Leading the Game: Carol Dann on Technology, Innovation, and Empowerment at the NHL [Speaker Spotlight]

With a career at the National Hockey League (the NHL) spanning over two decades, Carol Dann has witnessed firsthand the transformative power of technology within the sports industry. Starting as a consultant, her early experience provided a deep understanding of the NHL's dynamic culture and ongoing initiatives.

Rising through the ranks to Vice President of Information Technology, Carol Dann is now a driving force behind innovation, skillfully balancing cutting-edge advancements with the integrity of the game. In this interview, she explores the principles that guide her leadership style, the challenges of navigating the industry as a female leader, and the captivating ways technological advancements are reshaping the NHL hockey experience.

From in-game analytics that offer deeper insights for players and coaches, to personalized fan experiences that bring audiences closer to the action, Dann's work highlights the boundless possibilities at the intersection of sports and technology.

Please could you start by introducing yourself, the responsibilities that you hold as VP, Information Technology at the National Hockey League?

My name is Carol Dann, and I've been with the National Hockey League (NHL) for over two decades, initially starting as a consultant. This early experience allowed me to understand the organization's inclusive and supportive culture while grasping ongoing projects.

I was drawn to the NHL by the dynamic nature of the work and the opportunity to lead technological innovation in sports. My career began in as a developer, working across various service units, which deepened my appreciation for hockey and its community.

As Vice President of Information Technology, my daily focus is on enhancing colleague experiences through technology, fostering successful sponsorships, and expanding how we engage with fans. Over the years, the evolution of technology, such as AI and cloud computing, has significantly influenced my role.

Starting as a Senior Manager and rising to Vice President, my journey reflects the fast-paced changes in technology within the sports and media industry. We've shifted from traditional methods to advanced solutions that integrate technology directly into the game, like using analytics and sensors in equipment to improve both the viewing experience for fans and understanding the game.

The increasing complexity of my role challenges me to balance innovation with industry demands, making my work both exciting and rewarding. At the NHL, our strategic and thoughtful approach aims to benefit the game and its stakeholders continuously.

Can you describe a significant tech-driven transformation you've witnessed, within the last 5 to 10 years in the industry and how it's affected the NHL's business operations?

I'd like to discuss the innovative technology we've incorporated in our on-ice hockey equipment, specifically the sensors embedded in our pucks and Player jerseys. These enhancements may not be immediately noticeable on TV, but they play a crucial role. For instance, jerseys now have tags stitched into them, and our pucks contain six sensors that provide valuable data to our systems, enhancing our data capture capabilities.

This technology underwent numerous iterations to ensure it maintained the traditional feel and function of the game, as our priority is to enhance the game. These developments were quite revolutionary.

Additionally, our Digitally Enhanced Dasherboards , which are the League’s advanced approach to dynamic dasherboard advertising in arenas are another aspect of our advanced technology. These dasherboards can display different ads depending on the broadcast feed, significantly increasing potential revenue streams for both the teams and the League.

This capability reminds me of a system I developed long ago to manage our media inventory, including dasherboards, arena signage, and commercials.

This system integrates with our game schedule and allows us to manage advertising flights effectively, whether they are local or national, such as campaigns for Hockey Fights Cancer.

What does leadership mean to you and what are some principles that you've found universally effective in your role as an IT leader? 

Leadership, to me, is about caring for not only your direct reports but also those you influence. It involves being the kind of leader you would want to work for, showing respect, and honoring boundaries.

Effective leadership includes guiding team members to take responsibility for their actions without feeling bad about mistakes, and empowering them to improve. It's crucial to avoid crisis mode, focusing instead on how to remedy situations.

I've also found that sometimes, leadership means stepping in to help employees overcome shortcomings obstacles and to keep moving forward.

Preparation is key; ”the meeting before the meeting" helps in outlining clear actions and presenting strategic visions confidently.

Creating a diverse environment of psychological safety is essential. It encourages team members to voice ideas or questions, no matter how trivial they may seem, as these can provide valuable new perspectives.

A homogenous team where everyone agrees or fears making mistakes is less effective than one that embraces diverse viewpoints and encourages healthy debate.

Do you have a framework for determining which initiatives take precedence and how do you make those, you know, more critical build versus by decisions?

Prioritization is crucial for delivering value, second only to leadership in its importance.

Understanding what needs to come first is essential, and if it's unclear, it's necessary to ask the right questions. In the projects I manage, I maintain a clear grasp of priorities.

A useful analogy for prioritization is the method of filling a jar with stones of different sizes. The largest stones, representing the most significant tasks—whether professional or personal—must be placed first.

Smaller stones follow, and sand fills the remaining spaces. This visual helps ensure that as long as the major priorities are identified and addressed first, everything else falls into place, ensuring value is delivered to the organization.


How do you balance driving innovation with maintaining daily IT operations? Could you share a specific example of a successful approach you've used?

Balancing innovation with day-to-day operations is a challenging yet crucial aspect of management. It often involves prioritizing projects that are tied to sponsorships and partnerships, ensuring they deliver value while also maintaining regular operational tasks. A critical lesson I've learned is the importance of delegation. If direct delegation isn't possible, it's essential to step back and create processes that facilitate it.

A mentor once reminded me, "Carol Dann does not scale like cloud services or containers." This means recognizing the limits of one's capacity and the importance of relying on your team is critical because it enables others to perform efficiently.

Building a supportive network across all levels and departments is vital. My experience serving as founding member and co-president of the NHL's Women's Employee Resource Group (ERG) allowed me to learn and collaborate with colleagues from different departments like marketing, who bring diverse perspectives to projects and leadership.

In addition to project management, being part of diverse groups within an organization can profoundly enrich your professional experience and enhance your ability to lead teams effectively.

"Servant leadership, at its core, not only propels the team forward but also inspires people to aim for greater collective good, benefiting the organization and their networks."

What's one key piece of advice you'd give to women in tech facing obstacles when trying to advance their careers and increase their influence?

I firmly believe in the principle of never stop learning. Whether it's through reading extensively or listening to podcasts, absorbing as much knowledge as possible is crucial. When opportunities arise, trust your instincts and embrace them—even if they seem daunting.

It's essential to say yes and figure out the details as you go, relying on your network for support. Create a personal board of trusted advisors who understand you from different perspectives.

This board becomes invaluable when you face significant opportunities that are both exciting and intimidating, possibly triggering imposter syndrome.

Consult with your personal board during these times.

They can provide guidance and, more often than not, they'll bolster your confidence, encouraging you to seize the opportunity.

They remind you that you're more capable than you might believe. This support network is key in transforming apprehension into action, allowing you to grow professionally and personally.

If you'd like to hear more about the American CIO & IT Summit this June 12-13, 2024 at the Hyatt Regency San Francisco Airport, CA and Carol's Panel Discussion, please visit: cioamerica.com.