Home' Trinidad and Tobago Guardian : February 15th 2015 Contents FEBRUARY 15 • 2015 www.guardian.co.tt SUNDAY BUSINESS GUARDIAN
NEWS | SBG5
Daniel-Worrell was 27 when she graduated and
returned to Trinidad in December of that same year.
She got the job as a BIR tax officer and then was
hired by the UTC when she turned 28.
"I saw an ad in the paper, Unit Trust was looking
for marketing officers. There were people who said
to me, don't worry about that interview. They already
have people inside and they just decided they would
put out the ad for so.' I was disappointed. But I said
I was still going to try."
Thinking she had nothing to lose if all of the posi-
tions were filled anyway, she designed an ad selling
herself as an application and sent it in.
"I wasn't expecting to hear from them but surely
enough, I got called for the interview."
She was a marketing officer for three years, before
being promoted to assistant marketing manager, a
position she held for five years and then marketing
manager in 1996. She would then become the manager
of marketing and international business.
"Then I became the head of marketing branches
and what we call electronic distribution, which is
what you call the cards, online etc. That is where I
am right now. I got that portfolio in 2007."
She has seen the UTC grow from two branches
to nine, across the country, including the UTC's
multi-story headquarters on Independence Square,
Daniel-Worrell credited the ability to take calculated
risks as being responsible for part of her career suc-
She told the Sunday BG about successfully nego-
tiating the sale of several plots of land for a housing
development in Tobago as part of the practicum for
her MBA, even though she knew nothing about real
estate and had not actually seen the piece of land
she bid on.
"I had to find a contractor, to come and put in
roads. Put in electricity. Get the approval from WASA.
Get the drawings. On and on and on. It was a long
process. But let me tell you, I did it. I pre-sold half
the lots before it was even built. When it was built,
I sold the rest of the lots and I made a tonne of
money. Just like that. Taking risk."
However, she said, one had to balance risk with
careful planning. Daniel-Worrell described herself
as "loving to plan and execute". She also said success
called for laser-like focus.
Regarding the Tobago venture: "You have to know
what you want and go after it. Don't let anything
stop you. That has helped me throughout my life
and I've always been like that."
Daniel-Worrell is interested in becoming a restau-
ranteur later in life. She already has a stake in a
restaurant where her son, Leon, is the chef. Her
sister, a former compliance manager at RBC, is also
"It will be a challenge. I have never run a restau-
rant before. I don't know anything about it. Running
a business like that is really processes. The people,
you need to get that right. Have the right people.
Have the right processes in place. We are managers.
We are business people and we know how to do
that. So hopefully it will help."
She has two other children, her daughter Nelline
and son Kurt, who is studying construction man-
agement in Miami.
In her spare time, the UTC exec plays the drums.
"I started at Central Bank. Central Bank had a
steel band. They used to play for all these Central
Bank events and I liked pan, but I was always very
interested in drums."
She bought a trap set and learned to play. She
has played for La Creole Pan Groove, a small pan
around the neck band, that has made it to Panora-
ma. She currently plays for Angel Harps in Petit
Daniel-Worrell said the Unit Trust hopes to
extend its market share in mutual funds, card serv-
ices as well as advisory services to high net worth
individuals. She also said that the corporation has
been thinking about developing advisory services
for the average income earner, a large portion of
whom the Unit Trust already serve.
"I did the classes. I got a clearer sense
of what it is that I wanted to do and
the idea for NGO came up. I said, this
is what I want to bring to T&T, this
level of conversation about personal
fulfillment, effectiveness, leadership
eliminating personal barriers'. So I
moved back with the intentional of
starting SHIFT! Caribbean."
But life would intervene.
Three weeks before she was sched-
uled to leave the US in 2011, Small
learned that she was 10 weeks preg-
And while people liked to talk about
change, Small found few were willing
to be it. She recalled having sent at
least 30 emails to people in Trinidad
to help with the setting up of the NGO,
but only one friend replied.
It was this one friend who would
handle the arrangements for the course
locally and assist in bring off the first
SHIFT! Caribbean course in May of
2012. Small did not attend as she had
her son, just the month before.
The next installment was supposed
to take place in September, however
the challenges of travelling and taking
care of a newborn were too much for
Small, who chose to push the course
forward to 2013.
The not-for-profit business
While money was forthcoming in
2012 from corporate entities and like
Atlantic LNG and Carib, the following
year proved to be harder.
"Sponsorship letters didn't go out
on time, hence we didn't get funding
as I wanted to or hoped to. I paid for
pretty much all of it. The funds that
people use paid for the workshop, cov-
ered whatever expenses that were left.
So that was about $20,000 in the first
phase and $15,000 in the second phase
of my own funds. Just to keep the ball
"It was an incredible strain of finan-
cially getting the ball rolling...I see it
as a business and like with any business,
the founder of it has to put in some-
thing," said Small.
However, she said the organisation
is developing its rhythm.
While most NGOs offer their services
for comparatively little or no cost, few
concessions are made to them. Small
said it cost $725 to register the NGO
with the Ministry of Legal Affairs.
Banks also treat NGOs as regular for
profit businesses, requiring that they
maintain minimum balances of at least
$100. The organisation's company
stamp meanwhile cost $125.00.
"Most NGOs don't make anything
near the profits or the revenues that a
for profit does. For example, the bank
that we bank with charges $17 for online
banking. Besides that, 24 dollars comes
out a month as a maintenance fee. I
think they should discount some of the
fees, or waive some of the fees."
Even with a business management
background, Small found negotiate the
world of non profits difficult at times.
"You learn as you go, because no
profit management has different rules
and regulations than a for profit com-
pany. I would say that in itself is a
learning for me. The process is not as
easy as people think."
"I'm working in the organisation, but
not on the organisation, having meet-
ings like this, meeting sponsors. Spread-
ing the word, being able to go to work-
shops and conferences, where other
corporate entities are, who may be
interested in what we do. I've struggled
to be quite honest. To find the time to
be strategic versus operational and get-
ting the NGO off the ground. It has
been mostly operational."
Attracting the talent to assist is also
hard. Small said the non profit world
is hardly considered a first career option
for bright, young graduates looking for
high salaries and the compensation
NGOs offer cannot compete with the
private sector or government.
Small said her eventual plan is to
have SHIFT! Caribbean operate like a
social enterprise, a business that per-
forms a social good, while operating at
a profit. She said she can see the enter-
prise being a blend of partnering with
a local manufacturer to sell products,
for which they will either arrange a
profit sharing or commission based
arrangement and holding the workshops
Workshop 101: Be the change
But what do the SHIFT! Caribbean
workshops teach its participants ? Small
said the training, like her own, is focused
on personal transformation and then
learning how to set up projects that
successfully treat with issues.
Small said individuals should not
wait on governments and corporations
to solve problems.
"It's about individuals becoming
more self aware as leaders and as indi-
viduals. Then, we go through project
design. What is the current state of the
problem you are trying to shift, what
is the desired state that you would like
to get up to. And then, put their projects
in place. It is all about project design
and implementation." Natalie Briggs
Next week we continue with
Small's vision for leadership change
in T&T, the programmes that SHIFT!
has helped launch, the people who
work alongside her to make the pro-
gramme possible and their plans for
UTC looks to card,
From Page 4
A Small NGO
From Page 2
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