Stronger Together Issue 3

STRONGER TOGETHER FEATURING

SANDRA BERNHARD

In CX, the female voice is more than a perspective, it’s a force for change.

These leaders show how empathy, authenticity, and courage create environments where both people and experiences thrive.

Kristin King Chief Revenue Officer,

Regional Operations Manager, Avante USA

VP of Operations, Asure Software

Leadership isn’t about being the loudest voice in the room—it’s about making space for others to speak, grow, and shine.

True strength lifts everyone with it.

As a female mentor, I lead by example and aim to create a space where every voice feels heard and valued.

Being a female mentor in the CX industry means leading with empathy, strength, and intention.

It’s about using my experiences to uplift others— creating space for women to grow, speak up, and thrive in roles that shape customer experiences.

I strive to foster creativity by encouraging the freedom to try, fail, and try again—believing that innovation is born from experimentation and resilience.

Tools like UJET and other modern CX platforms support this mindset by giving teams the data, flexibility, and automation needed to turn creative strategies into actionable results.

My goal is to inspire my team by showing what’s possible and helping them grow with confidence, authenticity, and purpose.

I try to treat everyone that works for me with respect. Being a leader to me, doesn’t mean just being the one in charge, it also means, listening to the ideas of others and using what you can to inspire success for the company as well as ourselves.

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I inspire my mentees and fellow women in CX by modeling resilience, championing bold thinking, and proving that leadership and compassion can—and should—coexist. Every conversation, challenge, and success is an opportunity to pave the way for the next generation of impactful women leaders.

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ISSUE 3

UNAPOLOGETIC G R O W T H

EMILY DUNN HEAD OF MARKETING CCCWOMEN

Growth is never linear. No one’s transformation story is the same.

However, we’re still knit together by universal experiences that signify our shared humanity. Whether striving for a promotion or an escape from burnout, women often navigate their worlds while fighting against various forms of resistance: outdated programs, directionless CX strategies, gender bias, and the like.

SHIWON OH EDITOR IN CHIEF CCCWOMEN

The problem? Many existing systems weren’t built with women leaders in mind, and we can’t address the issues without a network to back us. Merely waiting for permission to grow within societal restrictions isn’t sustainable.

INGRIT MARENA MEMBER ADVISOR CCCWOMEN

We find our answer in practicing unapologetic growth that’s rooted in self-advocacy, fueled by mentorship, driven by human-centered leadership, and sustained by a like-minded community.

In this issue of CCWomen, we share actionable strategies for breaking ceilings in customer contact and beyond. Make bold moves and redefine what it means to grow limitlessly—upward, outward, and deeper.

Let’s lead with courage and without compromise.

SANDY KO FONSECA FOUNDER, CCWOMEN WWW.CUSTOMERCONTACTWOMEN.COM | OCTOBER 2025

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Stronger Together is published by Customer Management Practice ISBN: 979-8-9986249-1-9

Founder and Principal Sandy Ko Fonseca

sandy.ko@customermanagementpractice.com

Editor in Chief Shiwon Oh

shiwon.oh@customermanagementpractice.com

Head of Marketing Emily Dunn

emily.dunn@customermanagementpractice.com

Member Advisor Ingrit Marena

ingrit.marena@customermanagementpractice.com

Sponsorship & Advertising Inquiries Giulia Savino

giulia.savino@customermanagementpractice.com

Thought Leadership Inquiries Sandy Ko Fonseca

sandy.ko@customermanagementpractice.com

Shiwon Oh

shiwon.oh@customermanagementpractice.com

Collaboration & Branding Inquiries Emily Dunn

emily.dunn@customermanagementpractice.com

Membership & Subscription Inquiries Ingrit Marena

ingrit.marena@customermanagementpractice.com

Photography Cover photo credit: Brian Ziegler Photographers and photo credit noted where applicable

LETTER FROM

THE EDITOR

Can you believe it? We’re already on the third issue of our publication, and to say that it’s been a learning journey is an understatement. At times, the process was long and arduous, but growth happens amid our greatest moments of discomfort. We’re immensely proud of every edition we publish.

Our Stronger Together magazine wouldn’t be possible without the CCWomen community. Your vulnerability, courage, and authenticity continue to inspire our team as we listen to your experiences and celebrate your milestones with you. Thank you for trusting us with your stories.

We’re committed to setting up the highest stage for you to stand on.

Additional photographers not listed at the discretion of the collaborators may be provided upon request

Contributor and Content Development Shiwon Oh

Design and Layout

SHIWON OH EDITOR IN CHIEF, CCWOMEN

Emily Dunn

Artwork has been created using an AI tool

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CONTENTS SELF-ADVOCACY | 6

WORKPLACE WELLNESS | 37

Jasmine Reno Explains How “to Speak to be Heard”

A Comprehensive Guide for Workplace Burnout

Nicoletta Karpathios Discusses How Self-Advocacy Sparks Power

People-Centric Wellness Drives People-Made Wealth: Insights from Tianna Faye Soto

From Anchor to Founder: How Paula Faris Let Her Inner Voice Write Her Story

MENTORSHIP | 16 The Future of Mentorship is Diverse: Jill Wallace Tells AllLasting Career Resilience How Mentorship Inspires Lifelong Learning: Lessons from Jessica Lovell

HUMAN-CENTERED LEADERSHIP | 20 Human-Centered Leadership Powers Business Growth—Here’s Where to Start How Célia Zermatten “Turned Pain into Purpose” and Redefined Leadership Annie Kim Explores the Impact of Leadership that “Puts People First”

CCWOMEN COMMUNITY HIGHLIGHT | 49 Lessons on Celebrating Growth

TECH/AI | 51 AI as a Career Accelerator for Women: Harnessing Technology to Propel Leadership and Growth by Judith Platz Balancing AI and the Human Touch: Enhancing Support Experiences Without Losing the Human Connection by Judith Platz

SOCIAL IMPACT | 56 What Pride Month Taught Us About Actionable Authenticity How Sandra Bernhard Wields Humor as a Beacon of Hope

Explore Top-Down Leadership with Cati Brunell-Brutman

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SELF-ADVOCACY

JASMINE RENO HOW ‘TO SPEAK TO BE HEARD’

Jasmine Reno is an award-winning call center leader with a passion for building successful teams and streamlining operational excellence. When not elevating customer experiences, she equips others to tap into their confidence. Here, she reflects on her self-advocacy journey and how she strives to be a continuous voice for women seeking to speak their truths.

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Shiwon Oh: When was the moment you realized the importance of self-advocacy as a woman in the workplace?

Jasmine Reno: I used to sit in the back, not because I had nothing to contribute, but because I had internalized the idea that my presence might be misread as too loud, too defensive, and

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SELF-ADVOCACY too much. As a Black woman, a newer leader, and someone just trying to navigate corporate spaces, I let perception decide my position in the room. But one day, that silence cost too much.

In one company meeting with the CEO, misinformation was being shared about my team. I knew the truth. I knew the value of the work my team had poured themselves into. And that day, I made a decision: not only would I speak up, but I would sit at the table where the decisions were made.

I haven’t missed a seat since. Because self-advocacy isn’t just about speaking—it’s about showing up. It’s about making yourself visible, claiming the space your work and worth deserve, and ensuring that others, especially those you lead, see what’s possible.

SO: Demanding visibility can feel like pulling teeth, but we need to be comfortable with asking for a spotlight. Can you recall a time when you had to speak up for yourself? What was the outcome?

JR: They say leadership is about making tough calls.

What they don’t always say is that sometimes, doing the right thing comes at a personal cost. I remember a time I stood up, not just for myself, but for my entire team. I challenged something that wasn’t right, and I paid the price in the form of a demotion.

Would I change it? Not for a second. My team consists of hardworking, resilient individuals who deserve to be seen, protected, and uplifted. I’ve always believed: if I take care of them, they’ll take care of our customers. It’s a mantra and, more importantly, a commitment to showing humanity and leadership even when it’s inconvenient. You never know what someone is silently carrying. And when the pressure hits, it’s the leader’s job to shield, not shrink.

SO: How do you navigate negative biases but confidently ensure your voice is heard?

JR: Speak with power, not just passion. Bias doesn’t always show up loudly—it often lurks in how reactions are received. As women, especially in leadership, we’re watched for emotion more than intention. I’ve learned to pair empathy with facts, emotion with evidence. While what you feel matters, what you say must land.

In every relationship—professional or personal—you can be right, prepared, and justified. But if you don’t speak with clarity and composure, your message can get lost. I’ve trained myself to calm the internal storm before entering the external one. So now, when I

speak, I speak to be heard, not to be reacted to, and I make sure what I say carries weight.

SO: It’s powerful to know that you deserve dignity and respect, and it can also be an incredibly difficult learning process to get there. What were some fears you had to unlearn to empower yourself?

JR: I used to wonder if I belonged at the table. That lingering feeling—imposter syndrome—wasn’t about my ability. It was about perception, fear, and being in a space that didn’t always recognize the value of voices like mine. But here’s what I learned: I’m here for a reason. I lead not just with metrics, but with empathy. I care about the human first, because at the end of the day, a company’s soul lies in its people.

I work in a space often overlooked: call centers. But we are the voice of the company. Without us, the customer experience unravels. We’re not just supporting a product; we’re cultivating relationships. As my really good friend once said, “Our product is mortgages, but our business is people.”

That’s the kind of leadership I live by. And that’s what silences the doubt.

SO: Trying to facilitate tangible change is daunting.

How can organizations better support a work culture that encourages self-advocacy?

JR: Creating a work environment that fosters self-advocacy isn’t complex. It starts with something human, something simple. Listen, and then do something about it. Too often, employees are willing to speak up, share concerns, or offer brilliant suggestions, but are met with silence. No response. No follow-up. And so they stop showing up. What’s the point of raising your hand if nobody’s reaching back? I’ve learned that people don’t need you to have all the answers in the moment.

They need honesty, openness, and most importantly, accountability. If you want a culture of trust, start by proving that feedback won’t fall on deaf ears. And yes, feedback can sting. That’s human. But defensiveness builds walls. Receptiveness builds legacy.

One of the best leaders I’ve known used to say, “I wanna know if my baby is ugly.” They said this not to be self-deprecating, but to invite truth, improve outcomes, and remind everyone around them that intentions aren’t enough. Execution matters, and honest feedback helps shape what works.

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OUR BOOK RECS FOR YOUR

CAREER INNOVATION WHAT DO YOU NEED?

By Lauren Wesley Wilson

NOW, NEAR, NEXT

by Cynthia Bentzen-Mercer, PhD, and Kimberly K. Rath, MBA

A good read if you are: • •

wanting to improve your confidence and self-advocacy in need of practical strategies for empowerment

A good read if you are: • •

a meticulous planner and enjoy career mapping mid-career and need a refresh

CAREER FORWARD

by Grace Puma and Christiana Smith Shi A good read if you are: • •

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wanting to build your professional value wanting to reinvent your life in and out of work

YOUR AMBITION DOESN’T CLOCK OUT

AND NEITHER DO WE

CCWOMEN Photo Credit: Ahmet Kurt

SELF-ADVOCACY

NICOLETTA KARPATHIOS HOW SELF-ADVOCACY SPARKS POWER Nicoletta Karpathios, Deputy Divisional Director of the Executive Exchange event series at Customer Management Practice, is a master of all trades. From producing executive content strategy to flexing her operations knowledge and streamlining team efficiency, she discusses how her earlier career experiences have propelled her toward greater influence.

Shiwon Oh: When was the moment you realized your voice mattered?

Nicoletta Karpathios: I’ve often let my work speak for itself. I began my career in operations and tirelessly put in the hours to complete even the most tedious tasks. Driven by a Capricorn spirit of perfection, I delivered consistent results rooted in strength, resilience, and determination.

