Dawn Nigro sat down for an interview with Claudia Pimentel to discuss her leadership approach as General Manager at Epiroc Canada.
Throughout your career, you’ve successfully led companies across diverse sectors. What do you consider the most valuable lesson you've learned from this range of experiences?
If there’s one lesson that stands above the rest, it’s that true success comes from building a strong, highly functioning team—not just relying on high-performing individuals. Early in my career, I learned the importance of humility and curiosity. You don’t have to have all the answers yourself; in fact, it’s far more powerful to ask questions and listen to your team. I recall my first week at an engineering firm, standing in front of about 40 of my team members at one of our offices. A very long tenured and visibly sceptical employee in the survey practice asked me “how are you going to fix this business, you’re not even a surveyor”. I responded by saying “wouldn’t it be terribly presumptuous of me to tell you how I am going to “fix” things, when I haven’t yet talked to our team, our partners, and our customers”. That moment reinforced with me the need to pause, ask the team for their insights, and rely on their collective expertise. You still must use your judgement, of course, but bringing the team and their input along for the journey leads to better and more sustainable outcomes.
You transitioned from chemical engineering to business leadership. What skills from your engineering background have been most valuable in your executive roles?
My engineering background gave me a foundation in critical thinking that I use every day, whether I’m tackling technical, financial, or personnel challenges. Engineering teaches you to break down complex problems and approach them logically—even when the situation is ambiguous or emotionally charged. In leadership, there are often no clear answers, especially when it comes to people or politics. I try to treat these situations like puzzles, piecing together the best solution rather than jumping to the most seemingly obvious one.
But I’ve also learned that leadership isn’t a solo endeavour. You’re only as strong as your team, and having the right partners—especially in finance and HR—is essential. The business must make money, and you need people who are not only experts in their fields, but who also care about the effectiveness of the organization as a whole. Holding onto the wrong partner, whether for short term financial reasons or because you want to feel “100% sure” it’s the right choice, can have real consequences. Surrounding yourself with strong, trusted colleagues who are comfortable challenging you is just as important as any technical skill.
What has been one of the most complex challenges you’ve faced as a woman in senior leadership, and how did you overcome it?
Navigating leadership as a woman often means facing scepticism or being underestimated. I’ve learned to focus on building credibility through results and by supporting others—especially those who might be overlooked. For example, while working in North Carolina, I saw potential in a young woman who didn’t fit the typical management mold. Giving her a chance changed the trajectory of her career, and years later, she reached out to thank me. These moments remind me that leadership is about opening doors for others and creating opportunities for growth.
You’ve led socially impactful initiatives, such as modular housing solutions to address homelessness. What challenges did you encounter in balancing social impact with financial sustainability?
People tend to focus on what they’re measured on, so aligning social impact with financial incentives is crucial. Sometimes, despite your best efforts, things don’t work out—and that’s okay. Failure is part of the journey, and each setback is a lesson. The key is to understand what your team and stakeholders care about, and to connect social goals to business outcomes. It’s not always easy, but it’s always worth trying.
As the General Manager at Epiroc, what short- and medium-term strategic goals have you set for the company?
Our focus is on sustainable, profitable growth. We’re fortunate to have a wealth of expertise and many long-tenured employees, but that also means we need to think about succession—how to attract and develop the next generation of talent. Diversity is a priority for us, and it goes beyond gender; we seek people with different backgrounds and strengths because that’s what makes teams more creative and successful. Innovation is at the heart of what we do, and as someone who’s always been a bit of a “nerd,” I love seeing how new ideas drive our business forward. We want to grow as a company while embracing sustainability from an environmental perspective.
What kind of professional legacy would you like to leave in the organizations you lead?
For me, legacy isn’t about personal recognition—it’s about the impact you have on people and the community. I’m proudest of the employees I’ve supported who have gone on to achieve great things. Sometimes, it’s about seeing potential where others might not. I remember working with a colleague who faced some challenges, but I could see how smart and capable they were. By giving this person, who was neurodiverse, a chance in a management role, I watched them grow and continue to advance in their career. Those are the moments that matter most to me—helping someone realize their own potential and watching them succeed. Whether it was giving someone their first management opportunity or helping a team member see what they’re truly capable of, I want people to feel better about themselves and to do well because of the environment we created together.
