“AI adoption is a change program, not a technology rollout”: Q&A with Doris Simcich

And she has managed all these transitions and challenges with ease, earning industry accolades at every turn.

Her secret? For Simcich, it’s all about having fun—embracing the new and unfamiliar as opportunities for exploration, learning and growth. This mindset took root early, beginning in her co‑op terms and then her first job, both at General Electric, where she thrived in a culture that rewarded curiosity and confidence.

Today, Simcich is recognized as a leader in AI adoption strategy. Her success is deeply tied to her growth mindset: change shouldn’t be mandated from the top and rolled out mechanically. Leaders, she believes, must empower employees by bringing them along for the journey, encouraging them to experiment, share and—yes—have fun.

I had the chance to catch up with Simcich before she stepped into her newest role: Vice President of Information Technology at MDA Space.

Q: How did you end up at Waterloo for your undergraduate education?

A: My interest in mathematics really started in high school. I had an exceptional teacher who made problem-solving both challenging and enjoyable. He sparked a curiosity that has stayed with me throughout my career, the idea that the best work happens when you’re both learning and being challenged.

Waterloo stood out because of its strong reputation and its co-op program, which offered the opportunity to gain real-world experience early on. I initially thought I would become a math teacher as I grew up with an extended family of educators, so that path felt natural.

But my first co-op experience changed everything. During my term at General Electric, I saw firsthand how technology could transform businesses, and I had the privilege of working with leaders who invested deeply in developing young talent. That experience opened my eyes to the possibilities in technology leadership, and I shifted my focus to Math/Business (Information Systems).

Looking back, I’m incredibly grateful for those early opportunities and for the mentors who helped me see what was possible.

Q: Can you remember what it was about that co‑op term that made you think: this is exciting, this is what I want to do?

A: One of the most meaningful aspects of that experience was seeing women in senior leadership roles. At the time, there were few women in my math classes, but in organizations I saw strong female leaders shaping the business and leading large teams.

Seeing that representation mattered. It showed me what was possible.

I was also fortunate to have leaders who trusted me with real responsibility early on. I started doing programming work, but when they saw what I was capable of, they continued to give me larger challenges.

That level of trust and opportunity was incredibly motivating. It taught me that when you approach challenges with curiosity and a strong work ethic, leaders will often open doors for you. That lesson has stayed with me, and it’s something I try to pay forward by mentoring and developing others.

Q: Tell me about your early career and the experiences that shaped your leadership approach.

A: The early years of my career were incredibly formative. I was fortunate to work in an environment that placed a strong emphasis on leadership development and continuous learning.

I had the opportunity to work across different industries and roles, and every few years I was encouraged to take on new challenges. That exposure helped me develop both technical expertise and a broader understanding of how businesses operate.

One particularly exciting chapter was working during the early days of the Internet boom, where I had moved to New York City and had an opportunity to contribute to launching an external media platform. It felt very much like a startup environment within a large organization. It was fast-paced, innovative and full of learning opportunities.

What I valued most during those years was the focus on developing people. Leaders were encouraged to take risks, learn new industries and build strong teams. That environment shaped my own leadership philosophy. Growth happens when people are given opportunities and trusted to stretch beyond their comfort zones.

Q: You eventually transitioned into business operations. What did that experience teach you?

A: Moving into operational and transformation roles was a pivotal moment in my career because it broadened my perspective beyond technology.

It reinforced that successful transformations are never just about systems. They are about people, processes, and culture. Across organizations and industries, the common challenge in large-scale change is helping people navigate uncertainty and adopt new ways of working.

My math background helped me analyze problems and identify patterns quickly, but leadership requires much more than analytical thinking. It requires empathy, strong communication and the ability to bring people along on the journey.

That experience ultimately made me a stronger technology leader because it taught me to think first about business outcomes and the impact on people, with technology as an accelerator to achieve those outcomes.

Q: When looking at your career, what accomplishments are you most proud of?

A: There are accomplishments I’m proud of in every role, particularly when teams deliver meaningful results and successfully navigate complex transformations. But what has always mattered most to me is the impact on people.

Some of the most rewarding moments in my career have been developing talent and watching individuals grow into larger leadership roles. In some cases, even beyond the organizations where we’ve worked together. When I see people I’ve mentored go on to take on bigger responsibilities and succeed in their own careers, that’s when I know I’ve made a real impact.

Building strong teams, creating environments where people feel empowered to learn, experiment and stretch themselves, and helping others unlock their potential has been one of the most fulfilling parts of leadership for me. Those are the moments that stay with you long after a project or transformation is complete.

Q: Many organizations are navigating AI adoption today. What makes organizations successful?

A: In most cases, the biggest challenge isn’t the technology itself. It’s trust, readiness, and scaling.

Successful adoption requires a clear focus on what problem we are trying to solve, where employees can see real value. When people understand how technology helps them do their work better, adoption accelerates naturally.

Equally important is governance, transparency and leadership alignment. Organizations need clear accountability and guardrails to ensure technologies are used responsibly and ethically.

Most importantly, leaders need to treat technology adoption as a change program rather than simply a system rollout. That means investing in communication, training and creating opportunities for employees to experiment and learn.

When people feel empowered rather than threatened by new technology, the results can be transformative. 

Q: What advice would you give to students and early-career graduates?

A: One of the most important lessons I’ve learned is not to tie your identity to a single role or technology.

Technology evolves rapidly. Today it’s AI, tomorrow it’s quantum or something entirely new. What remains constant are the skills of leading through change, a strong work ethic, collaboration and continuous learning.

I also encourage people to explore different disciplines and industries. About a third of my career was spent outside traditional technology roles, and that experience ultimately made me a stronger leader because it gave me a deeper understanding of how businesses operate.

Finally, giving back has been an important part of my journey. Volunteering and participating in professional communities has expanded my network, created new opportunities to learn, and allowed me to mentor others.

Leadership isn’t only about advancing your own career, it’s also about helping create opportunities for the next generation.

Q: What’s next for you?

A: I’m excited to have recently stepped into a new role as Vice President of Information Technology at MDA Space. It’s an innovative Canadian company doing extraordinary work in satellite systems, robotics and space infrastructure, and Earth observation.

What excites me most is the opportunity to work with talented teams in an industry that is pushing the boundaries of technology in outer space! Every new industry brings a learning curve, and I’ve always enjoyed stepping into environments where I can learn, contribute and help teams unlock their potential.

I’m looking forward to building strong partnerships across the business, leading an exceptional technology organization, and continuing to grow in a sector that is shaping the future.