Over time, as my skill set expanded, I noticed even the most senior leaders seeking my insights and expertise. Realizing I’d earned a seat at the table was the moment I understood the power of my voice. At first, I tread lightly by sharing thoughts here and there. But as my confidence grew, I began backing up my ideas with visuals and strategic rationale. That’s when there was a more tangible shift. My voice got stronger. I felt heard. And most importantly, I felt valued.

SO: How does your personal story impact your definition of self-advocacy as a leader?

NK: Although I feel like my leadership journey is just beginning, I’ve always had an inner sense of leadership. From coaching a middle school cheerleading team to being elected historian of my senior class, I’ve been trusted with responsibility and influence from a young age.

Growing up in a low-income household, I learned early that nothing is handed to you.

If you want something, you work for it. That mindset shaped pivotal parts of my life—from

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how I approached school and work to how I built my independence. I never asked my parents for financial help. I bought my own car, secured federal grants for school, and moved out to experience independence early. That grit became the foundation for how I advocate for myself today. When I need to speak up, I hear that little voice inside saying, “You got this.” And I believe it, because I’ve proved it to myself time and time again.

SO: How did you build the courage to speak your truth, validate your worth, and present yourself confidently?

NK: In full transparency, I’ve got a bit of self-deprecating humor, and it helps keep me grounded.

But I’ve also learned not to let those moments of doubt take over. You are not your feelings. You’re the one witnessing them, and you have the power to shift them. This mindset didn’t come overnight.

It took years of self-work and therapy to build the tools I need to validate my worth and show up with confidence.

When life feels heavy, and it often does, it’s about how you rise. Like a rubber band, you have to know how to bounce back. I’m in my mid-thirties, and only recently have I truly embraced this truth.

Confidence isn’t constant, but it is something you can cultivate.

SO: A vital part of self-advocacy is acknowledging when you need help. Can you share a time you had to tap into your community?

NK: The connections we build in the workplace are invaluable. I’ve learned so much from the people around me, especially when it comes to thinking differently or approaching a problem from a new angle. One example that stands out is collaborating with a colleague at CMP who’s an expert in backend automation tools. His knowledge has been instrumental when I’m trying to modernize outdated processes for my team. Reaching out for his guidance not only strengthened our partnership, but it also enhanced my own skills.

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SELF-ADVOCACY

When you lean on your community, you grow. And when you offer the same support in return, you build a culture of shared success.

SO: What do you hope future up-and-coming leaders will do differently when advocating for themselves and their teams?

I want to see more leaders who understand that influence isn’t about speaking the loudest. It’s about being grounded, being intentional, and lifting others as you rise. And above all, I hope they ask for what they need, own their accomplishments unapologetically, and know that self-advocacy isn’t selfish; it’s strategic!

NK: There are many styles when it comes to self-advocacy, and there’s no one right way. But I hope future leaders embrace authenticity over perfection. I hope they lead with empathy, seek out diverse perspectives, and advocate not just for their own visibility, but for their team’s collective voice.

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SELF-ADVOCACY

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SELF-ADVOCACY

Paula Faris From Anchor to Founder: How

Let Her Inner Voice Write Her Story

In her previous life, Paula Faris worked over two decades in broadcast television, co-anchoring Good Morning America Weekend, co-hosting The View, and interviewing high-profile figures from Reese Witherspoon to former president, Joe Biden. Today, she’s an Emmy Award-winning journalist, author, and founder of CARRY Media™, a platform dedicated to supporting working moms, families, and caregivers. As a fierce advocate for women practicing self-advocacy, she reflects on how she rebuilt her career path.

Shiwon Oh: How has your personal growth journey shaped your purpose?

Paula Faris: It’s taken a long time for me to really believe in my worth and my voice, something I know a lot of women struggle with. But, since I stepped away from TV News in 2020, and after a full blown identity crisis, I’ve learned so much about who I am, what matters to me, and what I’m worth. I think we put too much pressure on ourselves to figure it all out that we don’t give ourselves permission to try new things in new seasons.

We then pass that pressure onto our kids, asking them from the time they can walk and talk, “What do you want to do when you grow up?” Don’t we offer so much more than a job? Is that our worth and most important contribution to society? Sadly, it’s baked into our society to equate work with worth.

I learned the hard way that when you get your value from your vocation, you’ll end up with skewed priorities and a distorted perspective of success, which almost always leads to an identity crisis.

My overall purpose is no longer tied to a job. My purpose is more of a mission: to help people and shine my light wherever I’m placed, in whatever season of life I’m in.

SO: When was the moment you recognized the importance and power of self-advocacy? What was the impact of standing up for your worth?

PF: When I stepped down from my two dream jobs at ABC—anchoring Good Morning America Weekend and co-hosting The View—that was a big moment of self-advocacy for me. It was when I realized I wanted something different for my life, even if those around me called me “crazy.”

I wanted more time with my young kids and husband and for the first time in my professional life, I did what was best for me and my family. I knew what the fallout might be, and I knew how it would be perceived in professional circles—and I did it scared. Actually, I was scared as hell.

But that was the first domino in what has become a succession of change, which would then give me the courage I needed to continue making tough and scary decisions. When you press into your fear and do it scared, it gives you growing confidence to do it again and again.

I’m now the founder of CARRY Media and CARRY Consulting, which advocates for working moms, families, and caregivers in the workforce. While being an entrepreneur and founder comes with its own set of challenges and struggles (I don’t sugarcoat it), I’m continuing to walk into my overall purpose of helping people, advocating for them, and shining my light wherever I’m placed. However, I hold it all loosely, knowing this is a chapter of my life. It’s only a season. It’s not forever. My worth is who I am and how I share my purpose, not where I do it.

SO: How did redefining success empower you to build courage and confidence, and help others do the same?

PF: My “success” is no longer tied to an outcome.

I’ve learned to shift my mindset on failure.

I now view it as the down payment for my success,

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Join CCWomen at

Customer Contact Week

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SELF-ADVOCACY

and I’ve come to see it as an opportunity to grow.

Success is this: • • •

Did I go for it?

What did I learn from it?

How did I shine my light and share my mission in the process, whether it was in a professional or personal circle?

It has taken me decades to learn this, and when I get in my head about any concern, the first thing I ask myself is, “What’s the best thing that can happen if I go for this?”

Often, the best thing is knowing I don’t have to live with the regret of not going for it.

SO: What are some of the greatest self-advocacy barriers that working mothers, caregivers, and other women leaders face in the workplace?

PF: This is such a layered answer because much of the reason we doubt our voice and worth is due to generational narratives and unhealthy tropes that have been passed down; none of it is based in fact.

We don’t ask for raises nearly as much as men.

We aren’t paid nearly as much as men (motherhood penalty–70 cents on the dollar). We don’t feel super confident handling money. We don’t put ourselves forward for the promotion. None of this is because we’re not good at these things or are not capable. If you peel back the layers, you’ll see years of systemic inequities that have contributed to these insecurities. Women couldn’t get a loan or credit card without the signature of a man until the Equal Credit Opportunity Act (ECOA) in 1974. Women were actively legislated against and couldn’t vote until 1920. In the 1950s, publications like Esquire and Life labeled women who had ambition outside the home as a “menace” or termed married women’s employment a “disease.”

tend to perform better. Employees, men and women, prefer working for women because it permits them to lead!

Despite this truth, we don’t have a seat or voice at the most important tables. Barely 10% of Fortune 500 companies have female CEOs, and there’s a real opportunity gap. Women often aren’t offered the job to begin with because we might do something pesky like perpetuate the human race. And when we are offered the job, we’re offered much less. (83 cents on the dollar for women compared to men, 70 cents on the dollar for moms compared to fathers) It’s nuanced, but the way we change the narrative is by sharing stories and realities.

SO: Many organizations want to cultivate authentic spaces where women can speak for themselves freely, but are unsure of their first steps. What approaches do you suggest?

PF: It all starts with leadership creating a culture where women not only have a voice but also have their opinions respected. We lead with courage, empathy, and vision. Motherhood in particular should be celebrated, not scrutinized by leadership. After all, we’re furthering humanity, which is good for our country and our economy. We’re also growing in core leadership skills because of motherhood, not despite it.

When our voice is absent at the decision-making table, we not only miss out on important perspectives, but also create inequitable environments that don’t represent, support, or speak for the whole. Organizations must ensure that we have a seat and voice at the table, and are vital to creating systems and policies. Let me clarify that this isn’t a war on men. This isn’t about uplifting women at the expense of men. This is about men and women working together to create an equitable workplace, for the world and family.

We’ve been told we’re too soft and too emotional to lead, when in reality, female-led companies

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MENTORSHIP

THE FUTURE OF MEMBERSHIP IS DIVERSE:

JILL WALLACE TELLS ALL

Boasting a two-decade career transforming customer and user experience in payment systems, Jill Wallace embodies innovation. In our interview, she shares her passion for diverse and inclusive mentorship. She explores how, when done effectively, it can strengthen teams, build confidence, and foster mutual growth for both mentor and mentee.

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Shiwon Oh: Can you share a moment about a person who made you feel seen and heard? What did they teach you about mentorship?

Jill Wallace: I had the opportunity to work on a high-stakes project alongside members of the executive leadership team, in-

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MENTORSHIP

cluding a top female executive I had long admired.

The experience was both daunting and exhilarating. I was determined to contribute meaningfully— and I did.

After several meetings, she scheduled a one-onone with me. During that meeting, she expressed how impressed she was with my leadership presence and the value I brought to the project. She asked about my access to mentorship and then generously offered to mentor me herself. That was deeply affirming, and I felt seen and heard. Her interest in my career aspirations and her offer of support had a lasting impact.

Even more meaningful was how much I already admired her career journey. She made thoughtful choices and courageous pivots. At one point, after working several roles at a particular level, she made a bold choice: she would only accept job offers that aligned with her expertise and the value she brought to the table. She held out and was ultimately offered exactly the role and level she aimed for.

Through her mentorship, I learned many things, but the most significant lesson was this: be bold.

Use your voice. Speak up with your opinions and expertise—you’re at the table because you belong and you’re needed. Just as importantly, be fearless in advocating for your career goals. No one can do that better than you.

SO: Sometimes, leaders teach us what not to be. Other times, they inspire us to follow in their footsteps and pay it forward. What were the most impactful aspects of your relationships with mentors?

JW: The most impactful aspect is having a safe space for honest communication and feedback.

We discussed our challenges and successes, and sometimes our mistakes or regrets. Often, this is where my major “aha” moments occurred. I replicated successes in some areas, learning when and where to pivot in others. I particularly remember a mentor who shone a light on my blind spot. This awareness helped me make adjustments so that it didn’t become an obstacle for my personal brand.

My mentors also connected me to other professionals who each had unique perspectives. They allowed me to grow in various aspects of my professional and personal life. The insights I gained in each relationship were priceless. It boosted my self-confidence, allowing me to challenge myself, accept new experiences, and make bold decisions.

SO: What experiences shaped your current mentorship approach? How do you choose to guide your mentees?

JW: I discovered the power of having a mentor later in my career. Looking back, while my career steadily progressed, the journey wasn’t always smooth. I now realize how much I could’ve benefitted from honest feedback, strategic guidance, and strong advocacy during pivotal moments.

Mentorship was key to significant change.

With the support of mentors, I learned to manage my brand, harness my full potential, and accelerate my career in ways I hadn’t realized. It gave me clarity, confidence, and community I didn’t know I was missing.

One of my greatest strengths—and what I now recognize as my superpower—is the ability to be vulnerable and transparent. By openly sharing my challenges, I empower mentees with the knowledge, perspective, and tools to take control of their careers and design a path that works for them.

My approach to mentorship is rooted in four guiding principles: Empathy: Create a safe, judgement-free space to openly discuss challenges and fears.

