Newsletters & Insights

On our International Women’s Day event on March 7, we had the privilege of listening to the inspiring Dorothy Hildebrandt as she talked about the experiences of women in leadership. Ms. Hildebrandt, Global Senior Director of Corporate Procurement at Hilton, shared insights into leadership in Sweden and the United States, recounted her leadership journey and learnings, and discussed work-life balance. It was a successful evening, and below you can read some words from Dorothy Hildebrandt about women in her industry and leadership. 
 
In your experience, how has the landscape for women evolved in the field of public procurement, or management as a whole? Are there specific initiatives or changes you've witnessed that have positively impacted the role of women in your industry?   
 
Prior to Hilton, many of the examples of senior-most leaders within consulting and procurement were significantly more men than women in numbers, whereas at Hilton, my department president and my direct boss are both women.  I think seeing the numbers of women to men in leadership change across procurement and in management across my career has positively impacted me – seeing more senior-level women who have similar identities as me (woman, spouse, mother) has instilled the belief that I, too, can get there while not compromising who I am at my core. Is it hard each day?  Yes, it’s a lot of hours, scheduling, communication, and a whole support network, particularly with regard to childcare – but I tell myself each day forward is progress and I challenge myself to do even better the next day. 
 
I think much of the change has come from more conversations around the lack of women in leadership and diversity in leadership that made people more aware of it and wanting to change that narrative.  While I think we still have a long way to go with gender parity, I like to think that each step up in leadership in my generation/age group will help the next year and the generation behind me.   
  
As a woman in a leadership role in your industry, what advice would you give to other women aspiring to enter and succeed in similar positions?   
 
Be open to learning at all times: I have learned as many lessons as I could from everyone I worked with and worked for, regardless of gender, and I think it afforded me the ability to develop relationships that fostered mentors and champions in my career. It also allowed me to say “That’s something I should learn or work towards” whereas maybe that other behavior I’d never want to do based on how it left me feeling. Those lessons combined developed expertise and confidence in my abilities.  
 
Be open to taking calculated risks:  Prior to Hilton, I was a specialist in telecom and IT-related services and would present at conferences and negotiate leading tech deals. Hilton had a role to do just that, and I was the last of two – but the other person was offered the role and not me.  I was a bit heartbroken.  A few months passed and after seeing my value, Hilton offered another role: the opportunity to lead procurement – but everything except technology. If I took the risk, I would either succeed or fail. But I knew with my foundation in technology coupled with my love of learning that I could take the risk and do this. It’s hard work and effort to make sure that I – and my team – are always providing value each day, and then it’s so rewarding to see what we can accomplish together. Had I not taken calculated risks across my career, I know I would not be here today. 
 

We met Kevin Boland, Director of Corporate Affairs at SAAB Inc, a Swedish-owned company with a unique presence in the U.S., to discuss their perspective on Sweden getting closer to potential NATO membership. From emphasizing collaborative strengths to discussing their diverse contributions in the defense sector, SAAB shares its role and aspirations. The interview delves into shared values, ongoing expansion, and the company's appeal for exploring opportunities, providing insight into SAAB's presence in the landscape of global defense. 

Sweden is one step closer to getting their NATO membership. How does a potential membership affect you as a Swedish company in the defense industry? 

Thank you for the opportunity to discuss this with you. SAAB is a unique company in the U.S. as it is Swedish-owned but also fully American. SAAB Inc., which operates under a special security agreement, is a separate entity. It has American personnel working on defense products tailored to U.S. needs, and Sweden's recent NATO membership enhances U.S. security. Sweden has many capabilities that contribute positively to the alliance, which aligns with SAAB Inc.'s growing business in the States. For instance, SAAB radars made in Gothenburg are similar to those produced in Syracuse for the U.S. Navy, including the USS Eisenhower carrier's new radar. The collaboration between our countries showcases the strong ties between our nations. Our shared values such as individual freedom, democracy, and a commitment to genuine defense make working with Sweden seamless. The natural and longstanding friendship is evident in the collaboration between Swedish and American engineers creating high-quality equipment for deployment globally. The strong connection between our nations provides a solid basis for Sweden's NATO membership, reinforcing our bilateral relationship. This step is expected to enhance the defense industry in both countries, building upon recent positive advancements like defense security agreements and high-level visits. 

What are SAAB's strengths in the defense sector? 