Many women aspire to hold leadership roles like yours. What practical advice would you give them—especially those coming from technical fields like engineering?
Take the risk! Don’t be afraid to step forward, even if you don’t feel 100% ready. I often see women hesitate unless they feel fully qualified, while men are more likely to put themselves forward even if they don’t check every box. I recall listening to a radio show where the male host admitted that when he applied for his role, he didn’t know how to do everything in the job description, but he was very comfortable with that. Meanwhile, the female host had all the qualifications yet still felt insecure, to the point of questioning whether some of her prior experience really happened. It struck me how often women are more afraid of failure, even when they’re more than capable. The truth is, those who experience imposter syndrome usually have all the skills they need. Find a mentor outside your direct reporting line—someone impartial who can help you see things from a different perspective. And remember, it’s okay to feel uncertain; that’s often a sign you’re growing.
How have you built diverse and motivated teams in traditionally male-dominated industries? What role does organizational culture play in that process?
Building diverse and motivated teams starts with understanding and valuing the different ways people communicate and connect. I’ve noticed, for example, that women often “lean in” when a tough conversation is needed—they’re willing to engage directly and openly, sitting across from one another. Conversely, I have observed that men may sometimes find it more difficult to express themselves candidly in direct face-to-face settings. I have found that arranging discussions in a more relaxed environment—such as sitting side by side rather than across from one another—can encourage greater openness and honesty. These subtle differences matter, and recognizing them helps create an environment where everyone feels comfortable bringing their whole selves to work.
When I’m hiring, I look for diversity in every sense—if all the resumes look the same, I ask for more variety. The questions we ask in interviews matter, too; it’s important to have an enlightened HR partner who can help identify and reduce unintentional bias. Organizational culture is everything. If there’s no flexibility or recognition of the importance of diversity, you can’t build it. You learn about a company’s culture not by asking directly, but by observing how people are recognized and how open they are to change. Understanding how different team members like to be approached and creating an environment where everyone feels valued is key to building high-performing teams.
You actively participate on boards with a focus on ESG. How do you see the role of business leadership in building a more sustainable and equitable future?
Business leaders hold a significant responsibility—and a unique opportunity—to advance sustainability and equity. In many respects, the private sector can influence Environmental, Social, and Governance (ESG) outcomes as much as, if not more than, government institutions. Over time, financial and sustainability goals will converge, and the most sustainable options will also be the most financially viable.
Building diverse, high-functioning teams isn’t just the right thing to do; it leads to better business results. I’m sure we’ve all heard the statistics that back this up. I’ve found that understanding, identifying and minimizing unconscious bias within a team and its processes is much more effective than setting specific numerical targets. It helps level the playing field.
How important has mentoring been in your career, and what role have you played in supporting the development of other women leaders?
Mentoring has been crucial for my growth. Having someone outside your direct reporting line to bounce ideas off can make all the difference. I wish I had sought out mentors earlier in my career. Mentorship isn’t just about giving advice—it’s a two-way street. I’ve learned so much from those I’ve mentored, whether it’s about different parts of the business or new perspectives on culture. Supporting other leaders is something I’m passionate about, and I believe it’s essential for building the next generation of leadership.
One of the most important lessons I’ve learned is that being technically right isn’t always enough. Early in my career, I sometimes believed that if I had the correct answer, that should be all that mattered. But organizations are made up of people, and people bring perspectives, relationships, and—yes—politics. There were times when I was technically right but politically wrong, and it held me back. It’s very easy for technical professionals to fall into the trap of thinking, “This is right, so this is what we should do.” But if you don’t recognize the dynamics at play, you might find yourself on the sidelines, even with the best solution. Understanding and navigating these dynamics is part of leadership. If you don’t recognize that politics exist within organizations, you may find yourself missing out on opportunities to make a meaningful impact.