Consultancy and connection: Share lived experiences to help navigate complex situations, and connect mentees with the right people and resources.

Advocacy and amplification: Speak up when it matters, and instill the courage in others to confidently advocate for them-

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MENTORSHIP selves.

Cheerleading: Celebrate wins, big and small, and consistently remind mentees of their strengths and value.

My mission is to equip the next generation of leaders with more than just advice—I aim to provide support, community, and belief in their potential, especially when they need it most.

SO: How does mentorship look different for women in male-dominated industries, specifically for women of color who have to navigate biases?

JW: This is personal to me. As a minority female, I’m often challenged with operating in an environment where I’ve been misrepresented, misunderstood, or ignored. I’ve often been one of few women, or the only woman in the room. More frequently, I’ve also been the only person of color. To add to the challenge, gender and racial representation in leadership is often scarce.

Microaggressions and unconscious bias is an obstacle to overcome and it’s exhausting to constantly question if you’re receiving feedback “the wrong way” or if it’s colored by bias.

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I was once called aggressive in a project meeting for pointing out changed priorities and missed deadlines. When I faced the person in a private conversation, they agreed “aggressive” was a poor word choice. My point is that these situations occur.

It’s important to have a safe space to discuss these challenges and obstacles with people who understand and may have navigated similar situations.

There’s a unique weight to being the only one of your identity in a room. Having people who can relate to those nuances makes a world of difference.

Diversity in mentorship isn’t just a luxury; it’s critical for providing guidance and validation, especially when the hurdles are subtle and systemic.

SO: What is one top takeaway you always try to pass down to every person you mentor and why?

JW: What makes you unique makes you valuable.

Own the narrative and don’t let anyone else define you. All of your experiences make you who you are and no one else can tell that story better than you can. Create your “board of directors“ with mentors and sponsors who can challenge, uplift, and cultivate your strengths and let you be your full unapologetic self.

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OUR PODCAST RECS FOR YOUR

EMPOWERMENT PRODUCT THINKING

with Melissa Perry A good listen if: • •

you have pressing questions about product management you want to deepen your understanding of everything product-related

THE KELLY ROACH SHOW A good listen • •

if:

you’re looking for actionable business advice from experienced, high-level professionals you want to brainstorm ways to boos productivity and maximize results

SMARTLESS

with Jason Bateman, Sean Hayes, and Will Arnett A good listen if: • • •

you need a lighthearted, comedic break from busy life you enjoy casual podcasts with celebrity guests you are intrigued by the idea of listening to people from “all walks of life to learn about shared experiences” WWW.CUSTOMERCONTACTWOMEN.COM | OCTOBER 2025

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HUMAN-CENTERED LEADERSHIP

How Mentorship Inspires Lifelong Learning: Lessons from

JESSICA LOVELL

Jessica Lovell is the SVP and Director of Customer Experience at First National Bank Texas and the Associate President of Financial Women in Texas. From navigating an underprivileged background to rising to senior leadership, she has built her career on resilience and purpose. Now, she mentors the next generation of leaders and drives lasting impact in her community.

Shiwon Oh: How did mentorship help you build your confidence and lead purposefully?

Jessica Lovell: Mentorship played a huge role in building my confidence over the years. My first mentor was Tracy Titus, my boss and the foundation of my professional career. She was a true Southern belle, polished, poised, and patient. I was eager and rough around the edges. Tracy taught me to pick my battles and lead with grace, and that I’d catch more flies with honey. I struggled to implement her advice early on, but her influence stayed with me and laid the groundwork for how I’d show up as a leader.

Years later, Jessica Pelache became another pivotal mentor. As a senior leader, she exposed me to new ideas, encouraged me to use my voice, and gave me direct, honest feedback, always delivered with care and intention. She pushed me to get involved with Financial Women in Texas, which has become one of the most transformative experiences of my life. I’m now helping build a formal mentorship program within that organization to pay it forward.

Tracy gave me my foundation, and Jessica helped me refine and expand it. Their men-

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torship reminded me that confidence doesn’t happen overnight; it’s built through exposure, encouragement, and people who see more in you than you see in yourself. That’s what gave me the clarity to lead with purpose and the courage to lead as myself.

SO: What was your most surprising takeaway about mentorship, and how did it shift your leadership style?

JL: I had mentorship at the very beginning of my career, and then again around the 20year mark, but there were about 15 years in between where I didn’t seek mentorship for myself. I was mentoring dozens of others, but I didn’t realize how much I still needed guidance.

The biggest surprise was realizing how much I missed by not having someone pour into me.

I’ve learned that mentorship isn’t about having it all figured out. It’s about staying open to growth at every stage of your career. That mindset shift changed how I lead entirely. I’m now more intentional about seeking wisdom and creating space for others to grow alongside me.

SO: What does a successful mentorship look like to you? Can you provide an example from your personal journey?

JL: A successful mentorship is built on honesty, trust, and mutual respect, which evolves as you do. I’ve been fortunate to experience this in different seasons of my life. Early on, Tracy Titus gave me the professional foundation I needed. She helped shape how I carried myself and taught me the power of soft skills and

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HUMAN-CENTERED LEADERSHIP strategic grace. Years later, mentoring a first-generation finance student reignited my purpose.

More recently, seeking mentorship for myself has been transformational. Finding mentors outside my organization helped me expand my thinking,

you tell us about some lessons you learned from your mentees?

JL: My mentees have been some of my greatest teachers. One of the most humbling things I’ve learned is that sometimes, I give advice to my

challenge old habits, and refine my leadership style. Growth doesn’t stop just because others now turn to you.

SO: I agree. Growth is a continuous lifelong journey, and definitely a lifelong commitment. Can

mentees that I haven’t fully embraced myself. For years, I told them to be bold, take the leap, and silence self-doubt, yet I found myself hesitating to follow my own guidance. It forced me to look in the mirror and hold myself accountable to the same standards I set for them.

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Recently, I was talking with one of my mentees, Gabriella Usher, a bright, first-generation college student at Sam Houston State University, my alma mater. I shared that I was exploring a new endeavor, something personal that challenged me in new ways, but part of me felt too old to start something new. Without missing a beat, she said, “It’s never too late to change your life.” That moment stopped me in my tracks.

held me back more than it helped me grow.

That mindset isolates women and reinforces an unsustainable version of leadership.

Today, I intentionally model what it looks like to both give and receive wisdom. I want my mentees to know they can lead from wherever they are, exactly as they are, and that asking for help doesn’t make you weak; it makes you wise.

It reminded me that mentorship is a two-way exchange. Gabriella pours into me just as much as I do into her. My mentees challenge me, reflect truth back to me, and remind me that growth has no age limit and no expiration date.

SO: What takeaways and experiences do you pass down to your mentees, and why?

JL: I pass down the lessons I wish I had embraced earlier in my career: • • •

Ask for help.

Ditch the perfectionism.

Seek mentorship at every stage, not just at the beginning.

Growth isn’t linear, but it requires intention.

Vulnerability is a strength, not a weakness.

You are allowed to change, evolve, and redefine success as often as you need to.

I share these because for years, I focused on mentoring others but neglected my own need for support. I believed I had to be polished, perfect, and self-sufficient which, in hindsight,

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YOU SUPPORT YOUR CUSTOMERS,

LET US SUPPORT YOU.

CCWOMEN Photo Credit: Andrej Lišakov

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Human-Centered Leadership Powers Business Growth HERE’S WHERE TO START

Jacinda Ardern entered the global spotlight when she became New Zealand’s prime minister in 2017 at only 37 years old. Young and ambitious, but wise and compassionate, she addressed various crises head-on—from passing gun reform laws in response to the Christchurch mosque tragedy to maintaining transparent communication with the public during the COVID-19 pandemic.

People lauded Ardern for her swift efficiency and dedication to empathy. She proved to the world that impactful leadership didn’t necessarily have to look cunning and ruthless. It could also put humans first in all key decision-making and still see positive outcomes.

In a time when profit, power, and privilege are often placed above people, Ardern’s leadership provides a blueprint for a kinder, equally successful path.

What is human-centered leadership in business?

The definition is in the name: humans and their needs are at the core of key decisions and organizational shifts. Target’s removal of its DEI initiatives was an example of the opposite, and the retail giant continues to face low foot traffic.1 On the other hand, having voted to preserve its DEI programs, Costco continues to have a favorable edge over its 1 Newman, Andrew Adam. 2025. “Target Suffers 10th Consecutive Week of Foot Traffic Declines, Sinking Stock Prices Since Caving on DEI.” Retail Brew, April 11, 2025. https://www.retailbrew.com/ stories/2025/04/11/target-suffers-10th-consecutive-week-of-foot-traffic-declines-sinking-stock-prices-since-cavingon-dei

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competitors.

While many factors contribute to the contrast between the two stores, it’s clear that consumers historically care about the values of their preferred brands2. The more aligned businesses are with their moral priorities, the more likely people are to open their wallets.

Employee trends suggest the same. For millennials and Gen Zers, an organization’s ability to offer work-life balance and alignment in values continues to be a major deciding factor for job seekers.3 Whether workers or consumers, people want to be treated like people, not like cogs in a machine. What’s more, basic decency is profitable, according to data. After analyzing its 100 Best Companies to Work For list, Great Place to Work states the following: 2 Buonfantino, Giusy. 2022. “Data Shows Shoppers Prioritizing Sustainability and Values.” Google Cloud Blog, April 27, 2022. https://cloud.google.com/blog/topics/consumer-packaged-goods/data-shows-shoppers-prioritizing-sustainability-and-values 3 Faber, Elizabeth. “Gen Zs and Millennials at Work: Pursuing a Balance of Money, Meaning, and Well-Being.” Deloitte Insights. Deloitte Global, June 2, 2025. Based on the 2025 Gen Z and Millennial Survey conducted by Deloitte Global. https://www.deloitte.com/global/en/issues/work/genz-millennial-survey.html.

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“A wealth of research supports the notion that successful companies are propelled forward by happy employees. Company culture rooted in trust, transparency and caring helps give people clarity and a sense of purpose leading to higher employee engagement, better customer service, greater innovation and strong business results.

While company stock performance cannot be linked solely to company culture, the recent and long-term performance of the 100 Best index relative to the broad index begs a number of questions and certainly advances the argument for making workplace culture a central part of any organizational strategy.

The impressive relative long-term performance for the 100 Best index since 1998 suggests that employer branding and company culture, as experienced internally by employees and externally by investors, can make a substantial difference in company stock performance over time.”4 Happy employees nurture organizational growth, and it all starts with a strong, people-first culture.

Here, we explore some top dos and don’ts for effective human-centered leadership.

Do be intentional with your words and actions.

Don’t be inconsistent in your messaging.

Building trust is a slow and steady effort. Your community always watches what you say, how you say it, and what actions you commit to afterward. If you promise to roll out a new flex work policy, stick to it. If you don’t have the resources to deliver on a promise, be transparent about your progress.

The last thing you want to do is send mixed signals and compromise your credibility. If your messaging shifts along with external factors—for instance, you only commit to inclusivity when it’s culturally relevant—people will be less inclined to believe your intentions.

Do cultivate psychological safety.

Don’t assume you know everything.

Your work environment can only be innovative if your employees feel safe to speak freely. Create a space where healthy dissent can thrive, and respectful disagreements are a part of the collaborative process. Your team can only achieve so much in an echo chamber.

Secondly, no one has all the answers. Be open about your uncertainties, welcome feedback and collaboration, and humbly listen when people offer their insights. Some of your best solutions will come from moments you didn’t expect, but they can only happen when everyone embraces uncertainty.

Do set reasonable boundaries.

Don’t close yourself off to different perspectives.

Just because you’re an empathetic leader doesn’t mean you have to stretch yourself thin.

