![\"\"](\"https:\/\/www.newsbeep.com\/il\/wp-content\/uploads\/2025\/09\/ex-suite-2-768x1024.jpeg\")
<\/p>\nJulian Prower is the International Chief Operating Officer of Dun & Bradstreet, responsible for driving the company\u2019s international strategy and accelerating growth across its owned, joint venture, and partner markets.
Since joining the company in 1985 as part of its European Technology organization, Prower has built a career spanning technology, country leadership, human resources, and business operations. His roles have taken him across Asia Pacific, Latin America, Canada, Israel, and Europe.
Throughout his four decades with the company, Prower has played a pivotal role in shaping D&B\u2019s global operations and culture. He has spearheaded the establishment of the company\u2019s technology and operations center in Dublin, championed people development as the firm\u2019s top HR executive, and led major strategic initiatives, including the business integration program following the acquisition of a significant European partner company.
TOPICS Senior Editor Julia Bergstr\u00f6m met with Prower in mid-August to discuss his 40 years at D&B, his approach to conflict resolution, and how to manage data when there\u2019s more available than ever. An abridged version of their conversation follows.<\/p>\n
What initially attracted you to the company, and what has kept you there all this time?<\/p>\n
I\u2019ve always been curious about how systems work and how emerging tools can transform the way we do business. When I joined Dun & Bradstreet, the company was investing heavily in computerizing its European operations. We were still in the \u201cgreen screen\u201d era \u2014 mainframes, paper reports, and telex machines \u2014 but it was cutting-edge back then.<\/p>\n
The company\u2019s investment in technology is where my professional roots began to grow, especially as I had access to some of the most advanced tools available at the time, and I was able to work on projects that fundamentally changed how we gathered and delivered business information.<\/p>\n
Over time, I became just as fascinated with the business implications of technology as the technology itself. I watched D&B shifting from paper-based operations to fully digital systems, which enabled us to deliver insights to customers faster and more accurately.<\/p>\n
For me, the pace of change has always been energizing. I\u2019m not someone who thrives in a \u201cstatus quo\u201d environment, and Dun & Bradstreet has never been that kind of place.<\/p>\n
Dun & Bradstreet is known for its trusted data. How do you ensure accuracy and integrity in an age of misinformation and AI-generated content?<\/p>\n
Everything we do starts with trust. Our clients make high-impact decisions \u2014 on credit, risk, compliance, supply chains, sales acceleration, sustainability, and much more \u2014 all based on our data, so integrity is non-negotiable.<\/p>\n
A key differentiator is that we own the data we provide. This gives us control over how it\u2019s collected, verified, and maintained. We don\u2019t just pass along raw data \u2014 we process and validate it extensively before it ever reaches a client. Every month, our systems run over 60 billion quality validations. This number has risen significantly in recent years as the amount of data we process has exploded and because the stakes have grown higher.<\/p>\n
We know the digital world is full of bad data \u2014 errors, outdated records, even deliberate misinformation. Our quality frameworks are designed to intercept those issues before they can influence a client\u2019s decision. Beyond cleaning and verifying, our role is to turn raw data into actionable intelligence that\u2019s clear, relevant, and timely. That\u2019s what gives our customers confidence in making a wide spectrum of key business decisions from managing risk to unlocking new business opportunities.<\/p>\n
How is Dun & Bradstreet helping drive digital transformation globally?<\/p>\n
Our role is to make trusted data accessible where and when it\u2019s needed. More and more, that means integrating our insights directly into platforms our clients already use to enable seamless decision-making.<\/p>\n
We\u2019ve been using AI for years to improve data quality, develop predictive models, and deliver actionable insights. The current wave of generative AI brings new opportunities and challenges, and we\u2019re working to harness its potential while maintaining the standards of accuracy and trust our clients expect.<\/p>\n
You\u2019ve worked in technology, HR, business development, operations, and strategy. How did you navigate such different roles?<\/p>\n
