Zuhairah Scott Washington stands as a transformative force in the corporate world, navigating the dynamic intersections of technology, business, and leadership. With a career spanning from startups to Fortune 500 powerhouses like Uber and Expedia, her ability to drive hyper scalability, innovate across diverse sectors, and break barriers in male-dominated industries is unparalleled. In this exclusive interview for The Executive Magazine, she shares the insights and strategies behind her remarkable journey, offering a glimpse into the future of global business and the essential qualities needed to lead it.
You’ve successfully navigated digital transformations across various industries, including travel, real estate, retail, fintech, and e-commerce. What unique challenges and opportunities do you see in these sectors, and how do you tailor your strategic approach to each?
“Each sector presents its own set of challenges and opportunities, shaped by different market dynamics, consumer behaviours, and regulatory environments. In travel, for instance, the focus is on personalisation and seamless experiences, while in fintech, security and trust are paramount. My approach involves deep immersion into the industry to understand its nuances, combined with a cross-pollination of insights from my experience across sectors. This allows me to tailor strategies that are not only relevant but also innovative, pushing the boundaries of what’s possible while addressing the unique pain points of each industry.”
At Uber, you scaled the market by 25 times within three years, and at Otrium, you achieved a 1,000% revenue growth year-over-year. What key factors contribute to achieving hyper scalability, and how do you maintain operational excellence during rapid expansion?
“Hyper scalability requires a delicate balance between vision, execution, and agility. The key factors include having a scalable infrastructure, a data-driven approach to decision-making, and a relentless focus on customer experience. At Uber, we built a robust tech platform that could handle exponential growth, while at Otrium, we leveraged data insights to constantly refine our strategy and core value proposition to brands. Maintaining operational excellence during such rapid expansion involves creating a strong organisational culture that values adaptability, continuous learning, and cross-functional collaboration.”
Both Expedia and Uber are known for their innovative approaches to business. Can you share specific instances where your leadership directly led to significant innovations or business model disruptions?
“One of the most impactful innovations I led at Uber was the successful passage of first-of-its kind rideshare legislation in the District of Columbia dubbed a “model for the rest of the country.” Second was leading efforts to use Uber’s size and scale to focus not only on the needs of riders but also on the needs of drivers. A key innovation was working across the business to greenlight driver-centric benefits, such as 24/7 phone support and in-app tipping. These initiatives not only improved driver satisfaction and retention but also reinforced Uber’s commitment to a sustainable and balanced marketplace. By prioritising both sides of the platform, we were able to improve driver loyalty, drive significant growth and ensure long-term success of the business.”
As a board director for public companies like FIVE and OLO, what do you believe are the most critical elements of effective corporate governance, and how do you balance your roles as an executive and a board member?
“Effective corporate governance hinges on transparency, accountability, and strategic oversight. As a board director, it’s crucial to foster an environment where diverse perspectives are valued and rigorous debates are encouraged in the boardroom. Balancing my roles as an executive and a board member involves a commitment to staying informed about the company’s operations while also maintaining an independent viewpoint that allows me to provide unbiased strategic guidance. I strive to ensure that the long-term vision aligns with the company’s operational realities while upholding the highest standards of governance.”
As one of the 100 Most Influential Blacks in Corporate America, what advice would you give to aspiring female leaders looking to break into senior executive roles in traditionally male-dominated industries?
“My advice to aspiring female leaders is to embrace your unique strengths and perspectives, and strategically invest in building relationships across lines of difference—whether that’s race, age, or other dimensions—to ensure you are deeply known by people who have the power to promote and protect you. In male-dominated industries, it’s crucial to build a strong network of male advocates who can support your journey. Don’t be afraid to take calculated risks and
speak up for yourself and others. Resilience, continuous learning, and the ability to navigate challenges with grace and determination are key. Remember, your voice and leadership are not only valuable but necessary for driving meaningful change in these industries.”
Can you discuss any specific challenges you’ve faced as a female leader in the tech industry, and how you have navigated and overcome these obstacles to reach your current level of success?
“One of the significant challenges I’ve faced is overcoming unconscious bias and the often unspoken expectations placed on black, female leaders in tech. My strategy for overcoming these challenges is to be as close as possible to the part of the organisation that generates revenue or the key results that matter most to your business. When you are proximate to the key activities that drive the business forward and you deliver, it is very hard for people to discredit your impact. I have always stayed close to the P&L and revenue side of the business as a result. Navigating these obstacles required a combination of resilience, strategic networking, and a focus on delivering results. I’ve learned to assert my expertise confidently, build alliances across the organisation, and mentor other women to help pave the way for the next generation. Success, for me, has been about staying true to my values, continuously learning, and not allowing barriers to define my trajectory.”
Having founded your own technology company and invested in high-growth startups, what qualities do you look for in entrepreneurs and new ventures before deciding to invest, and what common pitfalls should they avoid?
“I look for entrepreneurs who are not only passionate and driven but also adaptable and resilient. The ability to pivot when necessary, combined with a deep understanding of their market and a clear vision for growth, are qualities I value highly. It’s important that they are data-driven and willing to learn from failures. Common pitfalls to avoid include underestimating the importance of a strong team, neglecting customer feedback, and scaling too quickly without a solid foundation. It’s about striking the right balance between ambition and execution.”
In your view, what are the most significant trends and innovations on the horizon for the sectors you’ve worked in, and how should companies prepare to stay ahead of these changes?
“The most significant trends include the rise of artificial intelligence and machine learning, the increasing importance of data privacy, and the shift towards more personalised and immersive customer experiences. Companies should invest in building a flexible and scalable tech infrastructure that can adapt to these changes. Continuous innovation should be ingrained in the company culture, and cross-industry collaboration can provide new insights and opportunities. Staying ahead means not only keeping pace with technological advancements but also anticipating consumer needs and regulatory shifts.”
Having successfully led Otrium’s expansion into the US market, how do you approach entering and scaling operations in overseas markets like the UK? What differences have you observed between operating in the UK versus other global markets, and how do you adapt your strategies to address these regional variations?
“Entering new markets requires a deep understanding of local cultures, consumer behaviours, and regulatory landscapes. In the UK, for example, there’s a strong emphasis on sustainability and ethical business practices, which shaped our market entry strategy at Otrium. The key is to maintain the core brand identity while being flexible enough to adapt to regional differences. It’s about being globally consistent yet locally relevant.”