Setting clear lines at work preserves your energy and professional relationships, modeling healthy habits and expectations for others to adopt.

With that said, there’s a fine line between being assertive with your boundaries and being inflexible or stubborn. You won’t get it perfectly, but try to stay open to learning, listening, and evolving alongside others. The road to success isn’t meant to be a solo endeavor.

4 Kitterman, Ted. “Treating Employees Well Led to Higher Stock Prices During the Pandemic.” Great Place To Work blog, 2021 (published online Apr. 2, 2021). Based on data from the Great Place To Work–FTSE Russell “100 Best Companies to Work For” index. https://www.greatplacetowork.com/resources/blog/treating-employees-well-led-to-higherstock-prices-during-the-pandemic

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Célia Zermatten How

“Turned Pain into Purpose” and Redefined Leadership

Célia Zermatten is a women’s career and empowerment coach on a mission to champion leadership rooted in mind-body alignment. After years of nonstop work at top organizations like McKinsey & Company, UBS, and the United Nations, she faced a chronic pain journey that redefined her view of success. Here, she shares what it means to reconnect with your body and intuition—and how aligning with your values can elevate your influence.

tion, neuroplasticity, and more. That journey didn’t just heal me; it transformed me.

Shiwon Oh: Célia, you have quite a powerful story that can resonate with many high-achieving women. Can you share your journey with us?

SO: Now, as a women’s career and empowerment coach, how would you define human-centered leadership?

Célia Zermatten: Absolutely. For years, I followed what looked like a successful path: working in fastpaced, high-pressure environments like McKinsey & Company, UBS, and the United Nations. I constantly pushed for more, proving my worth through performance. But high-achieving women can push with their heads for a long time, and burnout doesn’t always look like being unable to get out of bed. It can show up as chronic pain, digestive issues, or other physical symptoms—signals from the body that something is wrong.

CZ: To me, human-centered leadership starts with self-leadership. It’s about leading from alignment with your values and inner wisdom, not from fear or outdated models of success. It’s grounded in emotional intelligence, relational depth, and the courage to be both strategic and vulnerable.

For me, three years of debilitating chronic pain became my wake-up call. It was my body taking over control, forcing me to pause and reevaluate everything: how I worked, what I believed about success, and how deeply disconnected I had become from my own body, needs, intuition, and truth. That turning point was about recreating space, learning to love and honor my body, and allowing it to lead the way forward.

When the traditional medical system couldn’t offer lasting solutions, I embarked on a holistic healing journey, working from the inside out. I explored nervous system regulation, the mind-body connec-

Today, I’ve turned my pain into purpose. I’m committed to leveraging my experience, expertise, and passion to help women and their organizations shape a new era of Women’s Careers and Empowerment—one where women don’t just survive, but truly thrive.

Each person has different physical, mental, and emotional needs. That’s what makes us human.

Too often, workplaces treat people like machines, focusing only on output and ignoring the humanity that drives it. Human-centered leadership flips that script. It means first recognizing this humanity in ourselves—acknowledging our limits, showing vulnerability, and modeling self-care—because how leaders treat themselves profoundly shapes how their teams operate.

It’s about seeing people, not just their output, and creating safe spaces where authenticity, growth, and wellbeing can co-exist with high performance.

When leaders do this, they honor humanity without compromising impact. In fact, they strengthen it.

SO: Why is human-centered leadership vital for women talent who may feel directionless and

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HUMAN-CENTERED LEADERSHIP burnt out?

CZ: Because so many of the systems we operate in are fear-based, they tend to magnify our inner insecurities with thoughts like “I’m not good enough” or “They’ll find out I’m a fraud.”

(Hello, impostor syndrome) In response, many women develop coping mechanisms like overworking, people-pleasing, or overthinking just to feel safe or worthy.

This often leads to burnout, not just because of external pressures, but also because of an internal disconnection from our own physical, mental, and emotional needs. When self-leadership is missing, high-achieving women often fall back on old limiting beliefs that trigger emotions and behaviors like saying yes too often, neglecting boundaries, and pushing past exhaustion. This cycle erodes well-being and effectiveness over time.

Human-centered leadership starts with reconnecting to ourselves, aligning with our values, and modeling self-leadership so that we, and those we lead, can thrive. It creates a healthier, safer, and more empowering environment: one where humanity is not just accepted but celebrated. It invites women to redefine success in realistic and meaningful ways, to speak their truth, express their needs, trust their intuition, and lead in ways that feel energizing, not draining.

And this isn’t just intuition. McKinsey’s latest Organizational Health Index (2024) shows that authoritative leadership is now obsolete. The most effective leaders today embody consultative, supportive, and empowering leadership styles, which is the essence of human-centered leadership.

CZ: There are both internal and external barriers that make it hard for women to fully step into their authentic selves at work.

Externally, the systems around us often reinforce those fears. Leadership models in many organizations are still built on outdated, masculine-coded traits—like assertiveness without empathy, or constant availability without boundaries. And there’s a persistent lack of visible role models who lead from a place of human-centered leadership, where empathy, care, and clear boundaries are seen as strengths, not liabilities. Without these examples, many women second-guess their leadership style or feel pressure to conform just to be taken seriously.

Internally, many women carry deep-rooted conditioning determined by societal expectations. A big one is the fear of being “too much” or “not enough.” We’re taught to be likable, avoid being “difficult,” and prove our worth by

Together, these internal and external dynamics create a kind of invisible armor women feel they need to wear in order to succeed, often at the cost of their authenticity, confidence, and even their health.

SO: What are some common barriers that women face when trying to step into their best selves at work?

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being endlessly capable. This often leads to people-pleasing, perfectionism, and the suppression of important parts of ourselves. Many women still believe—consciously or not—that leading with care, empathy, or vulnerability will make them seem weak or unprofessional.

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SO: You mention the importance of accessing your heart and intuition. What steps can the modern woman professional take to reconnect with herself and transform her leadership approach?

CZ: Start by slowing down, even for just five minutes a day, perhaps during your morning commute or while making your coffee. Turn off the noise and check in with your body: How do I feel? What do I need right now? This simple act of presence can start to rebuild the bridge between your mind and body.

Second, unlearn the belief that “thinking” should always override “feeling.” In reality, the most effective leaders are those who can integrate both logic and intuition. Research shows that accessing both systems, rational analysis and gut instinct, leads to better, more balanced decisions.

Third, build a support system. Women often don’t invest enough in mentoring or sponsorship at work even though both can be transformative. Seek mentors of any gender who can guide you and advocate for you, and make mentorship a vital part of how you grow professionally.

But don’t stop there. One of the biggest things I see in high-achieving women is a lack of true belonging and connection outside of work. We need community, not just colleagues, to calm our nervous systems, reconnect to our intuition, and thrive. This might look like joining a local sports team, volunteering, getting to know your neighbors, or finding a hobby group that sparks joy.

While workplace friendships can be valuable, relying solely on work for belonging is risky. True community that’s built around shared interests, support, or purpose offers a deeper kind of connection. It can help women replenish their energy and lead from a grounded, heart-centered place.

Whether it’s a mentor at work or a circle outside of it, we all need safe spaces where we can reconnect with ourselves, explore new tools, and be reminded that our way of leading is powerful.

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Annie Kim

Explores the Impact of Leadership that “Puts People First”

Annie Kim, Director of Product Management at Elevate K-12, brings a proven track record of driving growth in both fintech and education. A former teacher turned seasoned product leader, she joins CCWomen to share the ups and downs of her leadership journey and how she balances genuine connection with high performance.

Shiwon Oh: How have your career experiences impacted your definition of human-centered leadership?

AK: The most rewarding part of my leadership journey has been witnessing people grow, not just in their skills, but in their confidence, clarity, and self-awareness. It’s a privilege to walk alongside someone as they reflect on their performance, wins, challenges, and even failures. That level of honesty and vulnerability isn’t something everyone gets to be part of.

Annie Kim: Human-centered leadership is about earning trust through consistency, care, and real relationships. I don’t see leadership as a title. It’s a responsibility rooted in influence, integrity, and service. We’re all works in progress and that perspective has shaped the way I lead—with empathy, patience, and grace, especially during high-pressure moments. I create space for honest conversations, not just about the work, but about how I’m showing up as a leader. I stay open to feedback and take time to reflect, knowing that growth starts with self-awareness.

Leadership has also been humbling. I’m constantly learning about my own growth areas and becoming more aware of the influence I have on outcomes and the day-to-day experiences of the people I lead. Knowing that I can play a role in making someone’s work life more meaningful or supportive is something I don’t take lightly.

At the same time, I care deeply about maintaining a high bar for excellence. I don’t believe empathy and performance are in conflict. In my experience, leading with empathy is what enables sustained, high-quality results. Supporting people well is how we unlock their best work. I also recognize that empathy doesn’t come naturally to everyone, and that’s okay. What matters is the willingness to grow and the self-awareness to build a team that brings balance and perspective. That’s something I actively practice and value in my own leadership.

AK: I ground my decisions in data, whether it’s qualitative insights from users or quantitative performance metrics. In moments where data is scarce or ambiguous, I lean on clear principles, cross-functional input, and prior patterns to make the most informed judgment call possible.

Ultimately, my approach to leadership is about putting people first, not at the expense of results, but as the foundation for them.

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SO: What has been the greatest, most rewarding impact of your leadership approach?

SO: Can you share a moment someone challenged your decision-making? How did you advocate for your own voice? If not, how would you advocate for yourself?

When my decision-making is challenged, I welcome it with curiosity. I ask questions to understand the perspective and ensure we’re aligned on the problem we’re solving. Then, I advocate for my thinking by walking through the rationale, including what we know, where the gaps are, and how I’m mitigating risk. I believe good decision-making isn’t always about being right; it’s about being

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thoughtful, transparent, and adaptable.

SO: When you envision our next generation of leaders, what legacy would you want to leave behind? How do you want to make your mark in your industry?

AK: I want the next generation of leaders to understand that leadership is ultimately about service. You show up for others with integrity, humility, and a commitment to their growth. But more than that, I want them to know that leadership takes courage.

It’s not just about guiding others. It’s about being willing to expose both your strengths and weaknesses in full view. You can’t lead well while hiding. Leadership will test your character, reveal your blind spots, and challenge your confidence. There is a cost to leadership and that’s what makes it so meaningful. You have to be willing to iterate on yourself and own your mistakes, learn publicly, and keep showing up even when it’s uncomfortable.

I hope my mark in this industry is defined not just by the products I helped build or the outcomes I drove, but by the people

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I supported and the culture I shaped. If my leadership helps others lead with more humanity, courage, and self-awareness, then I’ll know I’ve left something lasting behind.

SO: Representation matters, especially as you climb the corporate ranks—how do you continue to fight for visibility and presence as an Asian American leader in the workplace?

AK: As an Asian American in leadership, I’m deeply aware that I represent more than just myself. I carry the stories, hopes, and visibility of a broader community. Even though I don’t naturally gravitate toward being the loudest voice in the room or stepping into the spotlight, I intentionally embrace opportunities to increase my influence and presence. Whether it’s presenting to senior leadership, mentoring others, or speaking up in strategic conversations, I show up knowing that my voice can shape the culture around me, even in ways I may not see immediately.

Representation matters, and I don’t take that responsibility lightly. I strive to lead with excellence, authenticity, and integrity—for my own growth, and to open doors and shift perceptions for those coming after me.

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DECEMBER 4-6, 2025 | NYC

MEET US IN NYC Photo Credit: Nikoloz Gachechiladze

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Explore Top-Down Leadership with

Cati Brunell-Brutman

As the Head of CX at Glossier and an outspoken advocate for empathy- and wellness-driven leadership, Cati Brunell-Brutman leans into her expertise to enhance experiences for both customers and colleagues. In this interview, she shares how authentic workplace culture can cultivate a healthier and more connected team.