Each transition was sparked by a moment of reflection and often by a leader who asked me a challenging question. For example, early on, my leader asked whether I wanted to spend my career in technology or use technology to influence the business more broadly. That question made me realize how motivated I was about technology\u2019s impact on clients.<\/p>\n
Moving into business development meant learning quickly. I built a team from scratch in Ireland and helped develop our next-generation intellectual property. That experience taught me a lot about culture and people, which led me to HR leadership. From there, strategy execution was the next logical step, followed by COO and GM roles.<\/p>\n
The throughline in all these shifts was humility \u2014 acknowledging what I didn\u2019t know, surrounding myself with people who had the required expertise, and constantly adding to my skills. My underlying belief is we never stop learning and must remain open to adding to our knowledge and adapting past experiences, it may not have been right then, but it could be now as the field constantly changes. It\u2019s critical we remain curious!<\/p>\n
Has your personal motivation changed over the years?<\/p>\n
The core driver of wanting to make a meaningful impact hasn\u2019t changed. But my understanding of how I can do that has evolved. Today, I\u2019m motivated by the broader impact of transformation \u2014 helping businesses navigate complex environments, from AI adoption to regulatory compliance.<\/p>\n
I\u2019ve learned that change is the constant that keeps me engaged. The more dynamic the landscape, the more opportunities there are to innovate and to help our clients stay ahead.<\/p>\n
What\u2019s your advice for people who want to make a career shift?<\/p>\n
First, go in with your eyes open. Be clear about what you\u2019re getting into and honest about the skills you\u2019ll need to develop. Second, build your support network \u2014 mentors, peers, and team members who can give you guidance and feedback.<\/p>\n
You don\u2019t have to know everything when you take on a new role. In fact, pretending you do can hold you back. The best leaders I know are the ones who listen, learn, and surround themselves with people who bring complementary strengths to the team. If you can show that you\u2019re adaptable, combined with a relentless willingness to learn, you can make significant shifts successfully.<\/p>\n
You\u2019ve led teams across Europe, Asia Pacific, and the Americas. What\u2019s your approach to working across cultures?<\/p>\n
Respect and curiosity. When you step into a new cultural environment, your first job is to understand how things work there \u2014 not to impose your own way of doing things. It comes down to learning the formal business norms but also the unspoken rules that guide relationships and decision-making.<\/p>\n
For example, in Japan, building trust takes time. Meetings may feel slower-paced to someone used to the UK or the U.S. But once that trust is there, relationships are incredibly strong and actions follow.<\/p>\n
In Taiwan, I learned early on that when I suggested an idea, people tended to take it as a directive rather than an invitation for discussion. I\u2019ve worked to encourage more open debate, making it clear that disagreement is not disrespect. Now my team is far more comfortable saying, \u201cJulian, I think there\u2019s a better way.\u201d That\u2019s when you start getting the best ideas, and it is the foundation of high-performing teams.<\/p>\n
How do you rebuild trust when it\u2019s been damaged?<\/p>\n
You address it directly. Avoiding the conversation only deepens the problem. You have to acknowledge what happened, listen to the other person\u2019s perspective, and work toward a shared understanding.<\/p>\n
I\u2019ve found that if you do that sincerely, relationships can come out stronger than before. In fact, some of my closest professional relationships began with a conflict we worked through together. Trust is hard-won but worth the effort to repair and has profound long-term impacts.<\/p>\n
What\u2019s one professional achievement you\u2019re most proud of?<\/p>\n
While there are many programs I could point to, what it really boils down to is the people I\u2019ve worked with and the results we\u2019ve been able to achieve together. A recent example is the integration of a major European acquisition, with more than 2,000 employees joining D&B. Many acquisitions fail because cultural integration is overlooked. We made it a priority to preserve what made the acquired company valuable while bringing people into the larger D&B vision.<\/p>\n
The result was one of our most successful integrations, not because of the systems or processes we merged, but because people believed in the shared future we were building together.<\/p>\n