Working at SAAB is an exciting experience as we are involved in multiple aspects of the defense sector. For example, we specialize in the production of submarines designed for the Swedish Navy, which are ideally suited for operations in the Baltic region, providing a significant asset to the NATO alliance. Our Gripen fighters train together with allies such as F16 and Typhoons, demonstrating our collaborative efforts in defense. SAAB-made products have demonstrated their reliability and effectiveness in various global defense scenarios, highlighting their contribution to international security. The strong demand for various ammunition types from the U.S. positions us to contribute, benefiting both American workers and Swedish companies while enhancing overall security. This collaboration illustrates the mutually beneficial nature of our relationship. 

How does the U.S. view Sweden's progress toward NATO membership and its impact on perceptions of Sweden's defense capabilities? 

From a U.S. perspective, the prolonged process of Sweden nearing NATO membership has provided ample opportunities to deeply explore the country's capabilities and strengths. Sweden's progress has allowed frequent analysis by news outlets, drawing attention to the nation's strengths and potential as a great partner. Such constant attention highlights Sweden as an excellent and evolving partner, showcasing its capabilities and potential contributions. The label "made in Sweden" carries a reputation for quality and robust engineering, which is a valuable asset. 

Are there lesser-known aspects of SAAB's growth strategy or unique product qualities that you'd like to highlight in discussions about the company's expansion in the U.S. defense industry? 

We have set our sights on becoming a significant player in the U.S. defense industry, despite not being on par with the top U.S. primes at present. Our objective is to be as vital as any other company in the country, contributing fully to the industrial defense base. Although our exceptional products may not be widely known, they are highly valued by our customers. We are actively hiring and expanding across our nine U.S. locations to meet growing demands. I would like to invite you to explore opportunities with us and be a part of our exciting journey. 

Dorothy Hildebrandt is the global Senior Director of Corporate Procurement at Hilton. She has a career spanning management consulting and legal and business transformation within procurement and supply chain. Dorothy has been an individual member of SACC-DC for over 11 years, is currently a Member of the Board, and is now also stepping into the role of Chair of the Program Committee. She is looking forward to the opportunity to provide more broad support through this role.

Please tell us a little bit about yourself and your position at Hilton.
  
I grew up on Long Island, NY, moved to Washington D.C. for university, and have been based there since. I aspired to become a lawyer originally. I became a paralegal and learned that I enjoy business and contract negotiation. That led to a career in technology management consulting, specializing in procurement and supply chain. I worked at TechCaliber Consulting and Accenture before I was fortunate to land at Hilton Corporate in 2019. 
 
At Hilton, I have the honor of leading the teams that support Hilton centralized business functions in their purchasing and supplier contracting, supplier payments, and sourcing execution. We collectively help to connect over 7,200 Hilton properties in 123+ countries with the systems and services that drive their operations, solve challenges, and create efficiencies to achieve our mutual goals around sustainability and responsible sourcing. 
   
I also work on initiatives that seek to expand Hilton Supply Management’s reach and scope within our global group purchasing organization. For those not familiar with Hilton Supply Management (HSM), HSM is the world’s leading hospitality procurement, logistics, and end-to-end supply chain provider, servicing Hilton’s properties globally plus thousands of global independently-managed hospitality properties and businesses that translate into better deals for us and our suppliers. We have a strong scale that continues to grow our negotiating power.  
 
With less business, as well as leisure travel, how does your industry, and Hilton, adapt to future challenges?  

By contrast, we’ve seen travel and development pick up considerably in 2023. I would say in general Hilton has incredible teams who monitor the hospitality market closely to adapt to future changes. We have a lot of exciting things coming up in 2024 after launching two new brands in 2023, so I encourage you to watch this space.   
  
Could you share a specific challenge you encountered in your role, and what were the key lessons you learned from overcoming it?  

I would say that our team’s primary challenge in any season, however, is keeping pace with the rapid speed of business while always operating with integrity and offering our stakeholders a personalized touch. Hospitality and procurement are both incredibly complex, fast-moving industries, and our team has a sizable remit and responsibility, managing over $1B in corporate spending and increasing. In an effort to keep Hilton competitive while scaling responsibly, we focus on seeking the greatest areas of opportunity to support our strategic initiatives while continuing to safeguard our partnering properties and the Hilton enterprise in every contracting process.  
  
I understand you have connections to Sweden. Could you tell us about your experiences or relationships with Sweden?  

Yes, my grandparents came over from Sweden on my father’s side, while my mother’s side of the family is Italian. They came to the United States from Örebro and brought with them many books, – some dating back to the 1700s – photographs, and letters that we’ve kept and that my children now love to look at. I speak some Swedish and took 2 years of Swedish classes, yet I am still shy to practice. SACC-DC encourages me to keep it up! A proud connection back to Sweden is that my grandfather’s cousin, Philip, started Nederman AB, which is my maiden name and now part of my middle name. My aunt has a few mementos from when it started.