Shiwon Oh: From Daily Harvest to Headway to Glossier, what was the greatest lesson you learned on the impact of human-centered leadership?

Cati Brunell-Brutman: It comes from the top down, and it’s our responsibility as leaders to demonstrate our values to create a psychologically safe workplace.

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You can say “take your PTO” all you want, but if you’re not taking time off, you’re sending the message that others can’t really take time off if they want to advance.

One of my team members recently slacked me, “You deserve to take a sick day if you need to!” when I shared I was feeling under the weather. It was a great reminder, in addition to being a way for the team to hold me accountable, to live by the values I express.

SO: Living by example is definitely key to delivering your message. Can you share a moment when you felt heard by a leader, and how that moment inspired you to replicate the experience for your team?

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CBB: Absolutely. Something that I love about the culture at Glossier is that our company encourages us to celebrate each other’s wins and ensure that people’s impact is visible. I had a wonderful leader that I reported to on an interim basis during a really rough holiday season (e-commerce, am I right?).

Although the digital side of CX wasn’t something that had been on her plate before, she was generous with her time and always available for a gut check or a brainstorm. What made me feel seen, though, was that she created an opportunity for me to present the work I’d been doing and the impact it made on customer experience during a business review with our C-Suite.

It would’ve been so easy for her to just mention it in her regular section of the meeting, but by creating the space and time for my work to be recognized, she helped me see its larger outcomes and importance. To this day, that memory continually inspires me to do the same with my team and get them into as many rooms as possible to both learn and be recognized for their work.

SO: How do you define workplace wellness, especially as someone who works a hybrid role?

CBB: I believe in doing what you need to do to show up at your best—and that’s different for everyone! Among my team and CX friends, I am infamous for “floor time” because if I’ve had a rough call or back-to-back meetings, I’ll go and lie on the floor for a few minutes to take a break and ground myself away from screens.

I’ve worked with people who go for a run on their break or even take a catnap during lunch, and I try to encourage this as much as possible. No one can be at 100% every day, and having grace with yourself and your teammates goes so far.

SO: How do your human-centered wellness values determine your leadership style? What is its impact?

CBB: It’s taken a while to find the right balance (and I think this will be something I’m consistently calibrating), but I feel that it’s important to balance the work boundaries you set with vulnerability. We’ve all worked on those “we’re a family” teams, which is a red flag, but I think the better version of this is “we’re all people” teams. We have good days and

bad days with kids who get sick, pets who make surprise appearances on Zoom calls, or plumbing that breaks.

At the end of the day, that is all so much more important than the email or the slide deck. With that frame of mind, I trust my team to get the work done and communicate with me if they hit a roadblock.

I find that people do their best work when they feel they can trust and be trusted by their leadership and colleagues. I’m proud of the high retention rates on my teams, hitting upwards of seven years—something that is wild in the CX space.

SO: What are some takeaways for leaders who want to cultivate a healthier workplace culture, but don’t know where to start?

CBB: Ask questions! A framework I love to use with my team, especially during reviews or performance check-ins, is: what would you like me to start doing, stop doing, or continue doing to make you feel supported? It can be difficult and intimidating to give your boss or your boss’s boss feedback, and I find that specific questions help make this process easier.

Something else I feel is so important is that you must admit when you mess up. If you want to create a culture of trust and transparency, you also need to hold yourself accountable. It’s powerful to say, “I dropped this ball, here’s what happened, and here’s how I’m going to fix it,” because you are showing that as long as you learn something and have a plan, it’s not a failure—it’s a growth opportunity.

Finally, it’s your responsibility to adapt your communication style to your team members, not their job to figure out yours. When I start working with someone new, one of the first things I ask them is how they like to be communicated with: in the moment or our weekly 1:1s? Do they want to get feedback in a quick Slack, or would they prefer to hop on a call and talk things through? Do they not know?

Great! We get to figure it out together. And how cool is that?

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WORKING LATE?

SO IS YOUR POTENTIAL.

CCWOMEN 36

Photo Credit: Ahmet Kurt

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WORKPLACE WELLNESS

A Comprehensive Guide for

Workplace Burnout Have you ever found yourself suddenly struggling to balance your responsibilities? Some days may pass better than others, but generally, you feel stuck in a never-ending loop of anxiety and self-doubt. Your work days are agonizingly long, and afterward, you already begin to dread what’ll come tomorrow—and how you’ll have to repeat the cycle.

We’ve all been there. Some of us are probably weathering the storm right now.

Constant exhaustion, worry, and pessimism are all telltale signs of work burnout, even if we don’t always recognize it. And for women navigating imbalanced, often male-dominated environments, everyday stressors can feel doubly burdensome.

If left untreated, burnout can be detrimental. It erodes your quality of life, bleeding into your job performance, personal relationships, and mental health. It can leave you feeling isolated, disconnecting you from things you love and enjoy.

Fortunately, you don’t have to fight the battle alone. At CCWomen, we believe in empowering women in every step of their journey, no matter how daunting—and job burnout is no exception. Here, we’ll provide insights and tools to help you triumph over various hurdles and find new ways to thrive.

Workplace burnout is a state of being.

While occasional stress is completely normal, it becomes a larger issue when you feel it on a chronic level. According to the Mayo Clinic, burnout is “a state of physical or emotional exhaustion that also involves a sense of reduced accomplishment and loss of personal identity.”

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WORKPLACE WELLNESS You may be burned out if you’re tired all the time— not just during work hours. No amount of sleep or self-care seems to be enough, and you eventually struggle with day-to-day tasks that once felt so simple. Your job, which you found both challenging and exciting, now feels like another mountain you can’t climb.

It’s not a pleasant picture, but it happens to the best of us. Knowing the symptoms can help you determine whether you’re inching dangerously close to work burnout or are already knee-deep.

Some common examples include: Heightened irritability: Do you quickly get annoyed when facing situations with a relatively easy fix? Or are your coworkers pushing your buttons more often? If you’re quick to anger, it usually means an underlying need isn’t being addressed.

Cynicism: Once you’re irritable for an extended time, you may eventually wade into cynicism or a lack of care for your role and company. You stop focusing on your growth trajectory and become detached from your goals, reaching a standstill in your career.

Procrastination: Procrastination is a coping mechanism that helps people avoid stress-inducing decisions. It provides shortterm relief, but immediately follows with more consequences, digging you deeper into your burned out state.

Decreased productivity: When your job loses meaning, you begin to wonder why you need to try at all. What once used to excite you no longer has any appeal. When you finish your assignments, you feel no sense of accomplishment, so you slow down.

Eventually, it reflects in your overall performance.

Weakened immune system: If your body and mind are under constant stress, it becomes more susceptible to sickness. Not only do you feel a strain on your physical health, but your mental health suffers, too.

So, what can we do when we find ourselves exhibiting these symptoms? Is there a clear roadmap to take us out of burnout and into recovery?

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Understand why burnout happens before searching for a fix.

Firstly, understanding the cause of your burnout is crucial in addressing it effectively. There might be one pervasive reason or several overarching issues—but only when you explore them can you work out a solution that best fits your needs.

Here are a few contributors: Overwhelming workload: Say that your company is in a rush to meet its financial goals. Your director asks you to work longer hours, juggle double your responsibilities, and meet all deadlines promptly. No matter how hard you try, there never seems to be an end. When you have to take on more than you can handle, exhaustion is inevitable.

Lack of direction or growth: Your role becomes ambiguous without any clear goals. You may feel unsure of where you’re headed, gradually losing a sense of purpose in your work. This makes it easy to disengage from your job entirely.

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Unhealthy work environment: A positive, balanced workplace makes a world of difference, organically producing inclusivity, fairness, and respect. An unsafe one has the opposite effect.

If your leaders don’t try to foster a supportive and inclusive space, you’ll be less likely to advocate for your needs, leading to high-stress situations and poor relationships.

Little to no visibility: Women know how it feels to come to the table with fresh, innovative ideas only to be ignored. But when being undervalued becomes routine, it creates disillusionment. And with no opportunity to improve communication or make your voice heard, whatever passion you bring to the job can quickly fizzle out.

5 ways to recover meaningfully Remember: work burnout doesn’t define your worth, nor does it control your narrative. While it can be discouraging, it’s a vulnerable state almost everyone stumbles into at some point in their careers. And despite there being no easy one-size-fits-all solution, there are opportunities for you to heal and develop habits that build long-term resilience.

1. Reestablish your value.

Take the time to revisit your skills and experience.

If it’s been a while, your old professional goals might feel stale—so revamp them. You may have also outgrown your current role and are ready to move onto a new chapter.

Bringing up your needs in a conversation with your manager can be difficult. But with your accomplishments and the potential to achieve more, you have every right to advocate for yourself and demonstrate your ability to succeed.

2. Create healthy boundaries.

Constantly being “on” for your job will wear you down, so finding a balance that feels best for you is important. And sometimes, that means adapting your schedule to accommodate your personal life to avoid feeling drained.

For instance, if you’re a new parent ending paternity leave, you’ll likely still be adjusting to a new schedule. It might require more flexible hours that allow you to be present with your family while still

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WORKPLACE WELLNESS

being productive. Or maybe you need to completely disconnect once the clock hits five, whereas previously, you allowed team members to reach out late for last-minute tasks.

Implementing new boundaries enables you to prioritize your well-being. The goal is simple: regain control over your work-life balance and reduce the stress that contributes to your burnout in the first place.

3. Be comfortable taking up space.

As women in business, we’re often told to minimize our voices and allow others to speak over us. But if we shrink to fit into a mold, we’re more likely to be misunderstood.

Taking up space is an essential step toward self-advocacy. It’s a conscious, empowering act that declares our right to exist loudly when, previously, we were encouraged to stay in the shadows. If someone’s exhibiting an unconscious bias at work, address it. If you have an accomplishment you’re proud of, celebrate it. Even amid your burnout, being wholly seen can help you get the support you need to recover.

4. Rediscover your why.

Remember the excitement you felt when you first outlined your job goals or landed that dream job? Over time, after hitting learning curves and mastering specific skills, your enthusiasm may have waned—before cooling entirely into an everyday routine.

It may be worth returning to your personal why, the core purpose of your work. What was your original vision, and why did it inspire you to excel? Where did you notice yourself falling off, and what changes can you make to get on track? By going back to the blueprint of your career, you can realign your passions with your current trajectory and propel your growth again.

5. Tap into your community.

Your community is your lifeline. While it’s normal to want to look your best, it’s vital that you also know how to unveil your absolute worst self around people you can trust.

Navigating work burnout is a challenging feat. Going through the motions of self-reflection and decision-making is taxing in many ways. A reliable support system helps you persevere through these moments and gives you a safe space to just be messy and human. There can be a mix of anger, confusion, or even a desire to reinvent yourself completely. Whether you need to address imposter syndrome or practice intentional self-care, your loved ones ensure you feel heard—even if your healing doesn’t look perfect.

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WHILE THE WORLD SLEEPS,

SHE STRATEGIZES.

CCWOMEN Photo Credit: Getty Images

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WORKPLACE WELLNESS

Tianna Faye Soto

People-Centric Wellness Drives People-Made Wealth: Insights from

Tianna Faye Soto is a renowned keynote speaker and mental health educator who travels the globe to educate audiences on workplace wellness, leadership, and women’s empowerment. A wordsmith extraordinaire and fierce science advocate, she makes a compelling case for prioritizing health to foster effective leadership.

Shiwon Oh: Tianna, I love that you strive to blend storytelling and science to empower others. Can you tell us about your personal journey and how your experiences helped shape your career?

