Jenny put together a comprehensive transformation plan and, over four years, executed it meticulously. By December 2022, the company was no longer in default and had achieved its first profit in five years, a remarkable 22% profit margin after years of financial struggle.
This successful turnaround brought new opportunities and ambitions. The company positioned itself as a key player in the developing oil and gas sector in Suriname. The transformation opened doors to numerous opportunities, significantly enhancing the company’s market position and prospects.
After delivering the company back to profitability, Jenny also left them with a robust growth plan for the next decade. However, in the first quarter of 2023, the Board of Directors called her back, recognizing the need for her leadership to execute the growth plan.
The company, which had relied on lifting equipment as its core business for 20 years, began to diversify in sector, customer and product delivery. This diversification aimed to comprehensively meet the needs of the burgeoning oil and gas sector.
Jenny’s background in various parts of the resources industry, including petroleum, combined with her financial expertise, was instrumental in this new journey. The plan was to break up the growth into three to five years, during which the company aimed to develop six business units. Starting with a valuation of $7 million, the goal was to grow to $10 million within three to five years by creating three new business units, each with its own specialization.
The oil and gas sector was anticipated to significantly boost the company’s growth in the subsequent seven years. By the end of this period, the company’s valuation target was an ambitious $52 million, marking a substantial increase from its initial valuation. This growth plan was designed to ensure that the company not only survived but thrived as a major supplier to the industry.
Jenny’s journey from a young mining technician to a principal consultant leading a major corporate transformation is a testament to her spirit, expertise, and strategic vision. Her ability to navigate the challenges of the industry and turn around a struggling company highlights the power of innovative thinking and effective management in driving sustainable growth. She continues to illuminate paths to success, showing that with the right leadership and a clear vision, even the most troubled companies can achieve remarkable transformations.
Advancing the Offshore Oil and Gas Industry
The oil and gas industry in Suriname has a long history, primarily through the state oil company established in the early 1980s. The country has significant experience in onshore operations, including drilling, rehabilitation of wells, and managing refineries.
However, the offshore segment is a relatively new frontier for Suriname, requiring a different set of skills and knowledge. The challenge is to translate onshore expertise to offshore operations, a gap that both the nation and companies like Mines Services Suriname N.V. need to bridge.
Leveraging Regional Expertise and Partnerships
To address this gap, Mines Services Suriname N.V. has devised a strategic plan to tap into the knowledge and expertise of neighboring regions, particularly Trinidad and Brazil, both of which have extensive experience in the offshore oil and gas sector.
The company is actively pursuing joint ventures and partnerships to gain the necessary skills and knowledge. These collaborations will not only enhance Mines Services’ capabilities but also contribute to Suriname’s broader national effort to develop its offshore industry.
Building Local Talent and Capacity
Jenny is leading efforts to develop local talent through partnerships with educational institutions. One notable project is an associate degree program in entrepreneurship developed in collaboration with the University of Applied Science.
This program aims to build a talent pool that can meet the specific needs of the offshore industry. By focusing on developing a few specialized services and training local talent, Mines Services Suriname N.V. intends to provide sustainable and high-quality support to the oil and gas sector.
Corporate Social Responsibility and Sustainability
Sustainability and corporate social responsibility (CSR) are central to Mines Services’ growth strategy. The company has engaged employees in developing CSR initiatives that resonate with their values. This approach ensures that CSR efforts are meaningful and representative of the entire organization.
Social Initiatives
- Animal Welfare: Recognizing employees’ passion for animals, Mines Services supports animal welfare projects.
- Support for the Elderly: The company engages in programs that assist the elderly, including volunteering efforts by employees to help with maintenance and care activities.
Environmental Initiatives
Mines Services Suriname N.V. is conscious of its operations’ environmental impact and is committed to minimizing damage. The company focuses on sustainable practices, including modern technologies and systems that reduce environmental harm.
Circular Economy and Recycling Initiatives
A notable initiative is the creation of CAPACI, a company that manufactures waterproof bags from leftover materials such as polypropylene tarpaulin. This project aims to recycle waste materials into durable, practical products, contributing to a circular economy within the business. CAPACI has been successful and popular, demonstrating Mines Services’ commitment to sustainability and innovation.
Future Vision: A Sustainable and Ethical Workplace
Jenny emphasizes the importance of creating a work environment that reflects modern values, such as ethics, integrity, safety, and inclusivity. This approach not only aligns with the expectations of the younger workforce but also supports the company’s transition from a small-medium enterprise to a large corporation. By integrating sustainability and ethical practices into its core operations, Mines Services aims to build a resilient and reputable company for the future.
Leadership Strategies and Employee Engagement
Jenny has successfully led Mines Services through a significant transformation by incorporating sustainability and corporate social responsibility (CSR) into the company’s core business strategies.
This approach has added value across different layers of the organization, fostering a culture that aligns with modern values and expectations. Here, Jenny shares insights into her leadership strategies that aim to keep employees innovative and committed.
Inclusive Leadership
Jenny’s leadership style is highly inclusive. She believes in spending one-on-one time with employees, both during and after work hours, to ensure they feel heard and valued.
Despite her busy schedule, she makes it a priority to address their concerns and take actionable steps based on their feedback. This inclusive approach helps prevent small issues from escalating and ensures that employees feel their voices matter.
Transparent Communication
Communication is a cornerstone of Jenny’s leadership. She practices and encourages transparency among her peers and employees. Coming from a male-dominated environment, she has developed strategies to foster open and transparent communication, especially among her male colleagues.
Jenny emphasizes the importance of direct, face-to-face communication over digital methods like emails or messaging apps. This approach helps build trust and ensures that everyone is on the same page.
Fostering Intuition and Trust
Jenny teaches her skilled employees that their individual experiences and approaches to tasks are unique and should not be assumed to be shared by their colleagues.
By promoting direct communication, she encourages the development of intuition and trust within the team. These elements are crucial for effective collaboration and problem-solving in a business environment.
Leading by Example
Jenny leads by example, living out the values she wants to instill in her team. Honesty, integrity, and transparent communication are principles she not only preaches but practices daily. By embodying these values, she inspires her team to adopt the same standards in their work.
Employee Engagement and CSR Initiatives
In addition to her leadership style, Jenny has implemented various CSR initiatives that resonate with employees’ values, further enhancing their commitment and engagement. This includes actively engaging through participation in CSR projects and contribution.
1. Mental and Physical Wellbeing: At Mines Services Suriname N.V., we prioritize educating and engaging our employees in both mental and physical health initiatives.
2.Acceptance and Inclusion: We actively encourage our employees to participate in social activities and sports with children who have special needs. MSS has adopted a primary school for children with special needs in the same community as where our headquarters is located
3. Environmental Sustainability: We are committed to PET recycling by separating waste in the workplace. Every two weeks, we deliver plastic bottles for recycling, contributing to a greener environment.
By integrating these CSR efforts into the company’s strategy, Jenny has created a workplace where employees feel they are part of something meaningful and impactful.