Is your HR background still part of how you lead?<\/p>\n
Absolutely. I see every leader as a \u201cpeople officer,\u201d whether they have that title or not. Developing talent, creating a positive culture, and supporting people through change aren\u2019t just HR\u2019s job \u2014 they\u2019re core leadership responsibilities. My years in HR gave me a deeper appreciation for that, and I carry it into every role.<\/p>\n
<\/p>\n
What advice would you give to young professionals?<\/p>\n
Trust your instincts. Those gut feelings often signal something important \u2014 don\u2019t ignore them.<\/p>\n
Be curious. Things happen for a reason, even if you can\u2019t see it immediately. Dig deeper before jumping to conclusions.<\/p>\n
Have no regrets. When opportunities come, take them. You\u2019ll never regret trying \u2014 you will regret holding back.<\/p>\n
Taiwan is an indispensable player in global supply chains. What are the biggest needs you see here?<\/p>\n
Taiwan\u2019s economy is heavily export-oriented, and small and medium-sized enterprises make up 98% of its businesses. A lot of these play critical roles in global supply chains but lack visibility on the international stage. We help by verifying their credentials, increasing their exposure to overseas partners, and equipping them to navigate complex regulatory landscapes.<\/p>\n
We also shine a spotlight on leaders through programs like the Top 1000 Awards, which now emphasizes sustainability, AI adoption, and digital transformation \u2014 three areas we see as essential for long-term sustainable growth and competitiveness.<\/p>\n
What are the Top 1000 Elite SME Awards?<\/p>\n
The awards recognize Taiwan\u2019s top-performing export-competitive small and medium-sized enterprises. More than a ranking, it\u2019s a platform for visibility and credibility. We\u2019ve increased the weighting for sustainability to 60% of the score and added AI adoption and digital transformation aspects to reflect how the business environment is changing and to inspire companies to embrace the trends that will shape their future.<\/p>\n
Some argue that AI\u2019s energy use conflicts with sustainability. Your view?<\/p>\n
It\u2019s a valid concern \u2014 AI\u2019s resource demands are significant. But I believe the benefits outweigh the downsides, especially as technology improves. Efficiency gains happen faster now than ever before. The key is to innovate responsibly, balancing the environmental costs with the opportunities AI creates to make systems more efficient and to contribute to a more sustainable world.<\/p>\n
Outside of work, what do you enjoy doing?<\/p>\n
Family comes first, though my two daughters are grown and independent now. I\u2019ve always been very active, starting with water skiing and windsurfing, later moving into cycling, running, triathlon, skiing, and snowboarding. I\u2019ve run two New York marathons and am training for another this year. For me, sport is about both health and mindset. Training gives me space to think, problem-solve, and reset. It\u2019s a form of mental clarity that\u2019s hard to find in the middle of a busy workweek.<\/p>\n","protected":false},"excerpt":{"rendered":"Julian Prower is the International Chief Operating Officer of Dun & Bradstreet, responsible for driving the company\u2019s international…\n","protected":false},"author":2,"featured_media":16682,"comment_status":"","ping_status":"","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[5],"tags":[114,4408,16405,85,46,2628],"class_list":["post-16681","post","type-post","status-publish","format-standard","has-post-thumbnail","category-business","tag-business","tag-digital","tag-executive-suite","tag-il","tag-israel","tag-leadership"],"_links":{"self":[{"href":"https:\/\/www.newsbeep.com\/il\/wp-json\/wp\/v2\/posts\/16681","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.newsbeep.com\/il\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.newsbeep.com\/il\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.newsbeep.com\/il\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.newsbeep.com\/il\/wp-json\/wp\/v2\/comments?post=16681"}],"version-history":[{"count":0,"href":"https:\/\/www.newsbeep.com\/il\/wp-json\/wp\/v2\/posts\/16681\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.newsbeep.com\/il\/wp-json\/wp\/v2\/media\/16682"}],"wp:attachment":[{"href":"https:\/\/www.newsbeep.com\/il\/wp-json\/wp\/v2\/media?parent=16681"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.newsbeep.com\/il\/wp-json\/wp\/v2\/categories?post=16681"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.newsbeep.com\/il\/wp-json\/wp\/v2\/tags?post=16681"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}