Tianna Faye Soto: Thank you! Starting from the very beginning, I grew up in North Carolina in a mixed household. My family is Puerto Rican and Jamaican-Chinese. I was raised to appreciate the creative arts, music, storytelling, diverse cultures, and uplifting others.

These forces have always shaped the way I walk through the world—from my professional endeavors to my relationships and even my leadership style. I always want people to feel seen, heard, and genuinely supported, no matter what they are going through. I always say that my work is heart-centered, service-driven, and rooted in empathy.

When I was young, I became fascinated with psychology and studying human nature. I went to college to study psychology and Spanish, where my original plan was to attend a doctoral psychology program and become a practicing psychologist someday. However, I have always been incredibly multi-passionate, and when I graduated from college, I felt like there was more out there to be explored before div-

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ing fully into the academic world.

Following graduation, I worked for a mental health nonprofit called To Write Love On Her Arms and also became a certified yoga instructor. Then, I moved to New York City to pursue a master’s program at Columbia University.

There, I got an M.A. in clinical and counseling psychology with an emphasis in spirit-mindbody practice. It was a dream! I got to dive deep into positive psychology, lead mindfulness workshops in the on-campus wellness center, and even took a “Psychology at the United Nations” course, which enabled me to learn how to positively influence people on a global scale.

After earning my master’s degree, I worked in a clinical psychology research lab at Columbia University and interned at an outpatient substance abuse treatment center in New York City. During that time, I became curious about working in magazine media. Fast forward, and I left my mental health job to pursue digital media full-time. I eventually went on to become a writer, reporting on health, wellness, fitness, and relationships for publications like Cosmopolitan, Glamour, Well+Good, mindbodygreen, and more. I have also held full-time editor roles at Women’s Health magazine and Elite Daily.

It has been amazing getting to combine my background in psychology and wellness with my love for writing to bring science-backed service journalism to the masses.

Over the years through my studies and life experiences, I became especially intrigued by the intersection of science and soul and how I could use storytelling to help people live

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happier, healthier lives. In 2020, I gave my first official keynote speech to Meta about well-being. An event organizer had found me on LinkedIn—no joke—and invited me to be a part of their event series at the time. From there, my professional speaking career took off. I never expected it, and I certainly didn’t set out to become a professional speaker for a living—but I love it immensely. (I also like to think that growing up as a theater kid helped make the transition to the stage a little bit easier.)

Over the past few years, I’ve given 100+ keynote speeches to organizations, universities, and diverse communities around the country, and it’s such an honor to be able to educate and empower people to live happier, healthier lives.

Looking back on my journey, I realize it has been a winding path. However, I believe all of the little “breadcrumbs” in my life and career were leading me to this point. It’s such a treat to get to combine storytelling and science in such a powerful way. I hope it will continue to have a positive impact.

SO: What are some myths about workplace wellness? How would you reframe them?

TFS: This is a great question. For high-achieving professionals who are brand new to wellness conversations, I think there’s a stereotype that workplace wellness makes people less productive at work. For example, some leaders fear their employees will become too relaxed, unmotivated or even “soft.” However,

this absolutely isn’t true! When employees are seen, heard, listened to, respected, empowered to do their best work, and given opportunities to care for their mental health and well-being, the benefits are clear. They perform better, more consistently, and they are more likely to actually enjoy what they do, which enhances future motivation and engagement.

Yes, of course you still need to get work done and company goals need to be met—but if your team is burned out, chronically stressed, uncomfortable asking questions or raising concerns, or cynical about the work they’re doing, it’s going to be incredibly difficult to boost motivation and morale overall. (And the quality of everyone’s work will likely suffer, too.)

Open communication, balance, and psychological safety are paramount. All this to say, I’d reframe the idea that workplace wellness makes people “too relaxed” or unmotivated in some way. In fact, wellness enhances our ability to show up fully at work—and will probably make professionals more engaged in the long run.

Another myth is that workplace wellness equals fun perks in the office. As wonderful as pizza parties, ping pong tables, and even the fancy in-office gym can be, workplace wellness is about more than offering a few perks a quarter. It’s about company culture, how people are being led in the day-to-day, and how team members feel showing up to work every day. You can provide all of the fun stuff in the office, but there are still many systemic issues that need our attention in order for people to

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WORKPLACE WELLNESS feel more engaged and valued at work.

I’d encourage people to reframe the myth by asking: • • • • • •

What inequalities exist in your workplace, or even on your team?

How are people being led?

Do team members feel they are being supported, recognized, and treated well?

Are you honoring diverse perspectives and ways of thinking?

How diverse is your workforce?

Are you creating opportunities for connection and community?

As you can see, there’s a lot more that goes into workplace wellness than providing nice products or one-off events. I’d also reframe by reminding leaders that the onus shouldn’t just be on the employee to practice self-care—wellness is a team effort that requires change and commitment at every level. (i.e. You can give everyone a subscription for a mindfulness app, but if the actual office, work environment, leadership, team, and company culture doesn’t change, how much will they actually benefit at the end of the day?)

Finally, as a mental health educator, one major myth I’d like to reframe is that mental health conversations don’t belong at work. In fact, the opposite is true: If you don’t pay attention to mental health at work, it can cost your organization in terms of engagement, retention, job satisfaction, and long-term well-being. There’s a misconception that talking about mental health (and even your emotions!) can be unprofessional, and that admitting to struggling makes a person “weak” in some way, or that mental health is something to be dealt with privately. I totally understand that mental health is a personal topic for many people, and not everyone is comfortable discussing their personal mental health journeys—nor should they feel pressured to, whether at work or otherwise! However, it can go a long way to start normalizing mental health conversations and helping your teammates and employees realize that their emotional well-being is just as important as physical health.

As an example of this, I’ve been in workplaces before where team leaders have been open about taking or offering “mental health days”—or they even have a standing appointment on their cal-

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endar for a virtual therapy session during which they’ll be offline. Even talking about things like this can help others realize, “Oh wait, I deserve to take care of my mental health and well-being, too.” Other ways to destigmatize mental health at work and reframe the myth that it should be hidden: offer access to counseling, encourage flexible hours if possible, equip leaders with mental health education, help teams recognize early signs of burnout, and work toward creating a culture of empathy.

SO: Why should women prioritize wellness in their leadership?

TFS: Women should prioritize wellness in their leadership because when we feel good, we do good.

Historically, women have taken on a number of responsibilities both at home and at work, which has resulted in many women feeling exhausted, burned out, and disconnected from their work— and themselves. Of course, gender experiences are not one-size-fits-all, but if we look at the working world broadly, there’s important context to keep in mind when it comes to women’s experiences. Women are battling systemic issues like pay disparities, discrimination, and even taking on “invisible work” at their jobs which is often unpaid and unrecognized. When you’re a leader, it’s very easy to fall into patterns of showing up for your team and everybody else around you, but not showing up for yourself. This is something I see with a lot of high-achievers, parents, caregivers, and women in general. But as the old saying goes, “You can’t pour from an empty cup.” To that end, it’s paramount that women prioritize wellness in their leadership so that we can show up happier and healthier at work and in life.

When women show up to work healthy and aligned in mind, body, and dare I say soul, they will do their best work and allow themselves to shine in every realm of their life. Prioritizing mental health and wellness has positive long-term outcomes, like reduced stress and anxiety, reduced risk of depression, and even increased resilience—which is a crucial quality to have in our increasingly difficult and stressful workforce.

When women prioritize their wellness, they are also leading by example and showing other team members and leaders that caring for well-being

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matters. Something I like to remind high achieving leaders, especially, is that taking time for your wellness will actually fuel your work—not take away from it. Being healthy and well allows you to show up fully for your amazing, ambitious endeavors. Also, rest is not something that needs to be earned—it’s a crucial part of being human.

someone for support, advocating for yourself at work, setting a boundary, shutting off email after certain hours, or even leaving a role that no longer suits your family or lifestyle. All of this is a lot easier said than done, but when you prioritize making sure your own “cup” is full, your ability to support others (and fill their cups) will increase tenfold.

So, I always encourage women leaders to ask themselves, What is something you’re doing for your mental health and well-being right now? If you’re constantly taking care of others, what’s one small way you can also care for yourself? If you don’t feel like you can, what exactly do you need to feel supported?

SO: What’s the connection between workplace wellness and inner confidence?

Maybe it’s delegating tasks, taking time off, hiring

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TFS: Workplace wellness and inner confidence go hand in hand. When you feel good, you feel more confident and empowered to do good! To understand the connection, let’s look at the flip side: When you are NOT feeling good at work—whether it’s due

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to stress, burnout, lack of support, micromanagement, or simply feeling overwhelmed—it’s hard to feel confident and capable. (Or maybe you started your job feeling super confident, but over time, things became so chaotic and unstable in the office that now, your inner confidence has been shaken). However, if you work in an environment where wellness is prioritized—and you’re recognized, valued, and trusted to do your work—your confidence increases.

I like to look at this topic through the lens of psychological safety. In a workplace that is psychologically-safe, team members feel comfortable and empowered to express their thoughts, ask questions, and raise concerns without fear of negative repercussions. You’re encouraged to share ideas, get creative, and bring your authentic self to work without fear, pressure, or judgment. (And let’s be real, a lot of workplaces are definitely not psychologically-safe, even if they claim or strive to be!)

The connection with inner confidence here is that when you feel psychologically safe, secure, and free to express yourself, it’s easier to stand firm and be confident in who you are. When workplace wellness is prioritized and work environments are more psychologically-safe, there isn’t as much fear, doubt, uncertainty, or instability—all of which can really shake inner confidence.

From a positive psychology perspective, you can boost the confidence of your team members by recognizing their unique strengths, empowering them to share their stories, practicing gratitude and appreciating their contributions, and a number of other practices. When you prioritize workplace well-being in this way, you help everyone feel like they belong and have something unique to offer—which, in turn, can boost everyone’s confidence, engagement, motivation, and productivity.

SO: What key advice would you offer to women looking to cultivate hope and well-being in order to pay it forward and support the next generation of leaders?

TFS: Broadly speaking, I believe one of the most powerful ways to build hope, health, and pay it forward to future leaders is to operate from a place of “servant leadership,” where you’re prioritizing the needs of others in your community and always seeking to act with their best interests and well-being in mind. Being a servant leader does NOT mean neglecting yourself. (Quite the opposite, actually, since self-awareness, reflection, and self-inquiry are crucial parts of being an effective leader.) But it does mean shifting from a place of “power” to “empowerment” and showing people around you that everyone has a unique voice and perspective to share. It’s not just about one person being in the spotlight, or being the loudest voice in the room.

Building a culture of hope and health means recognizing people for their humanity, not just their skills or their resume. It means showing people that they matter, their stories matter, and that they deserve to feel healthy and happy both in the office, at home, and beyond. I believe that often, the most powerful way to pay it forward to future leaders is to be radically honest, transparent, open, and authentic.

Share the lessons you’ve learned from your life and career, and know that there’s a place for all of us to succeed. At the end of the day, people will connect with you not because of your impressive leadership titles or accolades, but because of who you are and how you walk through the world. If you show up as your authentic self, you’re paying it forward by showing that others can be their authentic selves, too.

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SUPPORT IS YOUR SUPER POWER.

NOW IT’S OUR TURN.

CCWOMEN 48

Photo Credit: Getty Images

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MEMBER SPOTLIGHT

LESSONS ON

CELEBRATING GROWTH No strangers to transformation, a few of our CCWomen+ members share their growth journeys and how community contributes to their upward trajectory.

Can you share a moment where you pursued and met a career milestone? What resources helped you succeed?

Katherine Gallacher: I prefer to reflect on my past achievements rather than focusing on future goals. Personally, I find the question, “Where do you see yourself in five years?” somewhat distracting as when I look backwards, I am often intrigued at what I was able to achieve. The successes, challenges, and new directions I’ve taken are often unpredictable and had you asked me 5 years earlier, I never would have predicted the outcomes.

