Tage Smith on Leading Transformation & Fostering Inclusivity

For modern GBS, diversity in leadership remains a moral and business imperative. Looking at gender diversity, for example, organizations benefit from a broader range of perspectives, stronger decision-making, and a culture of innovation. Elevating female leadership is about both equality and building the future of business on a foundation that is inclusive, resilient, and forward-thinking. 

From SSOWomen’s Days to spirited debates surrounding GBS leadership, at SSON, we’ve worked to create platforms where women can share experiences, build skills, and connect with peers. These initiatives reflect our belief that real progress comes from dialogue, collaboration, and celebrating the value of community. 

As such, SSON’s new column, Women Who Lead: The Women Shaping the Future of GBS, continues that work in written form. This series is a living archive of the women shaping GBS today, their career journeys, leadership lessons, and perspectives on the future. More than just profiles, these stories aim to inspire, educate, and connect professionals across the industry, strengthening a community that is leading GBS into tomorrow. 

For our fourth edition, we are joined by Tage Smith, Vice President, Head of Technology Strategy and Governance for FM. She is responsible for leading FM's technology strategy, IT governance, portfolio oversight, financial transparency and workforce planning while ensuring the IT organization delivers value to the business. 

Smith has over two decades of leadership experience specializing in technology, shared services, and strategy across the insurance and aerospace & defense sectors.  Before joining FM, Smith served as Vice President - Technology Shared Services for Pacific Life, where she developed and implemented operational and digital strategies that drove cost savings, operational efficiencies, productivity and customer satisfaction.  She has also previously held leadership roles at RTX (formerly Raytheon) and Deloitte. 

Smith is a Certified Information Systems Auditor (CISA) and holds a Bachelor of Science degree in Decision and Information Sciences from the University of Florida.   

Embracing Opportunities & Choosing Growth 

SSON: Could you tell us a bit about your career journey? How did you get into GBS, and what lessons have you learned along the way? 

Tage: I started in public accounting at Deloitte, working with Fortune 100 and founder-led firms. Many ran shared services or back-office operations to reduce waste and improve cycle time. That exposure hooked me on end-to-end processes and how technology plus lean design can move strategy. After a few years in Finance, I returned to IT and joined a cross-functional shift into GBS. Six groups came together to form GBS: IT, Finance, HR, Supply Chain, Communications, and Facilities & Real Estate.  The organization needed an integrator. I had experience integrating more than 30 companies’ post-acquisition, so I fit. A woman mentor who served as our GBS President sponsored me into the role. I said yes and never looked back.  

One year after my second child, I was asked to step into a strategic, visible GBS role. I felt mom guilt. My manager, our GBS President, and my husband encouraged me to go for it. Saying yes became a turning point. It reinforced a simple rule I live by now: choose growth and model that choice for your team.  

One lesson learned is that not everyone starts the journey at the same mile marker. Transformation can feel risky, so some will resist. A mentor taught me to plant a seed, water it, then let others own the idea. I set a 3-to-5-year roadmap even when the vision spans 8 to 10. What matters most is the outcome and the team that gets us there.  

Success is built on Alignment, Agility, & Clear Goals 

SSON: What advice would you give others wanting to drive transformation whilst trying to navigate GBS leadership?  

Tage: On driving transformation, start with a clear vision and a plan you can execute. From the outside, shared services can look like business as usual. Inside the power is scale, consistency, and disciplined delivery. We manage an automation pipeline, set SLAs that matter, and report hard results. Double-digit cost reduction, faster cycle time, and shorter time to value tell the story and earn trust. 

Build a team you would trust with your reputation. Hire for learning agility and shared values. Coach with clarity and care. Then manage up and across with the same intent.  

Many leaders bring strong ideas, which is a gift. My job is to align ideas to outcomes. I use simple storytelling with data, so sponsors see themselves in the future state. When your team and your sponsors are aligned, it is hard to stop. 

True Leadership Chooses Progress Over Perfection 

SSON: Based on your experience, what advice would you give GBS to overcome barriers and prioritize resilience?  

Tage: Saboteurs and detractors exist in any change. Over-rotation can leave people behind, so meet them where they are and bring them with you. I have faced coalitions that tried to stall our work. Sometimes they slowed us down. Other times, sponsors stepped in, and we moved forward. I hold to Maya Angelou’s line:  

“You may not control all of the events that happen to you, but you can decide not to be reduced by them.”

Progress can be small. Celebrate small wins. Momentum follows, and the organization feels it. 

Final Thoughts: Innovation & Curiosity Fuel the Future 

SSON: In what ways do you prioritize fostering diverse teams and supporting the next generation of GBS leaders? 

Tage: Difference fuels innovation. Social platforms, digital tools, and AI widen how we think and learn. My most inventive teams are diverse and sometimes messy at the start. They challenge each other in healthy ways and grow faster together. My kids often show me new ways to use technology that save me hours. That reminder keeps me curious at work.  

As shared services leaders, we must stay humble, listen to new voices, and make space for the next generation to lead. Curiosity plus inclusion creates better services and better outcomes.