I prioritize continuous learning, improvement, and growth, embracing the journey and making sure I have fun along the way.

While SMART goals work for many, I personally find rigid step-by-step instructions demotivating, and for me, it takes away the excitement of life’s uncertainties and the unexpected opportunities that might come up along the way. Instead, I set strategic goals for myself. For example, this year I am focused on improving my knowledge in project management. I might aim to increase my knowledge of strategic planning and will focus my efforts on working towards that goal.

The resources and tools I’ve used during my career journey range from formal to informal. Informal resources such as my network of mentors, advocates and promoters have been instrumental in supporting the advancement of my career. I encourage you to discover who your promoters are within your organization.

Ask to attend the conferences, even if it feels scary

to ask. Often conference websites will have information you can share with your superior, to help facilitate and support the reason for your attendance. Research accounts, such as Gartner, offer me critical support as I navigate and research new technologies and work through strategic plans developments and budgeting.

Conferences like CCW and the CCWomen community have been vital resources for me, allowing you to connect and network with talented individuals across the world who are navigating similar challenges in their own corporations. Networking with these individuals is like having personal coaches everywhere, offering firsthand insights into what works and what doesn’t.

Lisa Strate: One of my most significant career milestones occurred after I was laid off from a corporate role I loved. I leaped into a decentralized start-up focused on Blockchain and Crypto, a completely different world where community votes, not corporate hierarchies, make decisions.

A former CFO reached out and asked me to lead his support team. Blockchain is a fast-changing and complex industry, and I was told it would take a year to fully understand and manage both the team and our sales relationships. Trust was the foundation. I leaned on the support of colleagues and, most importantly, my team of representatives, who believed in my leadership.

Seven months in, I can confidently handle most challenges, drive sales growth, and support key initiatives, such as launching an AI bot and resolving high-priority customer issues. The recognition I’ve received from the company reinforces that taking

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MEMBER SPOTLIGHT this risk was the right decision, and I’m proud to be part of an industry with so much potential.

HOW DID THE CCWOMEN COMMUNITY EMPOWER YOU TO REACH YOUR PROFESSIONAL GOALS? Katherine Gallacher: I attended my first CCWomen event in 2022. COVID restrictions had recently ended, and my mentor and Vice President had left the company I work for a few months earlier. As a leader, I was exhausted and navigating a new boss (who has since become an incredible mentor). My confidence was non-existent. I was lost and scared, unsure of my value or how to navigate the new work environment, which was full of strong and experienced executives who did not know me.

The session I attended was on negotiating your compensation. I spent most of it holding back tears, not realizing how much I needed to hear what they shared. CCWomen is an incredible community full of inspiring women and allies in the contact center industry. Like-minded individuals, often in similar roles sharing their experiences and expertise as they navigate their own careers. They provide well-researched tools and techniques on a variety of important topics that impact women leaders.

The sessions and opportunity to be in such a supportive environment invigorated me. I left with a newfound energy and inspiration. Once back in the office I immediately got to work on a reclassification request. I knew the amount of responsibility I had was deserving of a higher classification but had never taken the time to directly detail and

highlight the value my role brought to the organization. The review was successful, and my title was changed from manager to director.

That was only the beginning! CCWomen has inspired me in so many ways, from increasing my confidence, and public speaking abilities to reminding myself I deserved the space to speak up, share my ideas and promote myself. I participated in an onstage panel discussion at CCWomen in Orlando, Florida. In 2022, I would never have done a public speaking event, but today I am proud to advise that I continue to challenge myself to accept more speaking opportunities.

Lisa speaking at the CCWomen Summit at CCW Nashville 2024.

I want to encourage every woman working in the contact center industry to attend a CCWomen summit and experience this community firsthand. You will be meeting the most inspiring group of women I’ve ever had the pleasure of connecting and engaging with.

Lisa Strate: The CCWomen community played a massive role in helping me reach my professional goals. The support and connections I built there were incredible—when I was job hunting, so many members and allies reached out with advice and leads through our weekly updates.

Their encouragement, especially when I leaped into the blockchain industry, gave me the confidence to embrace a bold new path. Even today, members continue to reach out to learn about my industry or ask how they can support me in this exciting and relatively new role.

Katherine speaking at the CCWomen Summit at CCW Orlando in 2025.

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TECHNOLOGY/AI

AI as a Career Accelerator for Women Harnessing Technology to Propel Leadership and Growth

By Judith Platz AI is changing how businesses operate, and for women in leadership, it presents both opportunities and challenges. Leaders like Julie Baxter-Rudd, VP of Global Customer Support at Elastic, and Chitra Madhwacharyula, Director of Partner and Customer Success Operations at Nvidia, demonstrate how AI can be a powerful tool for women to grow their careers, lead with impact, and drive innovation.

This article highlights some lessons from conversations we’ve had on my show, “15 Minutes with Judi.”

AI as a Force Multiplier for Women Leaders Baxter-Rudd has navigated a career spanning nearly 30 years in the support industry. From her early days as a support engineer to leading global teams, her journey highlights how AI can empower leaders to operate more effectively.

“AI makes our engineers’ jobs easier and more efficient. It’s about giving them the space to think, create, and connect with our customers,” Baxter-Rudd says.

For women leaders, this means less time spent on manual tasks and more opportunities to focus on strategy, mentorship, and innovation.

AI-driven insights provide clarity, helping leaders make data-backed decisions and advocate

for resources that drive growth.

Embracing Experimentation and Innovation Madhwacharyula describes herself as a “focused experimenter,” a mindset that has guided her through roles at LinkedIn, HPE, and now Nvidia. Her approach to leveraging AI is rooted in experimentation and continuous learning.

“AI is a tool, like the internet or the smartphone,” she explains. “It’s about understanding its capabilities and applying them to solve real-world problems. The sooner we embrace it, the better equipped we are to lead.”

For women looking to accelerate their careers, this means leaning into opportunities to experiment with AI technologies. From automating workflows to enhancing customer insights, AI can serve as a catalyst for career advancement.

Building a Culture of Sponsorship and Mentorship Both leaders emphasize the importance of mentorship and sponsorship in advancing women’s careers. Baxter-Rudd shares how leaders like Rob McCabe and Dayton Suber championed her growth, giving her the confidence and support to step into larger roles.

“I try to pay that forward by creating developmental roles and opportunities for my team.

Seeing others grow is one of the most rewarding parts of leadership,” she notes.

Madhwacharyula also believes AI can play a role in creating more equitable opportunities.

AI-powered analytics can surface high-potential employees, reducing bias and ensuring women are considered for leadership roles.

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Overcoming Challenges with AI Despite its advantages, AI can introduce new challenges. Madhwacharyula notes the importance of maintaining human oversight and preventing algorithmic biases. She explains, “AI is only as good as the data it learns from. As leaders, we have a responsibility to ensure AI is applied ethically and inclusively.”

Women leaders can advocate for responsible AI use within their organizations, ensuring diverse perspectives are represented in AI development and deployment.

AI is not a replacement for human leadership; it’s a tool that amplifies the strengths of women leaders. By embracing AI, fostering mentorship, and driving innovation, women can propel their careers to new heights.

As Baxter-Rudd and Madhwacharyula demonstrate, the future of leadership is one where AI and human insight work hand in hand. For women aspiring to lead, now is the time to harness AI’s potential and make their mark on the industry.

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SUPPORT, GROWTH, AND REAL CONNECTIONS

START HERE

CCWOMEN Photo Credit: Gokul Gurung

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TECHNOLOGY/AI

Balancing AI and the Human Touch

Enhancing Support Experiences Without Losing the Human Connection

By Judith Platz AI is rapidly transforming customer support, making processes faster, smarter, and more efficient. But as companies embrace AI solutions, the challenge remains: How do you integrate AI without losing the essential human-to-human experience?

Julie Baxter-Rudd, VP of Global Customer Support at Elastic, and Chitra Madhwacharyula, Director of Partner and Customer Success Operations at Nvidia, share their insights on how companies can achieve the best of both worlds. These pieces of wisdom came from conversations had on my show, “15 Minutes with Judi.”

Empowering Teams, Not Replacing Them Baxter-Rudd emphasizes that support is fundamentally a people business. While AI handles repetitive tasks and surfaces insights, it frees agents to focus on complex problem-solving and empathetic customer interactions.

“While we work at a technology business, we’re in the people business,” she says. “AI helps us solve problems faster, but our real value comes from understanding and supporting people.”

Madhwacharyula echoes this, pointing out how AI serves as a co-pilot for support teams. It of-

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fers real-time suggestions, automates administrative tasks, and enhances decision-making without removing the human element.

Enhancing the Customer Experience Customers expect immediate, personalized service. AI makes this possible by analyzing customer sentiment, predicting issues before they escalate, and providing support agents with actionable insights. At Elastic, Baxter-Rudd describes how they’ve launched their own AI-powered support assistant, and the feedback has been overwhelmingly positive.

“We’re already seeing the impact of our AI assistant,” she describes. “Our customers are loving it. It’s making our engineers’ jobs easier and more efficient.” Madhwacharyula highlights the potential AI has in personalizing digital experiences further: “Can we build avatars for digital CSMs? Can we provide a more human-like experience using AI-powered voice modulators and localization capabilities?

The possibilities are endless, and AI allows us to deliver a heightened service without losing the human touch.”

Building Trust Through AI Transparency Transparency is key when implementing AI. Both leaders stress the importance of informing customers when AI is involved and ensuring human support remains accessible.

“AI can provide incredible value, but customers need to know how it’s used,” Madhwacharyula explains. “Companies that are transparent and

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accountable build stronger trust with their customers.”

The Future: AI as a Cultural Change Agent AI adoption is both a technological shift and a cultural one. Leaders like Baxter-Rudd and Madhwacharyula embrace AI as a partner within their organizations, creating empowered teams and a more efficient customer support experience.

Baxter-Rudd adds, “AI helps our team solve problems faster and reduces the burden of repetitive tasks. But at the end of the day, our support engineers are the ones creating connections and solving meaningful issues for our customers.” Madhwacharyula believes AI enables companies to stay ahead of change. She concludes, “We can either play catch-up or be part of the change itself. AI allows us to be pioneers, to experiment, and to lead.”

Companies don’t have to choose between AI efficiency and human connection. With the right approach, AI becomes a powerful ally, helping teams deliver better support experiences. By empowering employees, being transparent with customers, and maintaining a people-first mindset, organizations can ensure that AI enhances the human touch.

AI is the future of support, but people will always be at its heart.

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SOCIAL IMPACT/CHANGE

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SOCIAL IMPACT/CHANGE

WHAT PRIDE MONTH TAUGHT US ABOUT

ACTIONABLE AUTHENTICITY Nearly a decade ago, two close friends and I sat in our favorite neighborhood café, discussing the usual things that occupied our young minds: college, social gatherings, and the like. We’d grown up together since childhood and were getting accustomed to seeing each other less, stretching to fit into a new phase of our lives. A beat after one of our lighthearted conversations, my dear friend, Christine, casually revealed, “By the way, I’m bi.”

Christine and I first got acquainted during a pacer test in fifth grade. We decided to gamify one of our most dreaded gym activities, and the rest is history. She and I had seen one another through many seasons, and there weren’t many people who knew me as well as she did. I was confident I’d seen most sides of her, too.

After coming out, she remained the same: confident, brave, and creative. The added label further empowered her to express herself wholly, and without the burdens of heteronormative expectations. If she was unapologetically herself before, she was bolder than I ever thought possible—but not without inner conflict.

“Coming out is a process, and for me, it took many years,” she says. “And it still is, in some ways. It helped me feel more connected to my individual identity and recontextualize my past. It helped me frame how I live authentically as I head into the future.”

Authenticity is liberation, and everyone deserves to live freely.

Christine and my close circle of LGBTQ+ friends always pushed barriers and demanded visibility in spaces that sought to exclude them. Throughout the years, their relationship with authenticity encouraged me to question rigid binaries and

discover a world bigger and more wondrous than what I was taught. Despite injustice after injustice, they continued to show up fully, joy and pride being their strongest weapons against thoughtless hate. I’m privileged to learn from them, and more importantly, I delight in fighting for a more inclusive future alongside them.

Just as we connect over our similarities, we must build strong bridges with those who differ from us.

Their liberation, their ability to come as they are and live true to themselves, is also ours. LGBTQ+ people seek recognition not because they want to dominate heterosexuality but because they deserve fundamental human rights like healthcare and safety. Women ask to be in decision-making rooms not because they expect to steamroll over men but because they want to contribute equally.

Immigrants come to America not to steal jobs but to assimilate, improve the economy, and secure a brighter future for their loved ones.

Christine reflects: “Identity isn’t something that’s set in stone.

I think a lot of people are afraid to be hypocrites, to go back on something they’ve said before, but I think that’s very limiting. We are constantly learning new things about ourselves and evolving as people. It only makes sense that your ‘authentic self’ develops along with that.

I believed I was straight for a long time.

Then, I was an ally. Then, I was heteroflexible. Then, I was bisexual. Now, I identify as pansexual, even though sometimes, I’ll use other labels interchangeably and depending on the circumstance.

Everyone is on a lifelong journey to find

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SOCIAL IMPACT/CHANGE ers. Brands like Converse and Lego continue to support the LGBTQ+ community by spotlighting their stories and partnering with nonprofits like It Gets Better and the Trevor Project. Despite potential backlash, they seemingly hold firm in their beliefs. In the long run, sticking to their values may prove to be beneficial, as customers consistently prioritize transparency and trust.

By pulling back existing inclusivity initiatives or public support for underrepresented groups, companies imply that their allyship is always subject to change. Inconsistencies in messaging fragment relationships, and if leaders try to state otherwise, people will be less likely to listen.

Whether you’re an entrepreneur seeking to preserve your brand or an executive overseeing your company’s reputation, the circumstances of this year’s Pride Month teaches us to do the following: 1. Remember your core mission and purpose.

themselves. Getting to fully know someone, even yourself, is difficult, especially when people keep changing every day, every moment! Understanding this, I try to give a lot of grace to everyone I meet.

Instead of trying to box people into static labels (“You’re not really bi if you....” or “But isn’t that just gay with extra steps...”), I try to meet everyone where they are in their journeys—because it’s real to them right now, and that’s the most important part. I want to empower everyone to feel the confidence to discover themselves without limits.”

Authenticity encourages diversity, and diversity empowers all communities to thrive. We stand at the precipice of great change, a turning point that challenges both individuals and organizations to stay rooted in their values.

Pride Month looked different this year. More than ever, the LGBTQ+ community calls for real unity.

While recent attempts to erase LGBTQ+ individuals and their contributions are discouraging, this shift enables us to better identify which businesses participated in rainbow activism and which truly align with their promises to consum-

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When we call for more diverse communities, we do so with an understanding that participants share a common mission but with different perspectives and ideas to bring it to life. You may disagree on strategies, metrics, and timelines—not on who you believe deserves certain privileges based on their identities or circumstances. Now may be the time to clarify your messaging: • • • • •

What is your end goal?

Why do you believe in what you do?

How do your efforts bring you closer to the future you envision?

How can you prove you’re making a difference?

If not, what are some practical steps you can take? How will you measure your growth?

2. Cut the fluff and reexamine your culture.

There’s no nice way to say it, but you need to put your money where your mouth is. You can voice whatever you wish, but how you choose to use your profit speaks greater volumes. Changing your default picture to a rainbow logo is a nice

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SOCIAL IMPACT/CHANGE gesture but can easily come off as performative if you don’t follow it up with action. Instead, focusing on solutions that will actually benefit marginalized populations and making them a reality will be more effective.

If your company has publicized its donations or provided resources to its employees, ensure that it commits annually. Should your leadership withdraw the support that was previously available, its absence will be even more noticeable.

3. Empathetic, truth-based storytelling remains a top priority.

People fear what they don’t know, making them vulnerable to misinformation. And if presented with only cold, hard facts, they may feel threatened and dig their heels deeper in the sand. But sand is a

shaky foundation, prone to erosion at the hit of every wave.

It’s why storytelling proves to be such a powerful balm. Stories remind us of our shared humanity.

We all yearn for belonging and security, and it’s a common goal that can bring many of us together. Storytelling encourages us to widen our worldview, practice empathy, and do the hard work of confronting biases. Although it doesn’t always reach the masses, even one change of heart signifies hope. One person, transformed by another’s narrative, can be who you need to someday plant more seeds in an otherwise barren field.

Progress is slow-going. If not for those in the present, we speak from our hearts for those who come after.

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COVER STORY

HOW

SANDRA BERNHARD Wields Humor as a Beacon of Hope

“Fighting the good fight is in my DNA.” Activist nurse on Pose, cult leader on American Horror Story, a pioneering bisexual character on Roseanne, captivating guest star on the wildly popular series, Severance, and award-winning radio host of Sandyland—Sandra Bernhard has lived many lives. Still, her message remains the same: be loud and always stand in the gap, no matter the cost.

Whether to an audience of one or one thousand, through a fleeting meeting or long-lasting partnership, we all leave behind a footprint. Our impact determines our legacy and how we’ll be remembered.

For Bernhard, her daring and vivacious voice echoes beyond the world of comedy; it prompts a deep societal metamorphosis. It calls for us to shed our old wineskins and embrace rebirth. Yes, our lungs shudder as we climb out of our cocoons and prepare for flight. But every inhale acclimates us to higher ground, and every exhale dispels us of stale tradition that no longer serves our ascent.

The art of stand-up comedy that stands up for truth Comedians are arguably our best storytellers, interweaving humor, satire, and personal anecdotes to satiate audiences hungry for connection.

Masterful wordsmiths and sharp-eyed observers, they expose our humanity—our proclivity for cruelty, pursuit of goodness, and everything in between—by unveiling their vulnerabilities and inviting people to see them in their truest forms.

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At the heart of a comedian’s performance is their ethos. Some are more subtle and require you to read between the lines. A natural disruptor, Bernhard has always taken a bolder approach.

“Everything I do is a reflection of my beliefs,” she explains, “We all have the right to flourish and live with the freedom to breathe and evolve.”

Refreshingly, Bernhard is exactly who she claims to be: a free-thinking artist and unapologetic dissenter. Many find refuge in her bawdiness, a form of defiance that encourages people to leave their uncertainties at the door and claim their right to be seen, no matter what that looks like. She notes, “People tend to come to me for validation of who they are. I think it’s because they find a kindred spirit in me.”

Even when faced with resistance, Bernhard keeps close to her heart for impact. In an age where callousness runs amok, she, despite her unfiltered wit, remains equally soft and resilient: “Fighting the good fight is in my DNA. I’ve always deeply connected to people who are struggling, those with authentic, beautiful cultures. Without them, we’d be in a colorless world. I look up to people who continue to keep their grace under incredible pressure; it’s simply my responsibility to shore them up. I also strive to be present every day with my partner, friends, and family. I steep myself in music, nature, and delicious food—it’s important to find balance between the quotidian and the battle to keep society moving ever forward.”

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SOCIAL IMPACT/CHANGE

Photo Credit: Brett Erickson

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COVER STORY

Photo Credit: Nick Spanos

Co-writing an anthology of hope

roots and envision a better world?

Uplifting others—and in the process, ourselves—is hard, but necessary work. Whether we’re pursuing gender equity in the office or on the front lines of a protest, advocacy requires us to release our need for comfort and ease. Friction is inevitable, and in many cases, it leads to outright conflict.

We look to those walking ahead of and alongside us.

When our torch dims, we bathe in the safety of theirs, knowing that as long as we traverse the terrain together, our light will never go out. When reflecting on her community, Bernhard says:

So what can one do when the walls close in, threatening erasure, silence, and even punishment? When the fog enshrouds us, how do we stand firm in our

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“I’ve always tried to surround myself with the most powerful people I could imagine: Paul Mooney, Lotus Weinstock, Lily Tomlin, Jane Wagner, Chrissie Hynde, and Belinda

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SOCIAL IMPACT/CHANGE

Carlisle to name a few. I learn so much from uncompromising artists. They’ve nurtured and allowed me to become the best version of myself. In turn, I like to think I do the same for others.”

We find ourselves returning to the question, how do we want to be remembered? Specifically, when future leaders face similar struggles, will we be their beacon of hope? Will our courage help them triumph over fear, and our convictions become their compass?

For nearly fifty years, Bernhard has remained steadfast in her commitment to change, allowing it to permeate and shape her career. She provides a blueprint for meaningful action and reminds us that, although the righteous path is indeed narrow, we can be emboldened by the company we keep. May we draw strength from a fire like hers, take up our mantles, and share our stories with anyone willing to listen.

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WE SEE YOU HUSTLING. LET US CHEER YOU ON, GIRL.

CCWOMEN 64

Photo Credit: Andrej Lišakov

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OUR BOOK RECS FOR YOUR

CAREER GROWTH

WHEN WOMEN LEAD

By Julia Boorstin

A good read if you are: • •

THE MYTH OF THE NICE GIRL

By Fran Hauser

LEAD FROM THE OUTSIDE

A good read if you are: • •

wanting to be inspired by women leaders and their stories are crafting your personal leadership style

By Stacey Abrams

unlearning harmful stereotypes that impact women trying to build your confidence in the workplace

A good read if you: •

•

appreciate learning abut political leaders and their activism are searching for practical ways to thrive in leadership

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OUR APP RECS FOR YOUR

CAREER GROWTH

REFLECTLY A mood tracking journal to help you reflect on your personal experiences

MCKINSEY INSIGHTS A go-to resource for business, leadership, healthcare, and financial insights

PRODUCTIVE A habit tracker to boost productivity and optimize your routine

UDEMY ONLINE VIDEO COURSES An education platform to kickstart or supplement your learning journey

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A FINAL NOTE ON

UNAPOLOGETIC G R O W T H

When we first launched Stronger Together, I had no idea how to design a magazine. But I was fueled by passion, a clear vision, and if I’m being honest, a whole lot of trial and error. Each edition has stretched and challenged me in new ways, pushing me to learn new skills and reminding me that growth doesn’t always look polished at first—but it always leads toward something great.

That’s what this issue is all about: Unapologetic Growth. The kind that’s sometimes uncomfortable, but brave

and bold nonetheless. The kind that asks us to take up space, speak up, and keep going even when we’re still figuring it out as we go.

With every edition, this magazine becomes more refined, more representative of our community, and more deeply connected to the stories that matter. I’m proud of how far Stronger Together has come and I’m even more excited for where it’s headed.

Here’s to growing with purpose, with pride, and without apology.

EMILY DUNN HEAD OF MARKETING CCCWOMEN

Without a doubt, unapologetic growth happens in community. Our members are the heartbeat of CCWomen and show us every day what it looks like to rise boldly, share openly, and lift one another to greater heights.

stories, voices, journeys. Thank you for inspiring us to keep growing without limits.

This edition of Stronger Together is a celebration of them and you: your

INGRIT MARENA MEMBER ADVISOR CCCWOMEN

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AMBITION DOESN’T CLOCK OUT.

NEITHER SHOULD SUPPORT.

CCWOMEN She’s working late because her vision matters.

Your sponsorship with CCWomen ensures the resources, mentorship, and opportunities to match her drive.

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Photo Credit: Andrej Lišakov

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